    [Senate Hearing 117-]
    [From the U.S. Government Publishing Office]

             LEGISLATIVE BRANCH APPROPRIATIONS FOR FISCAL YEAR 2021

                                  ----------

                                           U.S. Senate,
               Subcommittee of the Committee on Appropriations,
                                                        Washington, DC.

        [Clerk's note.--The subcommittee was unable to hold
    hearings on departmental and nondepartmental witnesses. The
    statements and letters of those submitting written testimony
    are as follows:]

                             DEPARTMENTAL WITNESSES

                 Prepared Statement of Architect of the Capitol
        Chairwoman Hyde Smith, Ranking Member Murphy and members of the
    subcommittee, I appreciate the opportunity to present the Architect of
    the Capitol's (AOC) Fiscal Year (FY) 2021 budget request of $798
    million.
        Earlier this year, I was honored to join this notable institution
    as the 12th Architect of the Capitol. In the first few weeks of leading
    this organization, I met with my executives and staff to better
    understand the strengths and weaknesses of the agency. A couple of
    weeks later, the agency began responding to the COVID-19 coronavirus
    pandemic.
        Today, the AOC team continues to work tirelessly to care for the
    Capitol Complex. As we all witnessed, the United States Senate worked
    night and day to pass the largest relief package in American history.
    Throughout that time, employees of the AOC kept the Senate Office
    Buildings clean, sanitized, and well maintained to enable congressional
    staff to safely do their jobs.
        The outbreak and the threat of infection by COVID-19 has rightly
    caused Americans to be concerned and anxious. I am proud of the AOC
    employees who played an important role in helping Congress respond to
    the country's urgent needs. Making me even more proud, is that the AOC
    team continues to support campus needs by serving as the legislative
    branch purchasing agent for emergency supplies, managing the
    sanitization of spaces identified by our partners and ensuring the
    facilities and utilities are well maintained for future congressional
    needs.
        Under these conditions, I have also been able to assess the future
    needs of the agency as a whole. I believe the AOC has all the necessary
    elements to succeed in its mission of serving Congress and the Supreme
    Court, preserving America's Capitol and inspiring memorable
    experiences. With your support, I honestly feel the best is yet to come
    for the Architect of the Capitol.
        Massive, once-in-a-generation renovations of exterior facades,
    interior spaces and system infrastructure are occurring across campus.
    Industry-leading changes to energy production and efficiency are being
    realized through the Capitol Power Plant's cogeneration system and
    several Energy Saving Performance Contracts. These transformation
    energy projects will maximize the use of appropriated funds and have
    the potential of reducing the Capitol Campus' energy consumption by
    upwards of 50 percent by 2025. The Architect of the Capitol provides
    exceptional support for large-scale public events, exhibits and
    educational programs. This support solidifies our agency's ability to
    deliver on behalf of the Congress and the Supreme Court.
        For a small agency with modest resources, the level of effort
    required to simultaneously develop and execute short-term and long-
    range capital funding priorities and projects while minimizing
    disruption to the building occupants and record numbers of annual
    visitors is nothing short of amazing.

                   View of the West Front of the U.S. Capitol

        I am excited to bring my executive expertise to the AOC. The agency
    is mission driven and committed to service. Harnessing the dedication
    of my personnel to improve processes, operations, accountability and
    transparency is one of my top priorities.
        Redirecting that enthusiasm and effort will be a difficult
    transition for the agency and our clients. Much of our work is ongoing.
    Even more emphasis is needed to better address deferred maintenance and
    emergent needs required for our facilities. As you know well, our needs
    far outweigh available resources within the Legislative Branch. As a
    result, our FY 2021 request continues the principles of the FY 2020
    budget but seeks targeted increases in several key areas.
        Operationally, we must continue to prioritize our critical
    centralized services and personnel that directly support our front line
    operations. Therefore, in FY 2021, we prioritized 16 percent of the
    agency's requested resources to support the core central services that
    influence the execution of the entire program. Within this we are
    targeting areas that have a direct impact on the agency's ability to
    execute our capital budget and deliver projects on time and on budget.
    Adequate support for studies, planning, project design and development,
    construction oversight and project management is lacking. We need to
    increase our ability to award contracts and procure supplies in a
    timely manner. And we must fast-track our modernization of information
    technology business processes.

                              FY 2021 LICP Request
    ------------------------------------------------------------------------

    ------------------------------------------------------------------------
    Studies and Designs..........................  $35.5 m
    Ongoing Projects.............................  $98.9 m
    Operation and Maintenance Upgrades...........  $30.2 m
    New Starts...................................  $18.6 m
                                                  --------------------------
        Total Request............................  $183.2 m
    ------------------------------------------------------------------------

        The AOC's risk-based project prioritization process identified
    $183.2 million for capital projects across campus in FY 2021. Of those,
    only $18.6 million are new infrastructure projects. The agency will
    continue to pursue critical campus-wide stone and metal rehabilitation,
    landscape restorations and upgrades to security, utility, fire and life
    safety system needs and conduct studies that help us anticipate future
    project needs.
        In this request, one of the biggest projects is the next phase of
    the fire alarm system replacement in the Hart Senate Office Building.
    This important project will complete the replacement of all of the
    existing equipment and infrastructure with a modern, code-compliant
    fire alarm system. We also have budgeted significant resources to
    support the Library of Congress' aging infrastructure, as well as their
    continued expansion needs. The request for construction of Book Storage
    Module 7 at the Library's Ft. Meade campus represents approximately 23%
    of our total capital budget submission.
        As I settle into this new role, I am committed to continuing a top-
    to-bottom evaluation of the agency to address both real and perceived
    issues. I appreciate that my predecessor and both of the Acting
    Architects that followed him identified and sought ways to address
    human capital, information technology and budgetary challenges. I, too,
    have thoughts about how to modernize the agency, better use federal
    resources and support our clients. You have my commitment that I will
    act quickly to implement solutions and keep this committee informed
    about our progress.

         AOC Employee Appreciation Day Celebrates the Hard Work of Our
                           2,300 Dedicated Employees

        Specifically, we will develop a robust human capital strategy to
    address the changing workforce and the challenges of competing for
    talent in a region undergoing a healthy construction boom. The plan
    will ensure succession planning and train or retain our top talent. We
    will modernize the agency's information technology infrastructure and
    continue to strengthen our cyber security initiatives. We will further
    leverage every dollar entrusted to us through a comprehensive
    enterprise asset management program that will enable us to optimize
    projects that produce the highest rate of return for facility
    longevity.
        More than ever, the AOC needs a strong, transformational leader who
    will build upon our successes and usher in a new era of accountability
    to effectively maintain and preserve the universally recognized symbol
    of Western Representative Democracy. I am humbled to be that leader.
        I appreciate your support of the AOC and I look forward to working
    with you this year as you consider our FY 2021 budget request.

        [This statement was submitted by The Honorable J. Brett Blanton.]
                                     ______

            Prepared Statement of the Congressional Research Service
    Madam Chairman, Ranking Member Murphy and Members of the Subcommittee:

        Thank you for the opportunity to present the fiscal 2021 budget
    request for the Congressional Research Service (CRS). I would also like
    to thank the Committee for your support of our fiscal 2020 request.
    With today's testimony, I look forward to highlighting several
    noteworthy fiscal 2019 accomplishments and bringing you up to date on a
    number of the Service's strategic initiatives. In addition, I will
    provide more detail regarding CRS's priorities for the requested fiscal
    2021 funds, including plans to expand support on science and
    technology-related issues for Congress.
        During the current Coronavirus pandemic, CRS continues to offer the
    full range of products and services to Members, committees and staff,
    albeit remotely. CRS experts are available for consultation via
    telephone, email or virtual briefing. In addition, CRS has developed a
    COVID-19 resources page, available on both CRS.gov and Congress.gov, to
    provide congressional staff with access to all of the Service's
    products related to the current crisis. The Service's Congress.gov
    support continues without interruption; including twice monthly
    webinars for congressional staff. Other CRS programs are also available
    via webinar.
    fiscal 2021 budget request and the need for increased research capacity
        The CRS budget request for fiscal 2021 is 129.52 million dollars,
    an increase of 9 million dollars (or 7.5 percent) over the amount
    appropriated for fiscal 2020. The requested increase includes 7.1
    million dollars for mandatory pay related and price level increases. As
    in previous fiscal years, staff pay and benefits account for
    approximately 86 percent of the amount requested by CRS.
        As part of its budget proposal, CRS is requesting 1.93 million
    dollars to enhance the Service's research capacity in the science and
    technology area by adding 12 FTEs. CRS recognizes that Congress
    requires additional expert support to address the science and
    technology policy challenges facing our nation. In the conference
    report accompanying the Energy and Water, Legislative Branch, and
    Military Construction and Veterans Affairs Appropriations Act, 2019,
    Congress clearly articulated a need for additional legislative research
    and analytical support in the area of science and technology policy.
    The additional positions requested would enable CRS to provide Congress
    more timely and robust support on a variety of science and technology
    related issues including: cybersecurity, natural resources, renewable
    fuels, climate change, and federal government information and IT
    management policy.
                              service to congress
        Fiscal 2019 was an especially productive year for CRS in support of
    Congress's work. The Service responded to over 71,000 requests from
    congressional offices and committees, including approximately 6,500 in-
    person consultations. This represented a more than thirteen percent
    increase in requests over the previous fiscal year. Additionally,
    analysts, attorneys, and information professionals prepared 1,100 new
    products and updated over 2,000 existing products. CRS staff also
    conducted 345 seminars and hosted over 10,400 congressional
    participants, representing a twenty-one percent increase in attendance
    over fiscal 2018. As in previous years, the Service provided support to
    more than 99% of Member and committee offices. I am also pleased to
    report that CRS has fulfilled the mandate to make non-confidential
    written products available for publication to Congress.gov.
        CRS supported Congress during every stage of the legislative
    process and across a range of timely public policy issues including:
    border security, criminal justice reform, emergency management,
    prescription drug pricing, telecommunications and internet policy, and
    veterans benefits. In addition, CRS experts provided context and
    analysis of issues related to international trade, the national
    security implications of emerging technology, and U.S. engagement
    across the globe. CRS analysts, attorneys, and information
    professionals also assisted Congress with a variety of questions
    related to legislative procedure, executive branch operations, federal
    agency rulemaking, the budget and appropriations process, and the
    consideration of executive and judicial branch nominations.
                             strategic initiatives
        CRS is fully engaged in accomplishing the priority initiatives
    identified in last year's budget request and the 2019-2023 CRS
    Directional Plan, which established two goals. The first goal is to
    ``enhance service and access for all of Congress.'' The second goal is
    to ``optimize resource utilization.'' Fiscal 2019 marked the completion
    of and continued progress on a number of objectives aligned with these
    two goals. The following is a summary of the action items taken to
    advance these initiatives over the past year:
    IT Modernization/Integrated Research and Information Systems (IRIS)
        The IRIS initiative is a multi-year effort to modernize the
    Service's mission-specific information technology (IT) to provide CRS
    staff with the best tools possible to create and deliver products and
    services to Congress. CRS completed the first phase of the IRIS
    initiative in fiscal 2019.
        Working with the Library's Office of the Chief Information Officer
    (OCIO), the initial hardware and software foundation was completed, and
    embarked on an intensive effort focused on the Service's authoring,
    content management, and publishing tools. At the end of fiscal 2019,
    CRS completed a pilot project with approximately fifty CRS users. The
    lessons learned from the pilot will inform future development efforts.
    The Service's next goal is to reach a minimum viable product (MVP) and
    conduct a second pilot test with a larger group of CRS users. CRS will
    continue to work with OCIO to modernize its IT infrastructure with the
    deployment of new IT tools and software.
    Congress.gov/Legislative Information System (LIS) Retirement
        The Legislative Information System (LIS) user interface was retired
    from use in November 2019, completing the migration to a more
    authoritative, reliable, secure, and advanced source of legislative
    information for congressional users. To prepare congressional staff for
    the retirement of LIS and transition to Congress.gov, CRS conducted a
    series of outreach and education campaigns. Information related to the
    transition was posted on the LIS homepage, Twitter, as well as emailed
    directly to users. CRS also delivered over 3,000 brochures to Member
    and committee offices promoting the capabilities of Congress.gov and
    outlining available training dates. The Service provided classroom,
    webinar, or customized Congress.gov training to over 1,100 staff
    members from more than 422 congressional offices. In addition, a number
    of enhancements to Congress.gov were released in fiscal 2019 including
    committee report search and display improvements; searchable committee
    schedules; and improved email alert capability. CRS, in partnership
    with OCIO and the Law Library, will continue to enhance the
    functionality of Congress.gov and work to ensure a seamless transition
    to this resource for congressional users.
    Constitution of the United States of America: Analysis and
            Interpretation (CONAN) Modernization
        On September 17, 2019, ``Constitution Day,'' the Library of
    Congress and CRS launched a new website for CONAN-
    constitution.congress.gov. Known officially as the ``Constitution of
    the United States of America: Analysis and Interpretation,'' CONAN has
    served as the official record of the U.S. Constitution for Congress for
    over a century. Prepared by CRS legislative attorneys, the publication
    provides a historical overview of the origins of the Constitution as
    well as analysis and explanation of the Supreme Court's jurisprudence
    with respect to every provision. The modernized CONAN website provides
    improved search capabilities and a user-friendly interface, making the
    content fully searchable and accessible to congressional and public
    users for the first time. During fiscal 2019, CRS staff prepared 440
    pages of constitutional analysis and other content to replace outdated
    material. In partnership with OCIO and the Law Library, CRS will
    release further improvements to CONAN's functionality and additional
    revised content in the coming year.
    Strengthening the Workforce: Staff Recruitment, Retention, and
            Development
        CRS's most valuable resource is its staff and the Service is fully
    committed to supporting programs to ensure the recruitment, retention,
    and professional development of a highly skilled and diverse workforce.
    During fiscal 2019, the Service provided a variety of training
    activities, empowering staff to strengthen and maximize their knowledge
    and skills including: professional writing, oral presentation and
    delivery, leadership and senior executive training, and mentoring. CRS
    also provided training for staff on the topic of ``unconscious bias''
    as part of a broader effort to support a culture of diversity and
    inclusion. In the area of recruitment and retention, CRS working groups
    engaged in initiatives to examine diversity and inclusion activities at
    the Library and CRS as well as comparable agencies and organizations,
    and to identify strategies to improve the diversity of applicant pools
    for CRS positions.
    Assessing Congress's Science and Technology-Policy Resource Needs
        As directed by the conference report accompanying the Energy and
    Water, Legislative Branch, and Military Construction and Veterans
    Affairs Appropriations Act, 2019 (P.L. 115-244), CRS contracted with
    the National Academy of Public Administration (NAPA) to assess the
    science and technology policy-related resources currently available to
    Congress in the Legislative Branch and to make recommendations on how
    to best enhance such support. The report provided Congress with a
    number of recommendations including: enhancing the science and
    technology capabilities of existing Legislative Branch support
    agencies, such as CRS; and/or creating a separate agency to fill
    existing gaps in available legislative support.
    Knowledge Management
        CRS continued to capture and digitize institutional knowledge and
    facilitate knowledge sharing through its Knowledge Management
    Initiative. Fiscal 2019 marked the launch of the CRS Research Portal, a
    tool intended to curate research materials gathered by analysts,
    attorneys, and librarians on selected public policy issues. In
    addition, CRS continued efforts to digitize its products. Continuation
    of these and other activities are planned for fiscal 2020 and beyond
    and will facilitate improved management of CRS's information resources,
    more effective collaboration among CRS experts, and better
    responsiveness to Congress's information and reference needs.
    Identifying and Addressing the Full Range of Congressional Information
            Needs
        Early in fiscal year 2020, the Service contracted with Gallup, Inc.
    to gather feedback from congressional users, regarding satisfaction
    with CRS products and services. As the mid-point of fiscal 2020
    approaches, CRS is on target to meet the milestones related to this
    effort.
                                   conclusion
        It is an honor to serve as Congress's research and analytical arm.
    Each day we strive to fulfill our mission by providing Congress with
    ``the highest quality of research, analysis, information, and
    confidential consultation, to support the exercise of its legislative,
    representational, and oversight duties.'' As always, our top priority
    looking forward will be to continue providing Congress with
    confidential, timely, authoritative, non-partisan, and objective
    support. The initiatives and requested increases in today's testimony,
    reflect CRS's ongoing commitment to meet the important responsibility
    that Congress has entrusted to us; and to do so as comprehensively and
    efficiently as possible. On behalf of my colleagues at CRS, I would
    like to express my appreciation to the Committee for its continued
    support and consideration of our fiscal 2021 request.

        [This statement was submitted by Mary B. Mazanec, Director.]
                                     ______

             Prepared Statement of the Government Publishing Office
        Madam Chairman and Ranking Member Murphy, I am grateful for this
    opportunity to provide testimony in support of the United States
    Government Publishing Office's (GPO) fiscal year 2021 Appropriations
    request.
        As the new Director of GPO, which just recently celebrated its
    159th anniversary, it is an honor to represent the more than 1,600
    craftspeople and professionals who make up our GPO team, and believe
    deeply in our mission of Keeping America Informed.
                                    overview
        Circumstances have changed dramatically--for GPO, for Congress, and
    for our Nation--since I had the opportunity to present similar
    testimony before your counterparts on the House side of the Capitol in
    March.
        There are profound dangers posed by the novel coronavirus (COVID-
    19) to our institutions, economy, families, and individual and
    collective health and we are all confronting unanticipated challenges.
        For the past several weeks, GPO has been managing pretty well--we
    have dramatically reduced the number of personnel entering our
    buildings and have increased our use of a well-established telework
    program. We have been fulfilling our obligations to our customers,
    Congress in particular, without incident or major challenges, and we
    have adapted our policies to guide us through this period of
    uncertainty.
        But uncertainty and cruelty seem to be the defining characteristics
    of the COVID-19 pandemic, and we recently learned that it claimed the
    life of one of our special police officers on the evening of Saturday,
    April 18th. This loss has hit us hard as the deceased officer was a
    well-regarded member of our GPO team. As of this writing, we have also
    had two other teammates test positive for the virus, though they are
    doing well.
        With this tragic news, the threats COVID-19 posed to the wellbeing
    of the GPO community became starkly real and have pushed us to further
    refine our operational protocols. For instance, while we had limited
    facility access prior to the tragic death of our GPO teammate, that
    access is now further restricted. We had social distancing and
    sanitation protocols in place prior to this tragedy, but now those are
    being heightened. And while we hope things will soon change for the
    better, we will prepare as though they may well change for the worse.
        While I cannot predict what changes and challenges will emerge in
    the months ahead, I can provide the Committee an overview on where
    things currently stand, as well as an assessment of whether our FY 2021
    Budget Justification still adequately addresses what we anticipate
    GPO's needs will be in the coming fiscal year.
        In summary, we are still hopeful that our request of $117 million,
    if fully funded, will be sufficient to maintain operations in the
    coming fiscal year, and that currently appropriated funds are adequate
    to sustain our operations throughout the remainder of FY 2020. However,
    there are currently two significant issues that are increasing our
    operating costs and reducing our revenues that may require us to
    request this Subcommittee's permission to expend funds that we had
    hoped to reserve for critically important capital investments needed to
    serve our Federal agency customers.
        Any need to expend such funds to support operations would likely
    either require GPO to raise its prices for congressional publishing
    services or request significant appropriations increases in future
    years. Or both. We have recently begun inquiring of the Subcommittee's
    staff whether there might be some options that can be explored to
    prevent either one of those scenarios from materializing.
        Specifically, the financial challenges we are confronting relate
    both to the increased labor costs necessitated by the emergency pay
    status of those GPO employees whose duties require them to physically
    enter GPO facilities during the COVID-19 pandemic, and the ongoing loss
    of revenues resulting from the idling of our passport production
    operations.
        While the majority of GPO staff are not required to enter GPO's
    facilities during this time, those that must enter the premises are
    appropriately eligible for increased emergency pay. Over the first two
    bi-weekly pay periods of the COVID-19 era, those payroll cost increases
    have averaged over 10 percent, or approximately $885,000 per pay
    period. We are optimistic that a significant portion of these costs
    will be recoverable through client billings. However, any increased
    costs billed to appropriated accounts such as the Congressional
    Publishing account will inevitably accelerate the depletion of
    appropriated funds.
        The loss of revenues from the idling of GPO's passport production
    operations for the United States Department of State is of great
    concern. The services GPO provides the State Department account for
    more than 30 percent of GPO's annual revenues--in FY 2019, GPO's work
    for State generated $272.6 million of GPO's $937.4 million of revenue.
    GPO typically produces between 15 and 22 million passports per year for
    the State Department and is reimbursed on a per-passport basis.
        As a result of the mid-March shutdown of GPO's passport operations
    over 200 GPO employees are currently idled. In the interim, GPO is
    relying on its cash reserves to fund their salaries, a practice that
    will become increasingly difficult if this status continues into June
    and July. Fortunately, GPO has been notified by State that wants the
    full order of 16 million passports for the year, though we don't yet
    know when we can safely resume passport production.
        Today, as I submit this testimony, I can still envision a scenario
    in which GPO's FY 2021 Appropriations request of $117 million will be
    adequate to meet the agencies needs in the coming fiscal year.
    Regrettably, I can also envision an equally plausible scenario in which
    GPO endures up to $18.7 million in unexpected COVID-19 emergency pay
    costs during the remaining months of FY 2020 that would require
    additional Congressional funding assistance to absorb. I realize there
    is a wide differential between those two potential outcomes, but so
    much is dependent on when we are able to return to normal operations.
        As you know, GPO runs largely as a business, with nearly all of our
    FY 2019 revenue of $937.4 million generated by services we provide to
    our customers through our cost recovery model.
        For example, in FY 2019:

      --Nearly 88 percent--or $823 million--of our revenue came from direct
            billings to our non-congressional customers.
      --Another 8 percent--or $74 million--came from billings to Congress
            for the provision of specific requested services.
      --Still another 3 percent--or $28 million--came from appropriations
            we used to administer the Federal Depository Library Program
            (FDLP) and provide critical public information program
            services.
      --And finally, the remaining 1.3 percent--or $12.3 million--came from
            appropriations this Subcommittee provided to enable GPO to make
            critical information technology and cybersecurity investments
            for the future.

        Because the significant majority of GPO's revenues are derived from
    services provided to its customers, and not from direct appropriations,
    GPO can find itself in a position of considerable vulnerability if an
    external shock--such as the onset of a global pandemic--should drive
    away its customer orders. That leads to situations where our revenues
    can dry up, but many of our costs--our overhead--remain. The idling of
    our passport production operations is one such example, and we are
    fortunate that we have not yet had significant others to date.
        If passport production can be brought back online in a reasonable
    time frame and conditions permit GPO to end its emergency pay
    obligations within a month or two, GPO should be in a position to
    adhere to its original FY 2021 Appropriations request of $117 million.
    This is the 6th fiscal year in a row where GPO has requested
    essentially even funding, and, in real terms, GPO's annual
    appropriation has gone down nearly 35 percent since FY 1995.
        We have been able to achieve this through changes in our business
    model and strategic decisions that keep overhead costs low, and we've
    been able to do it while accommodating annual cost-of-living pay raises
    for our valued GPO teammates. We've been able to do it because the
    members of this Subcommittee, and your counterparts in the House, have
    provided strong support for GPO's efforts to change and evolve.
        Yet, prior to onset of the COVID-19 pandemic we believed that FY
    2021 would probably be the last fiscal year that we could request
    essentially flat funding, a point we conveyed to the House Legislative
    Branch Appropriations Subcommittee in our testimony at the beginning of
    March. The increased costs and diminished revenues brought about by the
    pandemic have, at a minimum, affirmed this reality.
        As in year's past, there are three main components to GPO's FY 2021
    Appropriations request. It includes $78 million for the Congressional
    Publishing account, a $1 million decrease from FY 2020. It is based on
    our estimates of Congress' likely needs, informed by historical trends,
    and available unexpended balances.
        The second component is our request for $32.3 million to support
    the Public Information Programs of the Superintendent of Documents
    account, which represents an approximately $1 million increase from the
    prior year, and which is attributable to salary and other cost
    increases.
        The third, and final, component of our request is for a $6.7
    million appropriation in FY 2021 to GPO's Business Operations Revolving
    Fund for investments to information technology upgrades.
        Lastly, as required by section 1604(c) of the Legislative Branch
    Inspectors General Independence Act, we are forwarding our Inspector
    General's request for $6.1 million in budget authority for FY 2021.
    That request would be funded as part of GPO's agency overhead--a
    component of the prices and rates GPO charges its agency customers and
    Congress--and not as a separate appropriation.
        As the new Director, I do want to take a moment and talk about
    GPO's future.
        In recent years, with this Subcommittee's support, GPO has embarked
    on a number of important initiatives to modernize its plant and its
    methods. We have invested heavily in new digital inkjet press
    technology and in the development of XPub, our next-generation
    composition tool. We have completed the development of the cutting-edge
    govinfo online repository and website, and we continue working with the
    State Department to modernize our tooling and our processes for the
    next-generation passport.
        While GPO has been able to absorb many of the costs associated with
    those upgrades due in large part to our effective conservation of
    taxpayer funds, I am afraid that our ability to continue absorbing
    those costs in the future will be tightly constrained, even before
    factoring in the impacts of the COVID-19 pandemic on GPO's finances.
    When you do factor in the costs associated with running GPO during this
    period of pandemic, we will likely have to delay important investments
    in technology, our physical plant, and our people.
        We will, of course, continue to look for new sources of revenue and
    ways to improve our efficiency and lower costs, but those efforts alone
    will not be enough. We have now either expended or obligated the prior-
    year funds made available for our ongoing upgrades and in the future,
    we will likely need to seek additional funding through our annual
    appropriations requests to maintain our level of effort.
        Those investments will provide some opportunities for GPO. For
    instance, as we develop XPub, we are looking for a sustainable model to
    support the operation and development of the platform, including the
    possibility of providing it to our customers as a software-as-a-
    service, much like Office 365 or Adobe's Creative Cloud. That could
    lead to new markets as we work with our other Federal customers to help
    them with their document creation challenges.
        It is our intention to work closely with the Subcommittee in the
    years ahead to find the right balance to bolster our long-term
    sustainability, and I am committed to keeping the Subcommittee informed
    of any developments that could pose any threats to GPO's short-term and
    mid-term operations, whether related to the coronavirus or other
    challenges.
        Personally, I am grateful to the Subcommittee and your capable
    staff for the support you've all shown GPO in recent years and for your
    willingness to help us navigate this period of uncertainty.
                                   background
        GPO is the OFFICIAL, DIGITAL, SECURE resource for producing,
    procuring, cataloging, indexing, authenticating, disseminating, and
    preserving the official information products of the Federal Government.
        Under title 44 of the U.S. Code, GPO is responsible for the
    production and distribution of information products for all three
    branches of the Government, including the official publications of
    Congress and the White House, U.S. passports for the Department of
    State, and the official publications of other Federal agencies and the
    courts.
        Along with sales of publications in digital and tangible formats to
    the public, we support openness and transparency in Government by
    providing permanent public access to Federal Government information at
    no charge through govinfo (www.govinfo.gov). Today, govinfo makes more
    than
        2.6 million Federal titles available and averaged approximately 34
    million retrievals per month in FY 2019. GPO also provides public
    access to Government information through partnerships with 1,120
    Federal, academic, public, law, and other libraries nationwide
    participating in the FDLP.
        History.--Article I, section 5 of the Constitution requires that
    ``each House shall keep a journal of its proceedings and from time to
    time publish the same,'' providing the first commandment that Congress
    tell the public about its work. After years of struggling with various
    systems of contracting for printed documents that were often beset with
    scandal and corruption, in 1860 Congress created the Government
    Printing Office as its official printer. GPO first opened its doors for
    business on March 4, 1861, the same day Abraham Lincoln was inaugurated
    as our 16th President.
        Since that time, GPO has produced and distributed the official
    version of an uncounted number of other Government publications,
    documents, and forms. These documents include the Emancipation
    Proclamation, the legislative publications and acts of Congress, Social
    Security cards, Medicare and Medicaid information, census forms, tax
    forms, citizenship forms, passports, and Presidential inaugural
    addresses. This work goes on today, in digital as well as print
    formats, as GPO transforms itself from a print-centric to a content-
    centric publishing operation, consistent with the recommendations
    submitted by the National Academy of Public Administration to Congress
    (Rebooting the Government Printing Office: Keeping America Informed in
    the Digital Age, January 2013).
                                gpo and congress
        For the Clerk of the House, the Secretary of the Senate, and the
    committees of the House and the Senate, GPO publishes the documents and
    publications required by the legislative and oversight processes of
    Congress in digital and tangible formats. This includes the daily
    Congressional Record, bills, reports, legislative calendars, hearings,
    committee prints, and documents, as well as stationery, franked
    envelopes, memorial and condolence books, programs and invitations,
    phone books, and all the other products needed to conduct the business
    of Congress. We produce all the printing work required every four years
    by the Joint Congressional Committee on Inaugural Ceremonies. Tools
    developed by GPO support Congress' daily work, and we work hand-in-hand
    with Congress to jointly develop the next generation of those tools.
        We also detail GPO team members to support the publishing
    requirements of House and Senate committees and congressional support
    offices such as the House and Senate Offices of Legislative Counsel. We
    work to ensure the provision of these services under any circumstances,
    including inclement weather and other emergency conditions.
        Today, the activities associated with creating congressional
    information datasets comprise the majority of the work funded by GPO's
    annual Congressional Publishing Appropriation. Our digital
    authentication system, supported by public key infrastructure (PKI), is
    an essential component for assuring the authenticity and integrity of
    congressional publications in digital formats. The datasets we build
    enable access to congressional publications in digital formats as well
    as their production in tangible formats and form the building blocks of
    other information systems supporting Congress.
        For example, they are made available to the Library of Congress via
    the govinfo application programming interface (API) to support its
    Congress.gov system. In addition, GPO works with the Library to make
    summaries and status information for House and Senate bills available
    as XML bulk data on govinfo.
        In FY 2019, GPO achieved a major milestone in its publication of
    the 2018 Main Edition of the U.S. Code through GPO's new XPub system,
    an XML-based automated composition system designed to replace GPO's
    aging, proprietary MicroComp system. A nearly 60,000-page publication,
    the U.S. Code is published by GPO every six years. GPO is now ready to
    begin working to bring additional publications into XPub production,
    including congressional bills, resolutions, amendments, public laws,
    statutes at large, House and Senate calendars, the Congressional
    Record, and the Federal Register.
        GPO Cuts the Cost of Congressional Work.--GPO's use of electronic
    information technologies has been the principal contributor to lowering
    the cost, in real economic terms, of congressional information
    products. In FY 1980, as GPO replaced hot metal typesetting with
    electronic photocomposition, the appropriation for Congressional
    Publishing was $91.5 million, the equivalent in today's dollars of
    $310.1 million. By comparison, our approved funding for FY 2020 is
    $79.0 million, a reduction of nearly 75% in constant-dollar terms.
        Since 2010, we have achieved a 29% reduction in the constant-dollar
    value of the Congressional Publishing Appropriation, consistent with
    the continuing transformation of our technology profile, an emphasis on
    controlling costs, and collaborative efforts with Congress to reduce
    print distribution while meeting the information needs of the Senate
    and House of Representatives.
        Annual appropriations for Congressional Publishing have been at or
    below $79.7 million in each of Fiscal Years 2014 to 2020.
                            gpo and federal agencies
        Federal agencies are major generators of information in the United
    States, and GPO produces their information products for official use
    and public access. Federal agencies and the public also rely on a
    growing variety of secure credentials that we produce, including
    travelers holding U.S. passports, members of the public who cross our
    borders frequently, and other users. Our digital systems support key
    Federal agency publications, including the annual Budget of the U.S.
    Government and, most importantly, the Federal Register and associated
    products. As it does for congressional documents, our digital
    authentication system, supported by public key infrastructure (PKI),
    assures the digital security of agency documents.
        One of GPO's major agency customers is the Office of the Federal
    Register (OFR), a unit of the National Archives and Records
    Administration (NARA), which produces the daily Federal Register. OFR
    is also responsible for related publications such as the Code of
    Federal Regulations, and other key information products such as Daily
    Compilation of Presidential Documents and the Public Papers of the
    Presidents, each of which we produce in digital and print formats.
        Highlights of FY 2019 Agency Operations.--Since 1995, we have made
    the annual Budget of the U.S. Government available online, and with
    GPO's govinfo system the documents are now available across multiple
    platforms. In FY 2019, GPO had the privilege of producing printed
    materials to support important presidential events at The White House,
    including the September 20, 2019 State Dinner in honor of Australian
    Prime Minister Scott Morrison and his wife, Jennifer.
        In FY 2019, GPO's Pueblo Colorado Distribution Center, celebrated
    its 47th anniversary. The Pueblo facility provides warehousing,
    logistics, business services, and distribution services for over 33
    Federal customers, and is estimated to have distributed more than 1.2
    billion publications to customers since it opened in 1972.
        During FY 2019, GPO also worked to complete the renovation of
    approximately 24,000 square feet of space in its Building A to house
    NARA's Center for Legislative Archives. NARA just began moving House
    and Senate legislative records into the space this month, and NARA and
    GPO are currently engaged in discussions to build out additional space.
        Partnership with Industry.--Beyond work for Congress, passports,
    and other inherently governmental work such as the Federal Register and
    the Budget, GPO produces virtually all other Federal agency information
    products via contracts with the private-sector printing and
    information-product industry. In FY 2019, this work was valued at
    approximately $439.7 million, and represented 96,172 orders. More than
    10,000 individual firms are registered to do business with GPO, the
    vast majority of which are small businesses with fewer than 20
    employees per firm.
        Security and Intelligent Documents.--GPO has been proud to produce
    U.S. passports for the U.S. Department of State for nearly a century.
    Since 2005, U.S. passports have incorporated advanced security features
    that make it the most secure identification credential obtainable. GPO
    produced 15.2 million passports for the State Department in FY 2019,
    and has produced a total of more than 181 million passports since 2005.
    In the years ahead, GPO will continue to make investments needed to
    support the State Department's Next Generation Passport Program (NGP).
        Since 2008, GPO has also served as an integrator of secure
    identification smart cards to support the credentialing requirements of
    Federal agencies and other Government entities. GPO provides secure-
    card credential products to include design, printing, manufacturing,
    personalization and shipping and delivery. Through its production
    processes, GPO leverages the most advanced industry technologies to
    build the highest quality products at the lowest prices. GPO secure-
    credential operations are fully ISO 9001 certified and undergo rigorous
    third-party audits each year to gain recertification.
        On an annual basis, the GPO produces over 4.2 million secure-card
    credentials for our Federal agency customers, and, since 2008, GPO has
    produced more than 26 million across 11 different product lines. Some
    of them include the Trusted Traveler Program's (TTP) family of border
    crossing cards--NEXUS, SENTRI, FAST, and Global Entry--for the
    Department of Homeland Security (DHS), which are used by frequent
    travelers across U.S. borders.
                      gpo and open, transparent government
        Producing and distributing the official publications and
    information products of the Government fulfills an informing role
    originally envisioned by the Founders, as James Madison once said:

            ``A popular Government without popular information, or the
            means of acquiring it, is but a Prologue to a Farce or a
            Tragedy, or perhaps both. Knowledge will forever govern
            ignorance, and a people who mean to be their own Governors,
            must arm themselves with the power which knowledge gives.''

        GPO operates a variety of programs that provide the public with
    ``the means of acquiring'' Government information that Madison spoke
    of. These programs include the Federal Depository Library Program
    (FDLP), govinfo, Publications and Information Sales, and Agency
    Distribution Services.
        Federal Depository Library Program.--The FDLP has legislative
    antecedents that date to 1813 (3 Stat. 140), when Congress first
    authorized congressional documents to be sent to certain universities,
    historical societies, and state libraries for the use of the public.
    Today, GPO provides the Federal depository libraries with information
    products in digital and tangible formats, and libraries, in turn, make
    them available to the public at no charge while providing expert
    assistance in finding and navigating Government information. The FDLP
    serves millions of Americans through a network of 1,120 public,
    academic, law, and other libraries located across the Nation, averaging
    nearly three per congressional district.
        In recent years, GPO has been working to digitize and make
    available online historic print collections of Government information,
    as well as developing strategic efforts to partner with libraries and
    other organizations to permanently preserve historic resources.
        Through its digitization efforts, GPO has enhanced the scope of
    historic collections available on govinfo tremendously. Some notable
    examples of GPO's recent work include:

      --The Public Papers of the Presidents collection, formerly available
            from 1991 through the present, was expanded to include volumes
            dating back to 1929, through a collaborative digitization
            effort with OFR.
      --More than 1,300 historic congressional hearings dating back to 1958
            were digitized and made available, as part of an ongoing effort
            to digitize nearly 15,000 congressional hearings.
      --The complete collection of the Federal Register, dating back to the
            first volume published in 1936, was also digitized and made
            available, through another joint effort with OFR.

        GPO also has formal partnership agreements in place with 64
    organizations to advance free public access to U.S. Government
    information. One recent collaboration is GPO's work to support the
    Library of Congress' efforts to make valuable Congressional Research
    Service (CRS) reports available online by performing extensive
    cataloging services.
        govinfo.--Under the provisions of Public Law 103-40, GPO has been
    providing online public access to congressional and Federal agency
    publications since 1994, beginning with a site known as GPO Access.
    Fifteen years later, GPO Access was replaced by GPO's Federal Digital
    System or FDsys, and, in early 2016, GPO unveiled the next generation
    of our public access system with the introduction of govinfo. In
    December 2018, the FDsys website was fully retired.
        The govinfo website features a mobile-friendly design, current and
    historical content collections from all three branches, enhanced search
    and intuitive browse, linked related documents, curated feature
    articles, quick and easy social sharing, developer tools such as XML
    bulk data and a public API, expanded help information, support for
    redirects from millions of legacy FDsys links, and additional
    enhancements based on stakeholder feedback. In FY 2019, govinfo grew to
    make more than 2.6 million titles from the legislative, executive, and
    judicial branches available online from our servers and through links
    to other agencies and institutions. The system averaged approximately
    34 million retrievals per month.
        GPO has continually added content to govinfo to provide increased
    public access to Government information. In recent months, GPO added
    the digitized historical editions of the U.S. Government Manual from
    1935 to 1994, completing the digitization of the Government's official
    handbook of agency organization for all three branches of the Federal
    Government. In collaboration with the Law Library of Congress, GPO has
    also initiated a multi-year effort to digitize and make available
    volumes of the U.S. Congressional Serial Set back to the very first
    volume published in 1817.
        During 2018 and 2019, govinfo underwent an extensive audit for
    certification as a Trustworthy Digital Repository in compliance with
    International Organization for Standardization (ISO) 16363. Then, in
    December 2018, GPO made history by becoming the first organization in
    the United States, and just the second worldwide, to achieve this
    certification, which is considered the highest global standard of
    excellence for digital repositories. To secure this certification and
    establish that govinfo is a standards-compliant digital repository in
    which Government information is preserved, accessible, and usable now
    and into the future, govinfo was evaluated against 109 specific
    criteria.
        Bulk Data.--In support of the Legislative Branch Bulk Data Task
    Force, GPO works closely with the Clerk of the House and the Secretary
    of the Senate on initiatives to convert legacy file formats into United
    States Legislative Markup (USLM) XML. In early FY 2019, the first
    project was completed with the release of a subset of enrolled bills,
    public and private laws, and Statutes at Large in Beta USLM XML on
    govinfo. GPO is currently working on a project in support of our
    legislative data partners to enable downstream processes and increase
    efficiencies by converting legacy statute compilations into Beta USLM
    XML and providing access to those files on govinfo. USLM offers a
    standard XML schema to promote interoperability among documents as they
    flow through the legislative and regulatory processes. USLM also
    promotes international interoperability with documents produced by
    governments worldwide.
        Publication and Information Sales Program.--Along with the FDLP and
    our online dissemination system, which are no-fee public access
    programs, GPO also provides access to official Federal information
    through public sales. GPO features secure ordering through its online
    bookstore (bookstore.gpo.gov), a bookstore at GPO headquarters in
    Washington, DC, and partnerships with the private sector that offer
    Federal publications as eBooks.
        Agency Distribution Services (ADS) Program.--GPO operates two
    distribution facilities which are strategically located in Laurel, MD
    and Pueblo, CO. Through these facilities, GPO administers distribution
    programs for the information products of other Federal agencies. Today,
    over 60 Federal agencies utilize the comprehensive services provided
    through the Pueblo and Laurel facilities, which together offer more
    than 200,000 square feet of climate-controlled distribution, storage,
    and fulfillment space. Among the services provided through GPO's ADS
    program are website hosting, consulting services, fulfillment and
    distribution, address validation services, call center operations, and
    printing optimization, just to name a few. These services are all
    designed to help Federal agencies achieve savings in the distribution
    of their information products.
                                  gpo finances
        Business Operations Revolving Fund.--All GPO activities are
    financed through our Business Operations Revolving Fund, established by
    section 309 of Title 44, U.S.C. This business-like fund is used to pay
    all of our costs in performing congressional and agency publishing,
    information product procurement, and publications dissemination
    activities. It is reimbursed from payments from customer agencies,
    sales to the public, and transfers from our two annual appropriations:
    the Congressional Publishing Appropriation and the Public Information
    Programs of the Superintendent of Documents Appropriation.
        Retained Earnings.--Under GPO's system of accrual accounting,
    annual earnings generated since the inception of the Business
    Operations Revolving Fund have been accumulated as retained earnings.
    Retained earnings enable us to fund a significant amount of technology
    modernization. However, appropriations for essential investments in
    technology and plant upgrades are requested when necessary.
        Appropriated Funds.--GPO's Congressional Publishing Appropriation
    is used to reimburse the Business Operations Revolving Fund for the
    costs of publishing the documents required for the use of Congress in
    digital and tangible formats, as authorized by the provisions of
    chapters 7 and 9 of Title 44, U.S.C. The Public Information Programs of
    the Superintendent of Documents Appropriation is used to pay for the
    costs associated with providing online access to, and the distribution
    of, publications to Federal depository libraries, cataloging and
    indexing, statutory distribution, and international exchange
    distribution. Reimbursements from these appropriations are included in
    the Business Operations Revolving Fund as revenue for work performed.
    Congress has also, in years past, appropriated funds directly to the
    Business Operations Revolving Fund in support of specific capital
    investments. In recent years such appropriations have been provided in
    support of information technology and cybersecurity investments.
        Annual Independent Audit.--Each year, GPO's finances and financial
    controls are audited by an independent outside audit firm working under
    contract with GPO's Office of Inspector General.
        For FY 2019, the audit concluded with GPO earning an unmodified, or
    clean, opinion on its finances, the 23rd consecutive year GPO has
    earned such an audit result.
        FY 2019 Financial Results.--During FY 2019, revenue totaled $937.4
    million while expenses charged against GPO's budget were $885.7
    million, for an overall net income of $51.7 million from operations.
    Included in both GPO's revenue and net income figures is approximately
    $17.3 million for passport-related capital investments, as agreed to by
    GPO and the Department of State, and $1.7 million resulting from an
    increase to GPO's long-term workers' compensation liability under the
    Federal Employees Compensation Act (FECA). Apart from these two set
    asides, GPO's net operating income from FY 2019 was $36.2 million.
        In FY 2019, funds appropriated directly by Congress provided nearly
    $113.9 million (including funds from the Congressional Publishing and
    Public Information Programs appropriations, along with appropriations
    to the Business Operations Revolving Fund), or about 12.2% of total
    revenue. All other GPO activities, including in-plant publishing (which
    includes the production of passports), procured work, sales of
    publications, agency distribution services, and all administrative
    support functions, were financed through the Business Operations
    Revolving Fund by revenues generated by payments from agencies and
    sales to the public.
                         fy 2021 appropriations request
        GPO is requesting a total of $117,000,000 for FY 2021. This is the
    same level of funding GPO requested in FY 2020, and the same amount
    appropriated in FY 2020. Through FY 2020, total GPO appropriations have
    declined by 21% since FY 2010 and are at their lowest level since then.
        GPO's continued transition to digital technologies and products has
    increased our productivity and reduced costs. Additionally, maintaining
    financial controls on our overhead costs, coupled with a buyout in FY
    2015 that reduced GPO's workforce by 103 positions, has helped make
    this funding request possible. Finally, the utilization of the
    unexpended balances of prior-year appropriations, which we are able to
    transfer to GPO's Business Operations Revolving Fund with the approval
    of the Appropriations Committees, has made it possible in recent years
    to hold the line on the level of new funding we request.

                           Total Appropriations to GPO
                        FY 2010-2020 and FY 2021 Request
    ------------------------------------------------------------------------
                Fiscal Year                         Appropriation
    ------------------------------------------------------------------------
    2010...............................  $147,461,000
    2011...............................  135,067,324
    2012...............................  126,200,000
    2013...............................  117,533,423
    2014...............................  119,300,000
    2015...............................  119,993,000
    2016...............................  117,068,000
    2017...............................  117,068,000
    2018...............................  117,068,000
    2019...............................  117,000,000
    2020...............................  117,000,000
    2021...............................  117,000,000 (Requested)
    ------------------------------------------------------------------------

        Our FY 2021 request will enable us to:

      --meet projected requirements for congressional publishing;
      --fund the operation of the public information programs of the
            Superintendent of Documents; and
      --develop information technology, including IT cybersecurity
            measures, to support congressional publishing and public
            information programs operations.

        Congressional Publishing Appropriation.--GPO is requesting
    $78,000,000 for this account. This is $1,000,000 less than requested in
    GPO's FY 2020 budget submission for the Congressional Publishing
    account, and $1,000,000 less than Congress appropriated in FY 2020.
        Overall, the annual appropriations for Congressional Publishing
    have been flat since FY 2014 and have declined by nearly 17% since FY
    2010 as the result of our continuing transition to digital technology
    and products, as well as actions taken in cooperation with the House of
    Representatives and the Senate to control congressional publishing
    costs. Unspent prior-year balances from this account have been
    transferred to GPO's Business Operations Revolving Fund, and are
    available for the purposes of this account in Fiscal Year 2021.

                     Congressional Publishing Appropriation
                        FY 2010-2020 and FY 2021 Request
    ------------------------------------------------------------------------
                Fiscal Year                         Appropriation
    ------------------------------------------------------------------------
    2010...............................  $93,768,000
    2011...............................  93,580,464
    2012...............................  90,700,000
    2013...............................  82,129,576
    2014...............................  79,736,000
    2015...............................  79,736,000
    2016...............................  79,736,000
    2017...............................  79,736,000
    2018...............................  79,528,000
    2019...............................  79,000,000
    2020...............................  79,000,000
    2021...............................  78,000,000 (Requested)
    ------------------------------------------------------------------------

        House Report 114-110, accompanying the Legislative Branch
    Appropriations bill for FY 2016, requires the presentation of budget
    requirements from a zero base. However, GPO has no control over the
    workload requirements of the Congressional Publishing Appropriation.
    These are determined by the legislative activities and requirements of
    the House of Representatives and the Senate as authorized by the
    applicable provisions of Title 44, U.S.C.
        GPO utilizes historical data incorporating other relevant factors
    to develop estimates of likely congressional publishing requirements.
    These requirements serve as the basis of the budget presentation for
    this account.
        In FY 2021, the Congressional Publishing workload volume is
    expected to decline by about $155,000 from FY 2020 levels, but price-
    level and wage increases (if implemented) are expected to increase
    expenses to the Congressional Publishing account by an additional
    $2,500,000.
        In order to accommodate the net cost increase, and to reduce the FY
    2021 Congressional Publishing request by $1,000,000 from FY 2020, GPO
    plans to use about $6,000,000 of prior-year transfer funds in GPO's
    Business Operations Revolving Fund to support its Congressional
    Publishing work in FY 2021.
        As shown on page D-4 of our budget justification for FY 2021,
    unexpended balances of prior-year appropriations that have been
    transferred to GPO's Business Operations Revolving Fund will be used to
    offset anticipated requirements for FY 2021, so that appropriation
    requirements can be reduced by $1,000,000. The balance of these
    transfer funds is earmarked for GPO's critically important XPub system
    (formerly the CSR project) and other congressional information projects
    as indicated on page F-5.
        As previously mentioned, XPub is a new XML-based composition system
    being developed and deployed to replace the 30+ year-old MicroComp
    system used in the preparation of congressional documents for digital
    and print access. The successful deployment of XPub will enable GPO to
    create, edit, proof, approve, and simultaneously publish legislative
    and regulatory documents from a variety of print and digital sources in
    a high-volume production environment while maintaining GPO's reputation
    for quality and typographic excellence. GPO believes XPub will help GPO
    deliver even greater value to Congress and GPO's other Federal clients
    in the years ahead.
        Public Information Programs of the Superintendent of Documents.--
    GPO is requesting $32,300,000 for this account, which is an increase of
    $1,004,000 from the amount GPO requested, and Congress appropriated, in
    FY 2020. This account pays for the cost of providing Federal Government
    publications in digital and tangible formats to 1,120 Federal
    depository libraries nationwide, cataloging and indexing, the
    distribution of documents to recipients designated by law, and
    international exchange distribution.
        This appropriation request represents a nearly 21% reduction from
    the amounts appropriated in FY 2010. This reduction has been made
    possible by our continuing transition to digital technology and
    products which has made the increased dissemination of official
    Government information to the public less costly and more efficient.

         Public Information Programs of the Superintendent of Documents
                                  Appropriation
                        FY 2010-2020 and FY 2021 Request
    ------------------------------------------------------------------------
                Fiscal Year                         Appropriation
    ------------------------------------------------------------------------
    2010...............................  $40,911,000
    2011...............................  39,831,178
    2012...............................  35,000,000
    2013...............................  31,437,000
    2014...............................  31,500,000
    2015...............................  31,500,000
    2016...............................  30,500,000
    2017...............................  29,500,000
    2018...............................  29,000,000
    2019...............................  32,000,000
    2020...............................  31,296,000
    2021...............................  32,300,000 (Requested)
    ------------------------------------------------------------------------

        The net funding increase of $1,004,000 we are requesting for FY
    2021 is comprised of mandatory pay and related increases of about
    $501,000, and price-level increases of $503,000. The approved use of
    prior-year transfer funds will cover $4,063,000 of program/project/
    activity costs in FY 2021 as well. Such programs include the
    implementation of the Salesforce customer relations management (CRM)
    system ($1,200,000); the potential development of a web-portal
    envisioned by the pending Congressionally Mandated Reports Act, H.R.
    736 ($1,000,000); the digitization, processing, and cataloging of
    historic documents for ingest into govinfo ($1,000,000); and national
    collection pilot projects for FDLP libraries.
        The requested amount is based on the outcome of using zero-based
    budgeting to determine the proper levels of funding needed to perform
    program activities at minimum levels, as directed by House Report 114-
    110. GPO plans to utilize carry-over balances from funds transferred to
    the Business Operations Revolving Fund to support high-priority
    information services and products funded by this account as indicated
    on page F-5, including the collection and preservation of new and
    historic documents and continued development of govinfo content and
    capabilities.
        Business Operations Revolving Fund.--GPO is requesting $6,700,000
    for this account, to remain available until expended, to support
    continued investment in information technology and cybersecurity
    projects. This compares with the $6,704,000 GPO requested, and Congress
    appropriated, for these same purposes in FY 2020. Funding provided to
    this account represents an increase to working capital for specified
    projects.
        Since FY 2013, these projects have consistently included
    improvements to GPO's FDsys website and its successor govinfo, which
    have expanded public access to congressional and other Government
    information products in digital formats while decreasing the costs of
    distributing traditional print formats. They have also included efforts
    to harden and secure GPO's IT infrastructure from persistent external
    cybersecurity threats.

            Appropriations to the Business Operations Revolving Fund
                     FY 2010-2020 and Requested for FY 2021
    ------------------------------------------------------------------------
                Fiscal Year                         Appropriation
    ------------------------------------------------------------------------
    2010...............................  $12,782,000
    2011...............................  1,655,682
    2012...............................  500,000
    2013...............................  3,966,847
    2014...............................  8,064,000
    2015...............................  8,757,000
    2016...............................  6,832,000
    2017...............................  7,832,000
    2018...............................  8,540,000
    2019...............................  6,000,000
    2020...............................  6,704,000
    2021...............................  6,700,000 (Requested)
    ------------------------------------------------------------------------

                    govinfo projects for fy 2021--$6,550,000
      --General System and Collection Development ($3,500,000)--This
            funding is requested to support the development of new govinfo
            features to meet the identified needs of key stakeholders.
            Activities funded would include developing new content
            collections, increasing content in existing collections,
            enhancing the accessibility of content, and improving the
            discoverability of information hosted on govinfo.
      --Infrastructure ($3,050,000)--This funding is requested to support
            the procurement and servicing of the hardware, storage, and
            environments needed to manage system performance as govinfo
            content and usage continues to grow.
                  cybersecurity projects for fy 2021--$150,000
      --Security Enhancements for Advanced Persistent Threats ($150,000)--
            The cybersecurity threat environment faced by Government
            agencies continues to change rapidly and presents substantive
            risks and dangers to organizations. The requested funding is
            planned to address that evolving threat environment by
            implementing enhanced IT security systems that are intended to
            reduce the risk of unauthorized data exfiltration, unauthorized
            access, unauthorized changes to data, and related impacts.

        Madam Chairman, Ranking Member Murphy, and Members of the
    Subcommittee, before concluding I want to express our deep appreciation
    for the support you gave our appropriations request for FY 2020, and
    your continuing interest in the important work performed by dedicated
    craftspeople and professionals of the Government Publishing Office.
        This completes my prepared statement and I look forward to
    answering any questions you may have.

        [This statement was submitted by the Honorable Hugh Nathanial
    Halpern, Director.]
                                     ______

                Prepared Statement of the Librarian of Congress
    Madam Chairman, Ranking Member Murphy, and Members of the Subcommittee:

        Thank you for the opportunity to provide testimony in support of
    the Library's fiscal 2021 budget.
        I want to assure you first that, in these extraordinary times, the
    Library is taking every possible step to protect the health and well-
    being of staff, their families and the community as we continue our
    service to Congress and the nation. For reasons of public safety during
    the COVID-19 pandemic, we have closed our buildings to the public until
    further notice and cancelled public events until July 1. Our Pandemic
    Task Force meets daily to make sure we plan and address new issues that
    develop. We are in close coordination with the United States Capitol
    Police, the Architect of the Capitol, and House and Senate operations.
    An expanded telework policy is in place that allows our people to
    accomplish a great deal of their work remotely. Our recent investments
    in IT modernization are proving their value as network demand
    increases. With a determined and dedicated staff, I am confident that
    we will maintain our mission critical services throughout this crisis.
    The budgetary impact of the pandemic on the Library will be closely
    tracked and analyzed.
        Now in my fourth year as Librarian of Congress, I am excited to see
    the progress we have made in sharing more of the Library's
    extraordinary collections and our staff's expertise and commitment to
    public service. Today, the Library holds more than 170 million items in
    all formats and 470 languages and has the world's largest collections
    of legal materials, films, and sound recordings. Last year, the Library
    welcomed nearly 1.9 million in-person visitors. The Congressional
    Research Service (CRS) provided custom services to more than 99 percent
    of Senate and House member offices and standing committees. The U.S.
    Copyright Office issued more than 547,000 copyright registrations. Over
    9.4 million preservation actions were performed on the physical
    collections; more than 21.8 million copies of braille, audio and large
    print items were circulated to patrons by the newly renamed National
    Library Service for the Blind and Print Disabled (NLS); and the Library
    responded to nearly one million reference requests from Congress, the
    public, and other federal agencies. The Library's websites, including
    loc.gov, congress.gov, copyright.gov, and the CRS site, among others,
    served as conduits in supporting our strategic vision for connecting
    all Americans to the Library by receiving 119 million visits and 520.8
    million content page views.
        Over the past year, we have moved forward in significant ways,
    using our strategic plan as a guide, to modernize and increase access
    to the Congress's library. The Congressional Research Service's (CRS's)
    next-generation Integrated Research and Information System (IRIS), for
    example, is well underway. As part of Copyright Office IT modernization
    efforts, a pilot for a new electronic recordation system is anticipated
    to begin shortly. IT centralization under the Office of the Chief
    Information Officer (OCIO) is now complete. The Library is on schedule
    to complete the Data Center Transformation project in fiscal 2020,
    transitioning data center operations from the aging primary data center
    in the Madison Building to a hybrid-hosting model. The new hosting
    model will ensure that the Library has a secure, flexible, efficient
    and stable foundation for its technology needs for the next generation.
    With funding enacted this fiscal year, NLS will begin implementation of
    the eReader pilot program and the initial work to transform the BARD
    system to a fully cloud-hosted environment for a web-based delivery
    system, supporting an expanding patron base.
        The Library's Center for Exhibits and Interpretation and the Center
    for Learning, Literacy and Engagement, created last year, are bringing
    innovation to the way the Library connects to users, physically and
    digitally. We have even changed the name of the NLS, now known as the
    National Library Service for the Blind and Print Disabled, to replace
    outdated language.
        We have also made recent organizational changes to support
    modernization and optimization. In fiscal 2020, the Library Collections
    and Services Group was established as a Program, Project and Activity
    (PPA), bringing into better alignment the ``library'' components-
    Library Services, the Law Library of Congress, and NLS, along with The
    John W. Kluge Center and the Internship and Fellowship Programs office.
    Each unit remains distinct, but the grouping leverages expertise and
    processes across the organizations, creating economies of scale and
    strengthening collaboration and a coordinated vision.
        I would like to express my sincere gratitude for the outstanding
    support that this committee and the entire Congress give to the
    Library. In particular, I appreciate the funding you have provided for
    our fiscal 2020 requests to meet high--priority needs such as enhanced
    functionality for the Congress.gov system; delivering talking and
    braille books and magazines via the Internet; optimizing the capacity
    of the Financial Services Directorate; and supporting Phase II of the
    data center transformation and network modernization initiative. I also
    thank you for your continued extraordinary support for the collections
    storage modules at Fort Meade as part of the Architect of the Capitol's
    budget. Storage module 5 is almost full, module 6 is under
    construction, and module 7 is in the fiscal 2021 AOC budget request. We
    continue to work closely with the AOC to achieve preservation storage
    with sustainable operations and maintenance costs, including
    transferring items from temporary storage space at the Landover Center
    Annex to Fort Meade.
        My top priority remains expanding user access-public engagement
    with the Library's resources and services. Your significant fiscal 2020
    support for the Visitor Experience over three years is helping us
    transform the magnificent Jefferson Building, finished at the end of
    the 19th century, into a state-of-the-art destination for discovering,
    creating, and learning in the 21st century. The planning and design
    process is underway for the Treasures Gallery, the Orientation Gallery
    and Oculus, and the Youth Center/Learning Lab. The design period for
    each of these areas will take approximately 12-18 months and the re-
    designed spaces will open in phases, beginning in late calendar 2022.
    With a lead gift of $10 million from David Rubenstein, philanthropist
    and chairman of the Library's Madison Council, we are now in an
    excellent position to attract additional private sector commitments to
    the project.
        We want our visitors to better connect with the Library of Congress
    and to learn more about our country and our cultural heritage after
    seeing and learning about our collections--such as Thomas Jefferson's
    library, the Rosa Parks papers, the map Lewis and Clark used on their
    expedition exploring the American west--first-hand. Visiting school
    groups, for example, will gain a better understanding of our history,
    democracy, and Congress's purpose in building and sustaining a Library
    unlike any other in the world. The Visitor Experience will deliver a
    unique civics lesson.
        Thank you also for helping us approve the request to transfer funds
    to the Architect of the Capitol so the project can keep moving forward
    on schedule. I look forward to continuing to keep you informed about
    our progress on this project.
        I come before you today to discuss the Library's funding request
    for fiscal 2021 which continues modernization in a strategically
    sequenced, systematic and deliberate way. The fiscal 2021
    appropriations request aligns with the strategic goals set forth in the
    fiscal 2019-2023 Strategic Plan: expand access, enhance services,
    optimize resources, and measure impact. We are moving forward in our
    decisive shift to become more user centered, digitally enabled, and
    data driven.
        The Library of Congress fiscal 2021 budget request is for
    approximately $830 million, which represents a 7.0 percent increase
    over the Library's fiscal 2020 enacted appropriation. This request
    includes $38 million in mandatory pay and price level increases. The
    balance of the increase represents critical program investments
    necessary to fulfill the Library's role and to move forward on the
    commitment to become more user centered, further modernization efforts,
    and address staffing needs.
        The budget seeks to expand service to Congress by enhancing the
    depth and breadth of CRS's research capacity on current and emerging
    legislative issues related to science and technology. Additional
    research capacity will enable CRS to meet the growing congressional
    need for robust, timely, multidisciplinary analysis and consultative
    services on these critical policy issues.
        Our request also seeks to acquire an electronic records management
    system to manage the archiving of all Library of Congress records
    digitally as well as a central electronic repository for contract
    documents to replace the current paper-based system. The electronic
    records management system will centralize and automate records
    creation, storage, and disposition for key offices. The electronic
    repository for contract documents will automate and optimize
    contracting workflow for greater efficiency and transparency.
        In another move toward modernization in the critical area of
    cybersecurity, we are requesting funding for security enhancements to
    protect congressional and other digital high-value assets, including
    sensitive information from CRS, the Law Library, and the U.S. Copyright
    Office. Cyber threats to our systems have escalated steadily and have
    become increasingly complex over the past decade. We must remain
    vigilant on this front.
        Implementation of the requirements of the Music Modernization Act
    (MMA) for public education and outreach will expand user access by
    informing members of the public and songwriters about the process by
    which a copyright owner may claim ownership of musical works before the
    ``mechanical licensing collective'' created under the MMA. Passage of
    the MMA underlies our requests for Copyright Royalty Judges and MMA
    staffing, as well as a request for realignment in Copyright fees due to
    a projected user fee collections shortfall.
        Our strategic goal of expanded user access is reflected in our
    request to continue replacing the compact shelving in the Law Library.
    Replacement of the second of four quadrants of Law Library shelving,
    installed in 1981 and dangerously unusable, is now complete, and we are
    requesting as a high priority in fiscal 2021 funding for the
    replacement of the third quadrant. This shelving houses a significant
    portion of the world's largest and most comprehensive collection of
    international, foreign, national, and comparative legal resources.
        We are also seeking to increase paid internship opportunities at
    the Library to provide access to a broader and more inclusive talent
    pool reflecting wider socioeconomic status. The request is in alignment
    with Congress's intent to increase paid internship programs on Capitol
    Hill.
        Although the request to rebalance the Library's preservation
    program funding requires no additional funding, I believe it is the
    best way forward. I have been meeting with the Library's world-class
    experts in preservation and conservation science to determine the most
    sustainable and cost effective ways to preserve our collections in
    multiple formats so they will be accessible for generations to come.
        We have invested in mass approaches to preservation treatment since
    the late 1980s. In fact, mass deacidification will have reached the
    significant milestone of having treated 90 percent of our top-priority
    materials by the end of fiscal 2020. However, mass methods now costs
    2.8 times more than the environmentally optimized storage at Fort
    Meade, which has comparable preservation outcomes for a much wider
    range of materials. Thirty-plus years later, new methods are available
    to address an old problem--the varied types of damage and deterioration
    that occur over the lifecycle of the Library's expansive, multi-format
    collections. I ask your support for my request to repurpose the $5.5
    million we have been spending on mass approaches to preservation
    treatment that mass deacidification cannot address, including
    conservation of the Library's most significant artifacts, reformatting
    of fragile and irreplaceable items, and the content management and
    information technology infrastructure necessary to preserve the digital
    collections.
        In closing, the 2021 Congressional Budget Justification continues a
    sequence of strategically planned modernization efforts of all types
    across the enterprise. It extends modernization efforts beyond IT
    systems to include the preservation program, CRS science and technology
    capacity, electronic records management and contract document systems,
    compact shelving, cybersecurity, internship funding, and implementation
    of the MMA, in ways that will strengthen the Library now and ensure
    that we do the best we can for those who will come after us. Our
    pandemic response capacity has been highly dependent on these ongoing
    modernization efforts.
        Madam Chairman, Ranking Member Murphy, and Members of the
    Subcommittee, the Library is the embodiment of the American ideal of a
    knowledge-based democracy in good times and bad, through war and in all
    times of crisis. I thank you again for supporting the Library of
    Congress and for your consideration of our fiscal 2021 request.

        [This statement was submitted by Carla Hayden.]
                                     ______

       Prepared Statement of the Office of Congressional Workplace Rights
        Chairman Hyde-Smith, Ranking Member Murphy, and Members of the
    Legislative Branch Subcommittee, thank you for allowing me the
    opportunity to submit for the record this statement regarding the
    budget request for Fiscal Year (FY) 2021 for the Office of
    Congressional Workplace Rights (OCWR). I want to express our
    appreciation to this Subcommittee for its continued support of the OCWR
    and its mission to advance workplace rights, safety, and health for
    employees in the legislative branch, and accessibility for members of
    the public with disabilities.
    The OCWR's Statutory Mandate
        The Congressional Accountability Act of 1995 (CAA) embodies a
    promise by Congress to the American public that it will hold itself
    accountable to the same federal workplace and accessibility laws that
    it applies to private sector employers and executive branch agencies.
    Congress established the OCWR to administer the CAA.
        We are a very small office with a very broad mandate. With 28 FTE
    positions inclusive of a part-time Board of Directors, the OCWR serves
    the same functions as multiple agencies in the executive branch,
    including the Equal Employment Opportunity Commission, the Occupational
    Safety and Health Administration, the Department of Labor, and the
    Federal Labor Relations Authority. We are responsible for enforcing
    federal workplace and accessibility laws that cover more than 30,000
    employees in the legislative branch, including the House of
    Representatives, the Senate, the United States Capitol Police, the
    Library of Congress, the Congressional Budget Office, the Office of the
    Architect of the Capitol, the Office of the Attending Physician, and
    the Office of Congressional Accessibility Services, and our own office,
    among others. We administer the administrative dispute resolution (ADR)
    process established by the CAA to resolve workplace disputes; we carry
    out a program of training and education on the laws made applicable to
    the legislative branch by virtue of the CAA; and we advise Congress on
    needed changes and amendments to the CAA.
        Furthermore, our General Counsel is responsible for inspecting--at
    least once each Congress--over 18 million square feet of facilities and
    grounds in the legislative branch for compliance with the Occupational
    Safety and Health (OSH) Act, as well as the public areas of all
    facilities in the legislative branch for compliance with titles II and
    III of the Americans with Disabilities Act (ADA). The OGC is further
    responsible for investigating allegations of OSH, ADA, and unfair labor
    practice (ULP) violations filed under the Act, and for filing and
    prosecuting complaints of OSH, ADA and ULP violations.
    The CAA Reform Act
        On December 21, 2018, the Congressional Accountability Act of 1995
    Reform Act, S. 3749, was signed into law. Not since the passage of the
    CAA in 1995 has there been a more significant moment in the evolution
    of legislative branch workplace rights. The new law focuses on
    protecting victims, strengthening transparency, holding violators
    accountable for their personal conduct, and refining the adjudication
    process.
        The Reform Act also includes many important changes that
    dramatically expand the OCWR's duties and responsibilities, as well as
    the number of employees covered by the CAA. These new duties and
    responsibilities under the Reform Act include:

      --substantially modifying the ADR process under the CAA, including
            creating additional procedures for preliminary hearing officer
            review of claims;
      --developing and implementing procedures for Members of Congress to
            reimburse the Treasury for awards and settlement payments
            resulting from specified harassment or retaliation claims;
      --developing and implementing procedures for employing offices to
            reimburse the Treasury for payments resulting from specified
            claims of discrimination;
      --appointing one or more confidential advisors to provide information
            to legislative branch employees about their rights under the
            CAA;
      --renaming our office as the Office of Congressional Workplace Rights
            to more clearly inform the legislative branch community of our
            mission;
      --extending CAA protections to unpaid staff, including interns,
            detailees, and fellows, as well as employees of the Stennis
            Center for Public Service, the China Review Commission, the
            Congressional-Executive China Commission, and the Helsinki
            Commission;
      --significantly expanding OCWR reporting obligations;
      --developing and administering a biennial climate survey of all
            legislative branch employees to collect information on the
            workplace environment and attitudes regarding sexual
            harassment;
      --creating a program to permanently retain records of investigations,
            mediations, hearings, and other proceedings;
      --establishing an electronic system to receive and keep track of
            claims; and
      --developing and implementing means by which legislative branch
            employees who work outside of the Washington, D.C., area--such
            as in Members' district offices--have equal access to OCWR
            services and resources.

        Some of the changes in the CAA Reform Act became effective
    immediately, such as the name change of our Office, but most became
    effective 180 days from enactment, i.e., on June 19, 2019. The biennial
    workplace climate survey of the legislative branch--which was designed
    in FY 2019--is currently being administered for the first time in FY
    2020.
    The OCWR's FY 2021 Budget Justification
        In our FY 2021 budget justification, we are requesting $7,500,000
    for FY 2021 operations, which is an increase of $1,167,330 or 18% from
    the enacted amount for FY 2020, as well as three additional FTEs. The
    FY 2021 budget request focuses on supporting the OCWR's statutory
    mandates and improving the delivery of services to the covered
    community under the CAA. The requested amount is necessary for the
    Office's mandated operations, including hearings, mediations, safety
    and health inspections, ULP investigations, and ADA inspections. This
    amount will also allow us to carry out our statutory mission to educate
    and train Members of Congress, their staff, and other legislative
    branch offices and employees on their rights and responsibilities under
    the CAA through the development of materials specifically designed for
    the legislative branch, and that are easily understood, practical
    rather than legalistic, and proven effective.
        The OCWR did not seek an increase to its funding for FY 2020 from
    FY 2019 levels. Nonetheless, we have made significant progress on many
    of the initiatives discussed above, including developing and
    implementing a secure e-filing system, and revising virtually all
    publications and education and training materials that the OCWR
    produces to incorporate the changes set forth in the Reform Act.
    Although many of the initial changes mandated by the Reform Act have
    already been implemented using FY 2019 or FY 2020 funds, higher levels
    of funding will be required to expand and improve on these efforts
    moving forward, especially with respect to our Information Systems
    program. For example, the OCWR's secure e-filing system, which is now
    operational, will require continued cybersecurity upgrades and design
    modifications to assure information security and confidentiality.
    Online training and educational modules also must be continually
    updated to reflect changes in the law and to fully discharge our
    statutory mandate to educate and assist legislative branch offices and
    employees. New ADR procedures, such as preliminary review by hearing
    officers of all claims, will affect the costs associated with
    adjudication of those claims. Moreover, the legislative branch climate
    survey, once developed, will require ongoing funding to administer it
    every 2 years, as mandated by the Reform Act.
        More than 60% of the requested amount reflects personnel costs,
    including increased compensation and benefits associated with
    additional staff hired during this fiscal year. The remainder of the
    requested amount would pay for contract services, including cross-
    servicing providers such as the Library of Congress and the National
    Finance Center, and other services, equipment, and supplies needed to
    operate the OCWR.
        Of the FY 2021 requested amount, the OCWR is requesting that a
    total of $1,000,000 remain available until September 30, 2022 for the
    services of essential contractors, including hearing officers,
    mediators, and safety and health inspectors, and for the ongoing costs
    associated with administering the biennial climate survey of
    legislative branch employees.
    Alternative Dispute Resolution Program
        The OCWR requests a total of $450,000 for non-personnel services
    for FY 2021 for administration of its ADR program, which represents our
    best estimate for the cost of administration of that program in the
    coming fiscal year. The CAA establishes an ADR process that provides
    employing offices and covered employees a neutral, efficient, and cost-
    effective means of resolving workplace disputes. We strive to ensure
    that stakeholders have full access to these ADR procedures. The OCWR
    enjoys a 100% affirmance rate in employment cases by the U.S. Court of
    Appeals for the Federal Circuit. The OCWR continues to do more with
    less, maintaining a flat rate of pay for contract mediators, a
    standardized hourly fee for hearing officers, and rate limitations for
    other outside service providers.
        In any given year, it is difficult to predict the number of cases
    that will be filed with the OCWR's ADR program, the complexity or
    duration of administrative proceedings, or the overall costs associated
    with case processing and adjudication. Recent developments add to the
    difficulty of making such predictions for FY 2021. In FY 2018, for
    example, Library of Congress employees were allowed to file claims with
    the OCWR for the first time. Other changes in the Reform Act--such as
    extending CAA protections to unpaid staff, including interns,
    detailees, and fellows--also increase the pool of potential claimants
    under the ADR process. Moreover, as discussed above, on June 19, 2019,
    the ADR process changed significantly. The new process, as required by
    the Reform Act, is outlined in our FY 2021 budget justification. It
    requires, among other things, that an additional hearing officer be
    appointed to conduct a preliminary review in each case filed on or
    after June 20, 2019 that raises claims of unlawful employment
    discrimination, harassment, or reprisal, among other claims. Our budget
    justification takes these considerations into account in arriving at
    our best estimate of the costs for administering this program in FY
    2021.
    Education and Training Programs
        The OCWR is requesting a total of $370,000 for non-personnel
    services for FY 2021 for its Education and Training Programs. The OCWR
    has a statutory mission to educate and train Members of Congress and
    legislative branch employees on their rights and responsibilities under
    the CAA.
        In FY 2019, following the passage of the Reform Act, the OCWR
    created and disseminated educational materials on its revised ADR
    process, including developing an orientation video explaining the
    substantive provisions of the CAA and the revised ADR process to
    resolve claims of violations of the Act. To ensure that the legislative
    branch community was aware of the new provisions of the Reform Act, the
    OCWR also posted updated FAQs on its website and disseminated to
    covered employees e-newsletters and printed materials explaining the
    changes. As required by the CAA Reform Act, in FY 2019 the OCWR also
    created and distributed for posting more than 4,000 posters informing
    legislative branch employees of their rights under the CAA. The OCWR
    also enhanced its curriculum to include related courses on preventing
    unconscious bias in workplace decision-making, and bystander
    intervention techniques for those who witness harassment or other forms
    of discrimination. The OCWR also delivered training in person, online,
    and via video conferencing to legislative branch employees throughout
    the country, including unpaid staff.
        In FY 2020, the OCWR continues to provide information and training
    opportunities to the covered community, and it is completing revisions
    of all of its educational materials including its website and print
    content. The OCWR will require substantial funds in FY 2021 to continue
    these efforts, which are vital to our ongoing mission to provide
    stakeholders in the legislative branch with current, dynamic, and
    innovative educational and outreach materials.
    Safety and Health and Public Access
        The OCWR is requesting a total of $150,000 for non-personnel
    services for FY 2021 for its Occupational Safety and Health and ADA
    public access inspection programs. Before the OCWR opened its doors in
    1996, Capitol Hill buildings had not been subject to even the most
    basic building codes or regulations. The first inspections led to the
    discovery of serious fire and other safety hazards in House and Senate
    buildings and around the Capitol. As a result of OCWR inspections,
    Congress has abated thousands of serious hazards, reduced numerous
    barriers to access for individuals with disabilities, and dramatically
    improved the overall safety and accessibility of the Capitol Hill
    campus. The OCWR has been instrumental in the development and
    implementation of cost-effective solutions to safety and access
    problems by working directly with the Architect of the Capitol and
    other offices on the Hill. It is during these inspections that our
    inspectors, who are trained OSH and ADA specialists, can work directly
    with employing offices, providing technical support at the point where
    assistance is needed. Our budget request will allow us to continue to
    provide the level of expertise and assistance that the community
    deserves.
    Information Systems
        The OCWR is requesting a total of $1,272,000 for non-personnel
    services for FY 2021 for the Information Systems Program. As mandated
    by the Reform Act, the OCWR successfully launched its secure online
    claims reporting and tracking e-filing system in June 2019 on a
    compressed 6-month timeline. The OCWR also implemented other key IT
    modernization projects in FY 2019, including setting up new network
    printers that are highly secure by design. In late FY 2019, the OCWR
    developed and began implementation of its plan for the upgrade of its
    Facility Management Assistant (FMA) program for Occupational Safety and
    Health (OSH) inspections. FMA currently runs on an obsolete and
    unsupported Microsoft platform. The OCWR's OSH team is working to
    identify the requirements of a Risk Management Suite to meet its needs,
    plan and design the system, perform independent security categorization
    of the information contained in the current FMA system, and import
    current FMA records into the new system.
        The Reform Act also mandates enhanced cybersecurity along with a
    GAO audit of the OCWR's cybersecurity practices. We have already begun
    to make progress on these priority items in FY 2020: We have initiated
    the process of revising our IT systems project planning to ensure the
    development and implementation of policies and procedures incorporating
    key cybersecurity activities; we have created and will be filling the
    position of IT Security Project Manager to acquire the cybersecurity
    project management expertise; and we have also expanded the OCWR IT
    Director's role to formally include the functions of an IT Risk
    Executive. In FY 2020, the OCWR will work with the IT Security Project
    Manager and the IT Risk Executive to develop and implement oversight
    procedures for each of its externally-operated systems, and to develop
    and implement policies and procedures for managing cybersecurity risk.
        To date, the OCWR has spent over $500,000 toward updating its
    cybersecurity, and we will be obligating additional funds for continued
    updates, maintenance and hosting of its secure web-based e-filing
    system. However, the objectives of these efforts to protect and
    safeguard critical information assets can only be assured if the
    Program is continually monitored, reassessed and upgraded to meet or
    exceed industry standards. Accordingly, in FY 2020 and 2021, the OCWR
    will be designing and developing the next generation of its e-filing
    system, which will be even more secure, robust, and fault-tolerant,
    with state-of-the-art security measures built in at all layers of its
    infrastructure. This system will be designed, developed, and built from
    the ground up, using highly secure encryption at all components and
    across all layers of its infrastructure--including storage, database,
    application server, network, and the webserver. The integrity of the
    Program thus depends upon ongoing funding in FY 2021 and beyond.
    Additional Services
        The balance of the requested amount covers increases in contract
    services, including those furnished by cross-service providers, such as
    the Library of Congress and the National Finance Center, and other
    services, equipment and supplies needed to operate the OCWR.
        Thank you very much for providing us with this opportunity to brief
    you on our FY 2021 budget request. As the Executive Director of the
    OCWR, I am proud of the work that our highly professional and talented
    staff members perform every day. We are available to answer any
    questions or to address any concerns that the Chair of the Subcommittee
    or its Members may have.

        [This statement was submitted by Susan Tsui Grundmann, Executive
    Director.]
                                     ______

        Prepared Statement of the Office of the Secretary of the Senate

                                 BUDGET REQUEST

        I would first like to thank the Committee for its ongoing support
    of the Office of the Secretary of the Senate's budget and mandated
    systems and continue to express our appreciation for the Committee's
    flexibility with multi-year and no-year funding. For Fiscal Year (FY)
    2021, I am requesting a budget of $37,200,000. The request includes
    $27,664,000 in salary costs; $1,900,000 for the operating budget of the
    Office of the Secretary; $2,500,000 for the Financial Management
    Information System (FMIS) modernization project; and $5,136,000 for the
    Senate Information System (SIS) program.
        The FY 2021 budget request represents an increase of $846,000 in
    the salary portion for a cost-of-living-adjustment. The operating
    budget of the Office of the Secretary and the budget for the SIS
    program remain flat. Please note that the FY 2020 award included a one-
    time appropriation of $5,000,000 that was not part of the FY 2020
    request, and is not included in the FY 2021 request, and therefore the
    overall budget request is a decrease of $4,154,000 from the FY 2020
    award.

                    OFFICE OF THE SECRETARY OPERATING BUDGET

    ----------------------------------------------------------------------------------------------------------------
                                                                Amount available  Budget estimates
                               Item                                  FY 2020           FY 2021         Difference
    ----------------------------------------------------------------------------------------------------------------
    Total operating budget for all departments................        $1,900,000        $1,900,000  ................
    ----------------------------------------------------------------------------------------------------------------

                                PROJECT REQUESTS

                         fmis modernization project \1\
        The budget includes a request for $2,500,000 (the same amount as in
    FY 2020) in no-year funds to continue the modernization of FMIS and
    activities associated with the retirement of the Senate's mainframe
    computer and associated hardware and software. The flexibility of no-
    year funding remains important to the success of the modernization
    project because of its complexity, the unique Senate technical
    environment and business requirements, and the continuing need for open
    competition.

    ----------------------------------------------------------------------------------------------------------------
                               Item                                  FY 2020       FY 2021 Request     Difference
    ----------------------------------------------------------------------------------------------------------------
    FMIS Modernization Project................................        $2,500,000        $2,500,000  ................
    ----------------------------------------------------------------------------------------------------------------

        The FMIS modernization project is an update of the Senate's
    collection of financial applications known as FMIS. This project will
    improve financial system supportability and flexibility; address
    business requirements not met by the existing system; and continue to
    bring the Senate closer to an integrated, auditable, paperless
    financial system.
        In FY 2019, FMIS faced significant hurdles while making every
    effort to maintain the original deadlines and cost estimates of the
    project. Following user advisors' request for a new approach to
    replacing the old system (WebFMIS) in FY 2018, a new direction was
    taken in the user interface development, with impacts on how user data
    connects in each of the multiple applications that make up FMIS.
    However, delays in availability of required technical components of the
    user interface delayed development into early FY 2019. Soon after, a
    change in the Senate's external credit card vendor, and errors in
    transition by that vendor, required significant resources to be drawn
    from the planned development progress. Finally, in the summer of 2019,
    an external error caused the loss of several months of work in one
    business area of the project, with impacts on all others.
        These setbacks caused the project to be significantly behind
    projections for how many collaboratively developed user features would
    be available at the end-of-life of WebFMIS. Nonetheless, because of the
    mounting risks associated with WebFMIS, transition to the new system
    (FMIS NextGen) began in October 2019. While necessary because of the
    end of WebFMIS support and the lifecycle of its hardware and software,
    the transition remains a significant challenge that the Office of the
    Secretary is addressing with stakeholders on a regular basis. To date,
    the Financial Systems Program Office (FSPO) within the Disbursing
    Office has been able to add helpful resources within the limits of the
    funds provided, though additional needs are constantly being evaluated.
        In 2019, the FSPO collaborated with the Office of the Senate
    Sergeant at Arms (SAA) to

      --Oversee development and implementation of planned components of the
            modernized financial system, including:

        --Implementation of General Ledger (GL), Accounts Payable (AP), and
                Accounts Receivable (AR) financial applications to support
                retirement of the final remaining mainframe application,
                Financial Accounting Management Information System (FAMIS),
                as well as the mainframe and its related hardware and
                software in FY 2020; and
        --Completion of the development of baseline features for the
                modernized front-end financial system application.

      --Transition financial activities and users to the modernized
            platforms, including:
        --Completion of the rollout of payroll expenditure and projection
                reports on the modernized application platforms; and
        --Transition of approximately 5,000 active users and more than
                6,700 accounts to modernized applications; processed more
                than 33,000 vouchers and payments in addition to all FY
                2020 purchase-order renewals via the modernized front-end
                applications.

        The FY 2021 request is the final request of a planned six-year
    phased project. The table below outlines the annual funding for
    software and services for this project.

    ----------------------------------------------------------------------------------------------------------------
                                                  2016      2017      2018      2019      2020
                    FY Funding                  (funded)  (funded)  (funded)  (funded)  (funded)    2021      Total
    ----------------------------------------------------------------------------------------------------------------
    Implementation/Acquisition................      2.5M        4M      3.5M        3M      2.5M      2.5M       18M
    ----------------------------------------------------------------------------------------------------------------

        The FMIS Business Case outlines the full scope of the financial
    system modernization project. The table on the following page reflects
    the Business Case, including major phases and timelines for the
    proposed modernization effort, as well as the status of progress
    through FY 2019 and activities planned through FY 2021.

    ----------------------------------------------------------------------------------------------------------------
                                                            Modernization
                  Date                  Business Area        Approach and      Status through FY  Planned through FY
                                                              Rationale              2019                2021
    ----------------------------------------------------------------------------------------------------------------
    FY 2016 through FY 2021 \1\....  Budget............  Replace multiple     --Acquired and      --Complete
                                                          existing budget      implemented         implementation/
                                                          applications and     software and        rollout of budget
                                                          manual processes     hardware to         solution for
                                                          with a commercial    support              --Phase Ib--
                                                          software package     development.        Disbursing and;
                                                          widely used by      --Worked with the     --Phase II--SAA.
                                                          federal agencies     SAA to establish
                                                          to                   hardware and
                                                         --Allow for more      configure an
                                                          efficient and        initial sandbox
                                                          effective budget     environment to
                                                          planning and         support
                                                          budget execution     development.
                                                          tracking;           --Provided
                                                         --Enable what if      training
                                                          budget analyses at   activities for
                                                          the Senate and       staff
                                                          individual office    participating in
                                                          levels; and          budget
                                                         --Facilitate direct   modernization.
                                                          integration of the  --Held planning
                                                          payroll and          discussions with
                                                          financial systems.   and solicited
                                                                               feedback from
                                                                               various
                                                                               stakeholders
                                                                               related to budget/
                                                                               payroll
                                                                               integration and
                                                                               PeopleSoft
                                                                               Enterprise
                                                                               Program
                                                                               Management (EPM)
                                                                               replacement.
                                                                              --Documented
                                                                               requirements for
                                                                               all phases of
                                                                               budget
                                                                               modernization.
                                                                              --Implemented
                                                                               Oracle Hyperion
                                                                               Planning and
                                                                               Public Sector
                                                                               Planning and
                                                                               Budgeting
                                                                               software in the
                                                                               development,
                                                                               testing, and
                                                                               production
                                                                               environments.
                                                                              --Completed the
                                                                               testing and
                                                                               rollout of
                                                                               Hyperion Phase Ia
                                                                               features.
                                                                              --Initiated
                                                                               implementation of
                                                                               Phase II (Offices/
                                                                               Committees),
                                                                               including basic
                                                                               budgeting and the
                                                                               foundation for
                                                                               ``what if''
                                                                               budget analyses.
    ----------------------------------------------------------------------------------------------------------------
    \1\ Disbursing and SAA budget formulation automation activities are underway but will not be completed until FY
      2021, rather than FY 2020. This change does not impact the completion date of the overall modernization.

    ----------------------------------------------------------------------------------------------------------------
                                                            Modernization
                  Date                  Business Area        Approach and      Status through FY  Planned through FY
                                                              Rationale              2019                2021
    ----------------------------------------------------------------------------------------------------------------
    FY 2016 through FY 2021........  Reporting.........  Streamline and       --Gathered          --Transition
                                                          modernize the        reporting           production and
                                                          reporting            requirements from   review of the
                                                          infrastructure to    financial system    Report of the
                                                          prepare for and      stakeholders.       Secretary of the
                                                          minimize impacts    --Developed          Senate to the
                                                          of the financial     initial data        modernized
                                                          system               management and      application
                                                          modernization, and   reporting           platforms.
                                                         --Reduce the volume   strategy.          --Enhance user-
                                                          of reporting data;  --Established        reporting tools
                                                         --Eliminate unused    historical          to support
                                                          and redundant        reporting           analytics and ad
                                                          reports;             repository on       hoc inquiries.
                                                         --Consolidate         distributed        ..................
                                                          numerous,            environment for
                                                          disparate report     development and
                                                          processes;           transition of
                                                         --Ensure the          financial
                                                          consistency and      reports.
                                                          accuracy of         --Completed review
                                                          historic data; and   of critical
                                                         --Provide greater     reporting
                                                          flexibility for      requirements with
                                                          users to customize   stakeholders.
                                                          the data they view  --Augmented
                                                          and receive.         reporting
                                                                               repository with
                                                                               initial budget
                                                                               and procurement
                                                                               data.
                                                                              --Augmented
                                                                               reporting
                                                                               repository with
                                                                               payroll data.
                                                                              --Documented
                                                                               requirements for
                                                                               Report of the
                                                                               Secretary of the
                                                                               Senate.
                                                                              ..................
    FY 2017 through FY 2021........  Accounting........  Replace the          --Developed and     --Complete the
                                                          mainframe-based GL   refined Chart of    implementation of
                                                          system with a        Accounts (COA)      PeopleSoft GL,
                                                          commercial           for modern GL.      Accounts Payable,
                                                          software package,   --Reviewed COA       and Accounts
                                                          which will           with Oracle         Receivable.
                                                         --Allow the Senate    Subject Matter     --Retire legacy
                                                          to retire the        Experts and         mainframe and
                                                          expensive and        system              related hardware.
                                                          increasingly         stakeholders.      --Enable
                                                          difficult-to-       --Documented         additional
                                                          support mainframe    requirements for    delivered
                                                          hardware and         GL.                 integrations
                                                          software;           --Completed the      between
                                                         --Implement a         review of GL        PeopleSoft GL and
                                                          modern GL            requirements with   PeopleSoft Human
                                                          consistent with      stakeholders.       Capital
                                                          all current         --Initiated the      Management (HCM).
                                                          federal financial    implementation of
                                                          standards and        PeopleSoft GL,
                                                          reporting            Accounts Payable,
                                                          requirements; and    and Accounts
                                                         --Enhance the         Receivable.
                                                          Senate's ability
                                                          to maintain the
                                                          core component of
                                                          the financial
                                                          system and the
                                                          source of the
                                                          statutory semi-
                                                          annual Report of
                                                          the Secretary of
                                                          the Senate.
    ----------------------------------------------------------------------------------------------------------------
    FY 2017 through FY 2021........  Data Sharing......  Automate interfaces  --Acquired and      --Continue
                                                          with Senate          implemented         transition of
                                                          systems and          software and        batch master data
                                                          outside agencies,    hardware to         interfaces to
                                                          such as the          support sharing     DRM.
                                                          Department of the    of master data     --Implement
                                                          Treasury             between financial   interface with
                                                          (Treasury), to       applications.       Treasury's
                                                         --Reduce errors in   --Provided           Invoice
                                                          Senate reporting;    training for        Processing
                                                          and                  staff               Platform (IPP).
                                                         --Eliminate the       participating in   --Implement
                                                          manual effort        Data Relationship   interface with
                                                          required to          Management (DRM)    Pay.gov.
                                                          support daily and    implementation.    --Continue
                                                          monthly external    --Implemented        implementation of
                                                          reporting.           Oracle Hyperion     additional
                                                                               DRM software in     interfaces with
                                                                               production          federal websites/
                                                                               environment.        applications to
                                                                              --Transitioned       support
                                                                               budgeting master    procurement to
                                                                               data interfaces     payment
                                                                               to DRM.             functions.
                                                                              --Implemented per
                                                                               diem rate check,
                                                                               leveraging
                                                                               General Services
                                                                               Administration
                                                                               (GSA) per diem
                                                                               rates.
                                                                              --Initiated
                                                                               development of
                                                                               interface with
                                                                               System for Award
                                                                               Management (SAM).
    ----------------------------------------------------------------------------------------------------------------
    FY 2017 through FY 2021........  Procurement to      Replace the highly   --Documented        --Implement
                                      Payment.            customized           initial             additional
                                                          procurement to       procurement and     features to
                                                          payment              expense system      support
                                                          applications with    requirements.       procurement and
                                                          commercial          --Conducted          contracts
                                                          software, where      alternatives        management.
                                                          possible, subject    analysis to        --Continue to
                                                          to a thorough        determine whether   implement user-
                                                          alternatives         additional          prioritized
                                                          analysis. This       procurement to      features and
                                                          will allow the       payment             enhancements to
                                                          Senate to            applications are    automate
                                                         --Continue to meet    required.           procurement to
                                                          unique Senate        (Previously         payment
                                                          business needs       acquired            functions.
                                                          while also           applications were
                                                          addressing a         determined to be
                                                          number of business   capable of
                                                          requirements not     meeting user
                                                          currently met by     requirements.)
                                                          the existing        --Implemented
                                                          applications;        selected
                                                         --Enhance the         procurement to
                                                          Senate's ability     payment
                                                          to administer and    applications.
                                                          support financial   --Implemented
                                                          system               baseline
                                                          applications;        procurement and
                                                         --Enable more rapid   expense system
                                                          deployment of user-  requirements
                                                          requested changes;   through the
                                                          and                  modernized front-
                                                         --Facilitate          end application.
                                                          tighter
                                                          integration of all
                                                          procurement to
                                                          payment
                                                          applications to
                                                          enhance Senate
                                                          financial
                                                          statement
                                                          production.
    ----------------------------------------------------------------------------------------------------------------
    FY 2019 through FY 2021........  Asset Management..  Replace the          --Documented asset  --Initiate
                                                          existing Asset       management system   competitive
                                                          Management           requirements.       procurement(s)
                                                          application with a                       for asset
                                                          commercial                               management
                                                          software module                          applications if
                                                          that will                                needed.
                                                         --Enable direct
                                                          integration with
                                                          the financial
                                                          system; and
                                                         --Eliminate
                                                          redundant
                                                          processes and
                                                          data, increasing
                                                          the efficiency and
                                                          accuracy of the
                                                          Senate's asset
                                                          tracking.
    ----------------------------------------------------------------------------------------------------------------
    FY 2020 through FY 2021 \2\....  Archival Tools....  Implement data       ..................  --Document data
                                                          archival tools to                        archival
                                                         --Reduce the costs                        requirements.
                                                          and potential                           --Initiate
                                                          application                              competitive
                                                          performance issues                       procurement(s)
                                                          associated with                          for archival
                                                          maintaining large                        tools if needed.
                                                          volumes of
                                                          financial data;
                                                          and
                                                         --Ensure that all
                                                          relevant data is
                                                          archived together
                                                          and may be
                                                          restored together
                                                          as needed to
                                                          support Senate
                                                          financial
                                                          operations.
    ----------------------------------------------------------------------------------------------------------------
    \2\ Due to unexpected demands, the project related to this business area was rescheduled to commence in FY 2020.
      This is not expected to impact the scheduled completion of this business area.

        In addition to the six-year modernization project, Disbursing
    continued to oversee the current FMIS program and bridged from the
    current program to the modernized financial system by enhancing
    customer service; engaging customer advisory boards to provide input
    and feedback; and communicating through such channels as the quarterly
    Financial Tips & Tricks newsletter and regular user group meetings.
    Disbursing also worked with the SAA to maintain legacy financial system
    platforms, and continue the Senate's transition to paperless voucher
    processing.
                                  sis program
        The budget includes a request for $5,136,000 in multi-year funds
    (2021/2025) for the SIS program. This is the same amount requested last
    year and what is needed to support the continuation of current services
    offered as part of this program and to keep the three new subscription
    services added last year at the request of the Senate community.
        SIS is a collection of online tools managed by the Senate Library
    to provide all Members and Senate staff with cost-effective access to
    legal, legislative, media and policy research, including real-time news
    tracking and media alert services. Funding enterprise-wide access to
    research and news services continues to provide the greatest return on
    investment for thousands of Senate users, allowing shared access to a
    comprehensive set of high-quality resources and tools in support of
    core business functions at rates unattainable by individual offices and
    committees.
                              legislative services
        The legislative operations of the Office of the Secretary provide
    support essential to Senators in carrying out their daily activities in
    the Senate Chamber, as well as the constitutional responsibilities of
    the Senate. Legislative Services consists of the following departments:
    Bill Clerk, Captioning Services, Daily Digest, Enrolling Clerk,
    Executive Clerk, Journal Clerk, Legislative Clerk, Official Reporters
    of Debates, and Parliamentarian.
        The Office of the Secretary maintains a positive working
    relationship with the Government Publishing Office (GPO), which
    continues to respond in a timely manner to the Office's requests,
    through the legislative staff, for the printing of bills and reports,
    including the expedited printing of priority matters for the Chamber.
        Several Legislative Services offices, along with the Office of Web
    Technology and the Senate Library, provided extensive knowledge,
    feedback, and data to the Library of Congress (LOC) to help facilitate
    the LOC's successful retirement of the Legislative Information System
    (LIS.gov) in November 2019, and to ensure the accuracy and transparency
    of Senate-related materials on Congress.gov. Through constant testing,
    monitoring, and reporting, Secretary staff were instrumental in
    reducing the gap between the two systems. The Office of the Secretary
    remains committed to the internal advanced users of the Senate to
    ensure all legislative information is as correct, timely, and usable as
    possible and recognizes the important role these systems play in the
    legislative process.
                                   bill clerk
        The Office of the Bill Clerk collects and records data on the
    legislative activity of the Senate, which becomes the historical record
    of official Senate business. The Office keeps this information in
    handwritten files and ledgers and also enters it into the Senate's
    automated retrieval system so that it is available to all House and
    Senate offices through Congress.gov and Senate.gov. Current amendment
    information is entered and updated by the Office and is available to
    Senate offices on the Amendment Tracking System. The Bill Clerk records
    actions of the Senate with regard to bills, resolutions, reports,
    amendments, cosponsors, public law numbers, and recorded votes.
        The Bill Clerk is responsible for preparing for print all measures
    introduced, received, submitted, and reported in the Senate. The Bill
    Clerk also assigns numbers to all Senate bills and resolutions. All
    information received in the Office comes directly from the Senate floor
    in written form within moments of the action involved, making the
    Office generally regarded as the most timely and accurate source of
    legislative information.
        Some of the work completed during the 116th Congress, 1st Session
    included the processing of 31 Senate concurrent resolutions, 62 Senate
    joint resolutions, 189 Senate reports, 338 measures reported, 462
    Senate resolutions, 1,275 Senate amendments, and 3,148 Senate bills.
    This is the highest number of Senate bills introduced in a session of
    Congress since 1969.
                              captioning services
        The Office of Captioning Services provides real-time closed
    captioning of Senate floor proceedings to individuals who are deaf or
    hard of hearing and unofficial electronic transcripts of Senate floor
    proceedings to Senate offices on Webster.
        Captioning Services strives to provide the highest-quality closed
    captions and is staffed by some of the most seasoned and respected
    captioners in the industry. The overall average accuracy rate for the
    Office has continuously been above 99 percent, a level of achievement
    sustained for more than two decades. Overall caption quality is
    monitored through daily translation data reports, monitoring of
    captions in real time, and review of caption files on Webster. In an
    effort to decrease paper consumption and printing costs, accuracy
    reviews and reports are completed for the most part in electronic form.
        The real-time searchable Closed Caption Log database and VideoVault
    browser, available to Senate offices on Webster, continue to be
    invaluable tools for the entire Senate community. Legislative floor
    staff, Cloakroom staff, the Senate Recording Studio, and Member offices
    in particular continue to depend on the availability, reliability, and
    content of these resources in the performance of their everyday duties.
                                  daily digest
        The Office of the Daily Digest is responsible for the publication
    of a concise, brief, and easy-to-read accounting of all official
    actions taken by the Senate in the Congressional Record (Record)
    section known as the Daily Digest. The Office compiles an accounting of
    all meetings of Senate committees, subcommittees, joint committees, and
    committees of conference.
        The Office enters all Senate and joint committee scheduling data
    into the Senate's web-based scheduling application system. Committee
    scheduling information is also prepared for publication in the Daily
    Digest in three formats: Day-Ahead Schedule; Congressional Program for
    the Week Ahead; and the extended schedule that appears in the
    Extensions of Remarks section of the Record. The Office also enters all
    official actions taken by Senate committees on legislation,
    nominations, and treaties into the Legislative Information System
    Document Management System (LIS/DMS).
        The Office publishes a listing of all legislation that has become
    public law, as well as a ``Resume of Congressional Activity,'' which
    contains all congressional statistical information, including days and
    time in session; measures introduced, reported, and passed; and roll
    call votes. The Resume is published on the first legislative day of
    each month in the Daily Digest. The Office also assists the House Daily
    Digest Editor in the preparation of a history of public bills enacted
    into law and the final Resume at the end of each session of Congress.
        All hearings and business meetings (including joint meetings and
    conferences) are scheduled through the Office and are published in the
    Record and on the Digest's page on Senate.gov. Meeting outcomes are
    also published by the Daily Digest in the Record each day and
    continuously updated on the website. The Office of the Daily Digest, in
    coordination with the Office of Web Technology, provided additional
    data elements to enable the LOC to successfully meet its deadline for
    the establishment of a combined committee schedule on Congress.gov.
        The Office publishes a ``20-Year Comparison of Senate Legislative
    Activity'' that can be found at: https://www.senate.gov/reference/
    resources/pdf/yearlycomparison.
    pdf.
                                enrolling clerk
        The Office of the Enrolling Clerk prepares, proofreads, corrects,
    inputs amendments to, and prints all legislation passed by the Senate
    before it is transmitted to the House of Representatives, the National
    Archives, and the White House, as well as other communications as
    directed by the Senate. Electronic files of all measures engrossed and
    enrolled in the Senate are transmitted daily by the Enrolling Clerk to
    GPO for overnight printing, distribution, and online publication. The
    Office also keeps the original official copies of bills, resolutions,
    and appointments from the Senate floor through the end of each
    Congress.
        During the 116th Congress, 1st Session the Office prepared 362
    Senate engrossments, including 5 Senate joint resolutions, 12 Senate
    concurrent resolutions, 30 Senate appointments, 106 Senate bills, and
    268 Senate resolutions. Additionally, the Office prepared 12 House
    engrossments, including 3 House joint resolutions and 9 House bills.
    The engrossing of House measures includes preparation of various
    amendments, messages, and letters of transmittal.
        The Office also processed 40 Senate enrollments, including 5 Senate
    joint resolutions that were transmitted to the White House, 5 Senate
    concurrent resolutions that were transmitted to the National Archives,
    and 30 Senate bills. The Senate joint resolutions were returned to the
    Senate due to vetoes.
                                executive clerk
        The Office of the Executive Clerk is responsible for the Journal of
    the Executive Proceedings of the Senate (Executive Journal), a record
    of the Senate's actions during executive sessions.
        The Executive Clerk receives, assigns numbers to, and processes the
    nominations, treaties, executive communications, petitions or
    memorials, and presidential messages sent to the Senate. As part of
    this processing, the Executive Clerk enters each of these into LIS/DMS,
    sends them to the committee of jurisdiction, and places them in the
    Record. In addition to recording the Senate's actions during executive
    sessions in the Executive Journal, the Executive Clerk also records
    these actions in LIS/DMS and the Record.
        The Office prepares the Executive Calendar daily when there are
    nominations, treaties, or resolutions related to treaties before the
    Senate. The Executive Clerk also prepares all nomination and treaty
    resolutions for transmittal to the President of the United States.
        During the 116th Congress, 1st Session there were 1,309 nomination
    messages sent to the Senate by the President, transmitting 20,749
    nominations to positions requiring Senate confirmation and 22 messages
    withdrawing nominations. The Senate gave its advice and consent to 5
    treaties. The Senate also conducted 328 roll call votes in executive
    session, all on or in relation to nominations and treaties. In
    addition, 40 presidential messages, 171 petitions or memorials, and
    3,587 executive communications were received and processed.
                                 journal clerk
        The Office of the Journal Clerk takes note of the daily legislative
    proceedings of the Senate in a minute book and prepares a history of
    bills and resolutions for the printed Journal of the Proceedings of the
    Senate (Senate Journal) as required by Article I, section 5 of the
    Constitution. The content of the Senate Journal is governed by Senate
    Rule IV, and is approved by the Senate on a daily basis.
        The Senate Journal staff take 90-minute turns at the rostrum in the
    Senate Chamber when the Senate is in session, noting the following by
    hand for inclusion in the minute book: all orders (entered into by the
    Senate through unanimous consent agreements); legislative messages
    received from the President of the United States; messages from the
    House of Representatives; legislative actions as taken by the Senate
    (including motions made by Senators, points of order raised, division
    votes taken, and roll call votes taken); amendments submitted and
    proposed for consideration; bills and joint resolutions introduced; and
    concurrent and Senate resolutions as submitted. These notes of the
    proceedings are then compiled in electronic form using the LIS Senate
    Journal Authoring System for the annual publication of the Senate
    Journal. The Senate Journal is published for each calendar year, and in
    2019, the Office completed the production of the 895-page 2017 volume.
    The 2018 volume of the Journal is in the process of being published,
    and the 2019 volume will be completed later this year.
                               legislative clerk
        The Legislative Clerk sits at the rostrum in the Senate Chamber and
    reads aloud bills, amendments, the Senate Journal, presidential
    messages, and other such materials when so directed by the Presiding
    Officer of the Senate. The Legislative Clerk calls the roll of Members
    to establish the presence of a quorum and to record and tally all
    ``yea'' and ``nay'' votes. The Office of the Legislative Clerk prepares
    the Senate Calendar of Business, published each day that the Senate is
    in session, and prepares additional publications relating to Senate
    class membership and committee and subcommittee assignments. The Office
    maintains the official copy of all measures pending before the Senate
    and must incorporate into that copy all agreed-upon amendments to the
    measures. It retains custody of official messages received from the
    House of Representatives and conference reports awaiting action by the
    Senate and is also responsible for verifying the accuracy of
    information entered into LIS/DMS by the various offices of the
    Secretary.
        A small sample of the work completed during the 116th Congress, 1st
    Session included the processing of 338 measures reported by committees,
    428 roll call votes, and 1,275 submitted amendments, as well as the
    incorporation of 108 floor amendments into measures considered by the
    Senate.
        The Office works closely with GPO, particularly the night
    production crew. For this past session of Congress the Office published
    188 separate issues of the Calendar of Business, the Official Senate
    Class Card, and the Senate Committee and Subcommittee Booklet. All of
    these publications are also available online, which has reduced the
    need for printed copies and made the materials more accessible.
                         official reporters of debates
        The Office of the Official Reporters of Debates is responsible for
    the stenographic reporting, transcribing, and editing of the Senate
    floor proceedings for daily publication in the Record. The Chief
    Reporter acts as the editor-in-chief and oversees the production of the
    Record to ensure its accuracy and consistency with Senate parliamentary
    rules and procedures. The Chief Reporter also develops a schedule that
    allows each reporter to cover the floor in 15-minute rotating shifts
    throughout the day to record all debate. The Deputy Director functions
    as the technical production manager, assisting the Chief Reporter in
    assembling the Record and directly interacting with Senators' staff in
    the editing of the Record. The Morning Business Coordinator is
    responsible for assembling the legislative and executive material in a
    portion of the Morning Business section of the Record and sits in the
    Chamber, recording daily floor activity of the Senate for the Official
    Reporters of Debates.
        When the Senate is in session, the electronic and paper transcripts
    of the Senate floor proceedings are delivered to GPO starting in the
    early evening, and the last delivery occurs approximately three hours
    after the Senate adjourns or recesses for the day. The Record is
    published in paperback form and online and is available to the public
    on the next business day.
                                parliamentarian
        The Office of the Parliamentarian performs its essential
    institutional responsibilities to act as a neutral arbiter among all
    parties with an interest in the legislative process. These
    responsibilities include advising the Presiding Officer of the Senate
    and Senators, Senators' staff and committee staff, House Members and
    their staff, administration officials, the media, and members of the
    general public on all matters requiring an interpretation of the
    Standing Rules of the Senate, the precedents of the Senate, and
    unanimous consent agreements, as well as provisions of public law and
    the Constitution that affect the proceedings of the Senate.
        The Parliamentarians work in close cooperation with Senate
    leadership and their floor staff to coordinate all of the business on
    the Senate floor. A Parliamentarian is always present on the Senate
    floor when the Senate is in session, ready to assist the Presiding
    Officer in his or her official duties, as well as to assist any other
    Senator on procedural matters. The Parliamentarians work closely with
    the President pro tempore and the Vice President of the United States
    and their staff when either performs duties as President of the Senate.
        The Parliamentarians monitor all proceedings on the floor of the
    Senate, advise the Presiding Officer on the competing rights of the
    Senators on the floor, and advise all Senators as to what is
    appropriate in debate. The Parliamentarians keep time on the Senate
    floor when time is limited or controlled under the provisions of time
    agreements, statutes, or standing orders. They keep track of amendments
    offered to the legislation pending on the Senate floor, assess them for
    germaneness and other possible points of order, and review countless
    other amendments that are never offered in the same regard.
        The Office of the Parliamentarian is responsible for the referral
    to the appropriate committees of all legislation introduced in the
    Senate and all legislation received from the House, as well as all
    communications received from the Executive Branch, memorials from state
    and local governments, and petitions from private citizens. In order to
    fulfill this responsibility, the Parliamentarians do substantial legal
    and legislative research. The Office works extensively with Senators
    and their staff to advise them of the jurisdictional consequences of
    drafts of legislation and to evaluate the jurisdictional effects of
    proposed modifications in drafting.
        The year 2019 began with the swearing in of new and returning
    Senators. The Parliamentarians were instrumental in reviewing election
    and appointment certificates of Senators and participated in
    orientation of new Senators. It closed with an intense period of
    preparation for potential proceedings on the impeachment of the
    President of the United States. Preparations included researching the
    history of impeachment and prior trials, drafting memos, countless
    meetings and conference calls, and walk-throughs of the process for a
    variety of Senate Officers and offices in order to provide support and
    guidance to all parties expected to participate in an impeachment
    trial. The Parliamentarian's office also worked closely with staff from
    the Supreme Court to assist the Chief Justice of the United States in
    fulfilling his constitutional role as Presiding Officer.
        Other significant tasks of 2019 included continued work on the
    Electronic Senate Precedents system and several unique procedural
    circumstances with respect to the War Powers Act, the National
    Emergencies Act, the Arms Export Control Act, the Countering America's
    Adversaries Through Sanctions Act (CAATSA), the United States-Mexico-
    Canada Agreement (USMCA), the Congressional Review Act, and various
    international treaties. In addition, the Parliamentarians worked with
    various offices on continued attempts to reform the budget process.
    Finally, a significant new precedent was set with respect to the
    debatability of nominations post-cloture when the Presiding Officer was
    overturned on appeal by the Senate in April 2019.

                              FINANCIAL OPERATIONS

                               disbursing office
        The mission of the Senate Disbursing Office is to provide efficient
    and effective financial, payroll, and employee benefits information and
    advice to the offices, Members, and staff of the Senate. Disbursing
    manages the collection of information from all the accounting locations
    within the Senate to formulate and consolidate the agency level budget,
    disburse the payroll, pay the Senate's bills, and provide appropriate
    counseling and advice. The Office collects information from Members and
    staff that is necessary to maintain and administer the retirement,
    health insurance, life insurance, and other central human resource
    programs, and provides responsive, individual attention to Members and
    staff on an unbiased and confidential basis.
        In addition to the current FMIS program and the project to
    modernize the financial system, Disbursing continued work on several
    activities that required a significant level of effort and staff
    resources. Among them were the completion of the new Congress turnover
    and assistance to outgoing and incoming Members and staff; the rollout
    to the full Senate community of the online address update (phase three)
    of the Employee Self-Service (ESS) in PeopleSoft; the validation,
    review, and publication of the Report of the Secretary of the Senate
    for the six-month periods ending in March and September of 2019; and
    preparations for major changes to the 2020 Form W-4.
        Disbursing also continued working with offices to transition users
    to FMIS NextGen. Since the transition in October 2019, the number of
    offices using paperless voucher processing has increased from 55
    percent to 100 percent.
        In addition, Disbursing implemented the Senate's 2020 operating
    budget, including a change to the Senate maximum salary. The Office
    also prepared and distributed budget justification worksheets to the
    various offices to gather the information needed for the FY 2021 budget
    request to present to the Committee on Appropriations and submit to the
    Office of Management and Budget. Disbursing also mailed more than
    10,000 letters to Senate vendors in preparation for integration with
    the Department of the Treasury's government-wide System for Award
    Management (SAM). Finally, the Office played a significant role in
    providing feedback on legislation affecting Senate budgets and
    salaries.

                    ADMINISTRATIVE AND EXECUTIVE OPERATIONS

                      senate chief counsel for employment
        The Office of the Senate Chief Counsel for Employment (SCCE) is a
    nonpartisan office established at the direction of the joint leadership
    in 1993 after enactment of the Government Employee Rights Act, which
    allowed Senate staff to file claims of employment discrimination
    against Senate offices. With the enactment of the Congressional
    Accountability Act of 1995 (CAA), Senate offices became subject to the
    requirements, responsibilities, and obligations of 12 employment laws,
    and subject to suit in federal district court for alleged violations of
    such laws. In accordance with the CAA, Congress has applied
    subsequently enacted employment laws to Senate offices, such as the
    Genetic Information Non-Discrimination Act. Senate offices are also
    subject to certain non-CAA federal laws that create compliance
    obligations regarding Senate employment.
        The SCCE is charged with the legal defense of Senate offices in all
    employment law cases at both the administrative and court levels, from
    case inception through final appeal. In addition to litigating cases,
    the SCCE's attorneys provide legal advice to Senate offices about their
    obligations under employment laws. Each Senate office client is an
    individual client of the SCCE; accordingly, each such office maintains
    an attorney-client relationship with the SCCE. The SCCE also conducts a
    robust training program on a wide variety of employment law topics,
    including seminars to educate Senate managers, staff, and interns about
    how to identify, prevent, and address unlawful harassment in the
    workplace. Anti-harassment training was mandated in the Senate by S.
    Res. 330 (115th Congress); the SCCE has been proactively providing such
    training to the Senate community and will continue to do so.
        The SCCE's areas of responsibility can be divided into the
    following broad categories: litigation (defending Senate offices in
    courts and at administrative hearings); mediations to resolve potential
    lawsuits, as well as court-ordered alternative dispute resolution
    processes; Occupational Safety and Health Act (OSHA) compliance;
    Americans with Disabilities Act (ADA) compliance; layoffs and office
    closings in compliance with the law; management training regarding
    legal responsibilities and employee rights; anti-harassment training
    for Senate Members, Officers, managers, and staff covering prohibited
    forms of harassment, including sexual harassment and retaliation; union
    drives, negotiations, and unfair labor practice charges; and preventive
    legal advice concerning applicable employment laws and regulations.
                         conservation and preservation
        The Office of Conservation and Preservation supports the
    preservation of official records and the bookbinding needs of Senate
    leadership, committees, and offices.
        In 2019, the work of the Office included bookbinding, framing, and
    the fabrication of materials for presentation, storage, and display.
    Bookbinding included re-casing of older books, congressional hearings,
    and Congressional Record volumes with new covers and end sheets;
    repairing bound volumes of Senate Library collection materials; and
    preparing new volumes for binding from materials printed in-house at
    the request of Senate offices. The Office designed and fabricated
    custom boxes, enclosures, and slipcases for preservation and storage of
    materials, prepared objects and signage for display in Senate exhibits,
    and stamped and matted copies of the official photograph of the 116th
    Congress.
                                    curator
        The Office of Senate Curator, on behalf of the Senate Commission on
    Art (Commission), develops and implements the museum and preservation
    programs for the Senate. The Curator collects, preserves, and
    interprets the Senate's fine and decorative arts, historical objects,
    and specific architectural features and exercises supervisory
    responsibility for the historic chambers in the Senate wing of the
    Capitol under the jurisdiction of the Commission. Through exhibitions,
    publications, and other programs, the Curator educates the public about
    the Senate and its collections.
        In keeping with scheduled procedures, all Senate Collection objects
    were inventoried in 2019, and any changes in location were recorded in
    the Curator's database. As directed by S. Res. 178 (108th Congress),
    the Office submitted a list of works of art and historic objects in the
    Senate to the Committee on Rules and Administration. The list, known as
    the Art and Historic Furnishings Inventory, documents the history of
    the acquisition, use, and manufacturer for each object. Items on the
    inventory are prohibited from removal or purchase. The inventory, which
    is submitted every six months, is compiled by the Office with
    assistance from the SAA and the Architect of the Capitol's
    Superintendent of Senate Office Buildings.
        The Office continued to advance the preservation and documentation
    of the historic Russell Senate Office Building furnishings by
    conducting a yearly inspection of the use and location of the 65 flat-
    top partner desks that remain in the Senate, and through educational
    initiatives aimed at informing Senate staff about the history of the
    furnishings.
        Providing for the conservation needs of the Senate's historical
    collections is an ongoing priority for the Office. In 2019, the
    internal mechanisms of the Ohio Clock were conserved offsite to ensure
    the continued function and long-term preservation of one of the
    Senate's best-known symbols. In addition, the oil-on-canvas portraits
    of Blanche Kelso Bruce and Margaret Chase Smith were treated for minor
    repairs, and five sketches by Constantino Brumidi and their associated
    frames were also cleaned and treated.
        One hundred and four objects were accessioned into the Senate
    Collection last year. The most significant additions were the donations
    of the portraits of Senator Harry Reid and Senator Ted Stevens into the
    Senate Leadership Portrait Collection. The portraits are the first
    additions to the leadership series since 2011.
        The Office actively collects contemporary artifacts, including
    gallery passes, tickets, and programs from ceremonial proceedings in an
    effort to preserve and document the present for future generations. To
    that end, ephemera was added to the Senate Collection from a variety of
    historic events in 2019, among them the unveiling ceremony for the
    portrait of Senator Ted Stevens and the Joint Meeting to Hear Jens
    Stoltenberg, Secretary General of the North Atlantic Treaty
    Organization.
                                   gift shop
        The Gift Shop serves Senators and their spouses, staff, and
    constituents, as well as the many visitors to the Capitol complex. The
    products available include a wide range of fine gift items,
    collectibles, and souvenirs, many created exclusively for the Senate.
        In addition to over-the-counter and walk-in sales, the Gift Shop
    offers an online order form through Webster, and the administrative
    office provides mail order service and special orders. The Gift Shop's
    second location, the Capitol kiosk, was temporarily closed in 2013 to
    accommodate restoration of the Brumidi Corridors. The Gift Shop is
    continuing to work with the SAA, in consultation with the Rules
    Committee, to design a new seasonal and mobile Capitol kiosk.
        Working with the Secretary of the Senate's Office of Information
    Systems, the Senate Gift Shop installed a new point-of-sale (POS)
    inventory system in October 2019. The new system allows for faster
    customer service, increased reporting capability, and more efficient
    and timely ordering of merchandise; in addition, the new system
    provides greater overall security.
        The Official 2019 Congressional Holiday Ornament evokes an old-
    fashioned snow globe featuring the Capitol dome, the east front
    extension, and the Capitol Christmas tree. More than 27,000 units of
    the ornament were sold, of which more than 8,000 were personalized by
    Gift Shop staff. Consistent with statute and past practice, a transfer
    of $40,000 to the Senate Employees' Child Care Center was made based on
    the annual sales of the Congressional Holiday Ornament. (See 2 U.S.C.
    Sec. 6576(c)(3).) Also introduced this year was a series of ties from
    Vineyard Vines featuring the Capitol and other design motifs.
                               historical office
        In 2019, the staff of the Senate Historical Office continued to
    serve the Senate and the broader community through a variety of
    activities.
        Senate historians and archivists worked closely with the Senate
    Webmaster to update, revise, and reorganize Senate.gov. They
    collaborated with the staff of the Center for Legislative Archives to
    enhance archiving capabilities and storage capacity. Senate historians
    provided expertise to the Capitol Visitor Center (CVC) staff to improve
    the quality of Capitol tours and ensure innovation and accuracy in the
    development of new exhibits.
        The Historical Office also provided many specially requested talks
    and tours to Senate offices; answered more than 2,000 history-related
    questions by e-mail, phone, and personal contact from staff, the
    public, and press; and drew large audiences for historical and archival
    presentations. Such presentations included, but were not limited to,
    ``Building a Bipartisan Strategy for Success: Senate Leadership and the
    Civil Rights Act of 1964'' and ``History of Party Whips'' in March;
    ``The Senate and Women's Fight for the Vote'' in June; and ``We the
    Undersigned: Suffragists Petition the Senate'' in September. Senate
    historians also continued to provide regular talks to Senate audiences,
    as well as weekly ``historical minutes'' at Conference luncheons. The
    Senate Historian is currently working on a collection of such minutes
    for inclusion in a book entitled Senate Stories.
        Since 1976 Senate historians have conducted hundreds of oral
    history interviews with Senators, Officers, and staff. In 2019, the
    historians again focused their attention on a special oral history
    project, ``Women of the Senate.'' In anticipation of the centennial
    commemoration of Senate passage of the woman suffrage amendment in
    1919, ratification of the Nineteenth Amendment in 1920, and the service
    of the Senate's first female Member, Rebecca Felton, in 1922, the
    historians continued to conduct interviews with former female Senators
    and staff. With phase one of the project completed, the historians
    began developing a special online feature that will debut on Senate.gov
    in the summer of 2020, to celebrate the Ratification of the Nineteenth
    Amendment.
        In 2019, Senate archivists focused on acquiring all non-current
    Senate records with great success. As a result, the Senate transferred
    365 accessions from committees, subcommittees, conferences, and offices
    of the Secretary and the SAA through the Historical Office to the
    Center for Legislative Archives. Senate archivists processed 109
    separate loans totaling 421 boxes, or more than 536,250 pages, in 2019.
        Historical Office staff collaborated with the Office of Web
    Technology and the Information Systems Office to research, test, and
    implement a Digital Assets Management program in order to better
    preserve, organize, catalog, and make available the Historical Office's
    extensive collection of digital assets, including photographic images,
    illustrations, documents, and oral history audio and video files.
        In collaboration with the Office of the Clerk of the House of
    Representatives, the Secretary's Executive Office and the Historical
    Office have continued to monitor the lease, renovation, and preparation
    of much-needed congressional archival storage space at GPO Building A,
    allowing for expansion of storage space for the Center for Legislative
    Archives. The Building A project has been completed and the Center for
    Legislative Archives began transferring archival records to the new
    storage space in February 2020. Phase two of the project is entering
    the design stage and will continue in 2020.
        Throughout the past year, Senate historians and archivists have
    continued to represent the Senate community at scholarly conferences
    and seminars, teacher training programs, and in other educational
    settings in order to fulfill the Historical Office's founding mission
    of preserving and promoting the history of the Senate.
                                human resources
        The Office of Human Resources was established in June of 1995 by
    the Secretary of the Senate as a result of the CAA. The Office focuses
    on developing and implementing human resources policies, procedures,
    and programs for the Office of the Secretary. These responsibilities
    include recruiting and staffing; providing guidance and advice to
    managers and staff; training; performance management and evaluation;
    job analysis and classification; compensation planning, design, and
    administration; leave and time administration; records management;
    maintaining and updating the Secretary's employee handbook; employee
    relations; and organizational planning and development.
        Human Resources staff coordinate the Secretary's management
    training program and in 2020 will be introducing a continuing education
    management training program for those who have graduated from the
    management training program. Human Resources staff train all incoming
    staff on the Secretary's customer service program, R.A.T.E. This
    program emphasizes four core principles that guide Secretary staff:
    being responsive, going above and beyond, being trusted, and being
    engaging and friendly.
        The Office also administers the following for Secretary staff: the
    public transportation subsidy program, student loan program, Family
    Medical Leave Act (FMLA) program, veterans' preference program, parking
    allocations, and the Secretary's intern programs. The intern programs
    include a summer internship that offers college students the
    opportunity to gain valuable skills and experience in a variety of
    Senate support offices; the Congressional Internship Program for
    Individuals with Intellectual Disabilities; Operation Warfighter for
    wounded and ill service members; and the Upward Bound Internship
    Program for low-income high school students.
                              information systems
        The Office of Information Systems provides technical hardware and
    software support for the Office of the Secretary. Information Systems
    staff also interface closely with the application and network
    development groups within the SAA, GPO, and outside vendors on
    technical issues and joint projects. The Office provides computer-
    related support for all local area network (LAN) servers within the
    Office of the Secretary, as well as direct application support for all
    software installed on workstations; it also initiates and guides new
    technologies and implements next generation hardware and software
    solutions.
        The primary mission of the Office is to continue to provide the
    highest level of customer satisfaction and computer support for the
    Office of the Secretary. Emphasis is placed on creating and
    transferring legislative records to outside departments and agencies,
    supporting Disbursing's financial responsibilities to Member offices,
    and complying with Secretary Office-mandated and statutory obligations.
                          interparliamentary services
        The Office of Interparliamentary Services (IPS) is responsible for
    administrative, financial, and protocol functions for special
    delegations authorized by the Majority and/or Minority Leaders for all
    interparliamentary conferences in which the Senate participates by
    statute, and for interparliamentary conferences in which the Senate
    participates on an ad hoc basis. The Office also organizes leadership-
    authorized staff foreign travel and provides appropriate assistance as
    requested by other Senate delegations.
        The statutory interparliamentary conferences are the Mexico-United
    States Interparliamentary Group; the Canada-United States
    Interparliamentary Group; the British-American Interparliamentary
    Group; and the United States-China Interparliamentary Group.
        On behalf of the Senate Majority and Minority Leaders, the Office
    arranges official receptions for heads of state, heads of government,
    heads of parliaments, and parliamentary delegations. Required records
    of expenditures on behalf of foreign dignitaries under the authority of
    P.L. 100-71 are maintained by IPS. In 2019, two such visits occurred
    with Senators.
        IPS receives and prepares for printing the quarterly consolidated
    financial reports for foreign travel from all committees in the Senate.
    In addition to preparing the quarterly reports for the Majority and
    Minority Leaders, IPS also assists staff members of Senators and
    committees in filling out the required reports.
            legislative information system (lis) project office \2\
        LIS is a mandated system (2 U.S.C. Sec. 6577) that provides desktop
    access to the content and status of legislative information and
    supporting documents. In addition, pursuant to 2 U.S.C. Sec. 181, a
    program was established to provide for the widest possible exchange of
    information among Legislative Branch agencies. The long-range goal of
    the LIS Project Office is to provide a ``comprehensive Senate
    Legislative Information System'' to capture, store, manage, and
    distribute Senate documents. The Office remains focused on Senate-wide
    implementation and transition to a standard system for the authoring
    and exchange of legislative documents such as bills, resolutions,
    amendments, and reports that enhances the availability and re-use of
    legislative documents within the Senate and with other Legislative
    Branch agencies. In support of this goal, the Office maintains and
    extends a standard system for authoring bills, amendments, resolutions,
    committee reports, conference reports, and signature sheets. The
    Legislative Editing in XML Application (LEXA) is used to draft
    virtually all legislative measures in the Senate using a format
    compatible with systems used throughout the Legislative Branch.
        Extensible Markup Language (XML) has been accepted as the primary
    data standard to be used for the exchange of legislative documents and
    information. Following the implementation of LIS, the Office shifted
    its focus to the data standards program and established the LIS
    Augmentation Project (LISAP). The overarching goal of LISAP is to
    provide a Senate-wide implementation and transition to XML for the
    authoring and exchange of legislative documents.
        The Office provides support to Senate Legislative Counsel; the
    Committee on Appropriations; the Committee on Commerce, Science, and
    Transportation; and the Enrolling Clerk in their use of LEXA for
    drafting, engrossing, and enrolling. All Senate measures (bills,
    resolutions, and amendments) are authored in LEXA and produced in XML.
    GPO also uses LEXA to prepare measures for printing. Several new
    features and fixes were added in LEXA releases in 2019 to improve the
    drafting process. Office staff trained new drafters in the use of LEXA.
    The LIS Project Office successfully managed the migration to the
    Windows 10 version of LEXA for all users. Additionally, the Office
    began a long-term project to modernize the underlying technologies used
    in LEXA. This modernization initiative is required to enhance the
    overall performance of LEXA for our customers.
        The LIS Project Office is conducting several group projects with
    GPO and the Legislative Computer Systems (LCS) in the Office of the
    Clerk of the House of Representatives, which include participants from
    the Office of the Law Revision Counsel (OLRC), the Senate Office of the
    Legislative Counsel, and the House Office of the Legislative Counsel.
    These projects include a multi-phase project for the OLRC that will
    result in applications to convert, edit, and maintain the U.S. Code in
    an XML format. The first phase of this project to convert the existing
    U.S. Code to XML is complete. As a result of this project a new data
    standard was developed, which the OLRC named United States Legislative
    Markup (USLM). In another project, the Legislative Counsel's offices in
    the House and Senate are collaborating on maintaining and using the
    compilations of existing law in an XML format. Finally, the LIS Project
    Office and LCS continue to monitor and participate in GPO's multi-year
    project to replace Microcomp with a new composition system that can
    directly ingest XML data without having to convert it to another format
    before printing.
        Based on the successful implementation of the USLM standard by the
    OLRC and GPO, the Office is working to upgrade LEXA to use USLM as a
    ``next generation'' standard for legislative documents. A project is
    underway to enhance LEXA to open, edit, and save documents in USLM.
    This project is dependent on the progress made in the overall
    development of the USLM standard.
        The Office will continue to support all Senate offices using LEXA
    for legislative drafting and will work with the House, GPO, and LOC on
    projects and issues that impact the legislative process and data
    standards for exchange.
                                    library
        The Senate Library provides legislative, legal, business, and
    general information services to Senators and staff. The Library's
    collection encompasses legislative documents that date from the
    Continental Congress in 1774; current and historic Executive and
    Judicial Branch materials; an extensive book collection on American
    politics, history, and biography; a popular collection of audiobooks;
    and a wide array of online resources. The Library also authors content
    for four websites: Congress.gov, Senate.gov, Webster, and its own site,
    Library.senate.gov.
        The reference librarians work with Senate staff on a wide range of
    research topics, including legislative histories, legal citations,
    public records, and news article searches. These experienced
    information professionals draw on in-depth knowledge of Senate
    institutional procedures and practices when answering reference
    questions. In 2019, there were 10,727 walk-in, e-mail, and phone
    requests. Librarians assisted all 100 Senators' offices, as well as
    standing and joint committees, by answering questions, conducting staff
    training, lending Library materials, and providing research support.
        Senate staff continue to demonstrate an increasing preference for
    web-accessible resources. The Library's Databases & Research web page
    saw 23,453 visits in 2019, a 41 percent increase over the previous
    year. The Virtual Reference Desk (VRD) on Senate.gov received more than
    2 million visits to the content pages from public users in 2019,
    including 891,995 visits to the revised glossary term pages currently
    under review. The ongoing reorganization of content on Senate.gov has
    both consolidated and improved the visibility of the Library's content
    on the site.
        A redesigned Webster interface that included a completely rebuilt
    services directory was launched on July 15, 2019. Prior to launch, all
    existing information on organizations and services was verified and web
    page links were updated. The Library continues to update directory
    content and answer inquiries sent in via a new feedback widget on
    Webster. Librarians participated in usability studies and as members of
    the Webster Design Working Group and reviewed the site's menus and
    quick links. A new legislative resources page, linked from the site's
    News & Research menu, was developed jointly with the Office of Web
    Technology.
        With the relaunch of Webster, the Library's own website moved from
    the Webster platform to retain its architecture and current content
    management system, assuming a new domain name, Library.senate.gov.
    Following the move, the website group worked to ensure that Library web
    pages were given appropriate visibility in Webster search results and
    that page titles were descriptive of content. This effort resulted in
    an increase in visits to the Library site as a whole and increased
    visibility for the Senate-wide research resources hosted on the
    Databases & Research page as noted above. An accessibility audit of the
    website was undertaken with some modifications made to ensure that
    visually impaired patrons would be able to view content and request
    accounts without difficulty. The team also updated content to provide
    better information for staff who need remote offsite access to
    enterprise-wide online resources.
        The Library plans to host a virtual outreach event to highlight new
    eBook and audiobook offerings from OverDrive. Preparations are complete
    for launch of the service pending a final review of web-based guidance
    for users about new eBook and audiobook offerings available from the
    new web-based catalog interface and mobile app.
        Browsing collections featured in the Reference Room again included
    ``Great Reads,'' ``Popular Titles,'' ``New Books,'' and the ``Reference
    Display.'' Materials in these collections circulated 1,441 times during
    2019 and account for 53 percent of all items borrowed. A collection
    shift improved the visibility and use of an expanded number of books
    featured as ``Popular Titles.'' This browsing collection grew from 290
    to 457 books, highlighting titles that are of current interest and
    showcasing the Library's multidisciplinary collection. A total of 694
    volumes were loaned from this collection in 2019, a 39 percent increase
    over the previous year. These librarian-curated collections are a key
    part of successful outreach efforts. Selected titles are regularly
    featured in displays, highlighted on tours and in trainings for new
    staff, and featured on the Library website and in its biweekly
    newsletter e-mailed to patrons.
                                  page school
        The Senate Page School serves all appointed Senate pages with a
    sound program, both academically and experientially, during their stay
    in the nation's capital. Senate pages are all juniors or rising juniors
    in high school, and the School ensures the appropriate continuation of
    their studies integrated into the schedule of the page program in the
    Senate. The School focuses on providing a smooth transition from and to
    the pages' home schools.
        In 2018, the Middle States Commission on Secondary Schools awarded
    accreditation renewal that continues until May 1, 2025. Faculty and
    staff's work to implement the action research plan approved by the
    Commission and required for reaccreditation is ongoing. The Page School
    is numbered among schools throughout the world that meet the
    internationally recognized standards of quality.
        In 2019, all courses at the Page School were designated as honors-
    level courses. This designation most accurately reflects the academic
    caliber of the courses and corresponds with the typical course level at
    pages' home schools.
        Faculty and staff provided extended educational experiences to
    pages, including 20 field trips and 4 guest speakers, and opportunities
    to study world languages. A panel of former pages also provided
    information and answered current pages' questions. Summer pages made
    four field trips to educational sites. The community service project
    established by pages and staff continues. Pages collected, assembled,
    and shipped items for gift packages to military personnel serving in
    various locations and included letters of support to the troops.
                         printing and document services
        The Office of Printing and Document Services (OPDS) serves as
    liaison to GPO for the Senate's official printing, ensuring that all
    Senate printing is in compliance with Title 44 of the U.S. Code as it
    relates to Senate documents, hearings, committee prints, and other
    official publications. The Office coordinates, schedules, delivers, and
    prepares Senate legislation, hearing documents, committee prints, and
    miscellaneous publications for printing, and provides printed copies of
    all legislation and public laws to the Senate and the public. In
    addition, the Office assigns publication numbers to all hearings and
    committee prints, as well as legislative documents and other
    publications; orders all blank paper, envelopes, and letterhead for the
    Senate; and prepares page counts of all Senate hearing transcripts in
    order to compensate commercial reporting companies for the preparation
    of the transcripts.
        During FY 2019, OPDS prepared 2,235 requisitions authorizing GPO to
    print and bind the Senate's work, exclusive of legislation and the
    Congressional Record. In addition to processing requisitions, the
    printing services section coordinates proof handling, job scheduling,
    and tracking for stationery products, Senate hearings, Senate
    publications, and other miscellaneous printed products, as well as
    monitoring blank paper and stationery quotas for each Senate office and
    committee. Examples of major printing projects are the Report of the
    Secretary of the Senate; the Congressional Directory; the Authority and
    Rules of Senate Committees; and the Journal of the Proceedings of the
    Senate.
        During 2019, OPDS processed and distributed more than 11,000
    legislative items, in addition to fulfilling numerous daily requests
    for legislative material at the walk-in counter and by telephone, mail,
    and e-mail. The trend for on-demand printing continued in 2019; the
    Office produced 1,596 on-demand print jobs. It also maintains its
    practice of monitoring and adjusting the number of documents received
    from GPO to meet demand while eliminating waste. Online ordering of
    legislative documents and the link to the Printed Legislation Hot List
    on Webster, where Members and staff can confirm arrival of printed
    copies of the most sought-after legislative documents, remain popular.
    The page is updated each time new documents arrive at OPDS from GPO.
        The Office is in the process of creating new online filing systems,
    accessible to all OPDS staff, to help with the tracking and filing of
    requisitions, hearing print orders, and GPO proofs of letterhead,
    envelopes, and all other specialty jobs. These new systems will vastly
    improve the efficiency and effectiveness of the Office.
                                 public records
        The Office of Public Records receives, processes, and maintains
    records, reports, and other documents filed with the Office of the
    Secretary that involve the Lobbying Disclosure Act (LDA) of 1995, as
    amended; the Honest Leadership and Open Government Act of 2007; the
    Senate Anti-Harassment Training Resolution of 2017 (S. Res. 330); the
    Senate Code of Official Conduct; Rule 34, Public Financial Disclosure;
    Rule 35, Senate Gift Rule; Rule 40, Registration of Mass Mailing; Rule
    41, Political Fund Designees; Rule 41(6), Supervisor's Reports on
    Individuals Performing Senate Services; and Foreign Travel Reports
    required by the Mutual Security Act of 1954. The Office works closely
    with the Senate Select Committee on Ethics and the Office of the Clerk
    of the House of Representatives concerning filing requirements, where
    applicable.
        From October 2018 through September 2019, Public Records staff
    assisted thousands of individuals seeking information from or about
    reports filed with the Office by responding to walk-in, telephone, and
    e-mail inquiries. Further, the Office provided assistance to
    individuals attempting to comply with the provisions of the LDA.
        The LDA requires semi-annual contribution reports and quarterly
    financial and lobbying activity reports. As of September 30, 2019,
    there were 4,565 registrants representing 19,520 clients. The total
    number of individual lobbyists disclosed on FY 2019 registrations and
    reports was 14,006. The total number of lobbying registrations and
    reports processed was 115,071. The Office referred 1,477 cases of
    potential past noncompliance to the U.S. Attorney for the District of
    Columbia. Throughout FY 2019, the Office maintained increased
    communication with the filing community with the goal of reducing
    noncompliance going forward.
        The Office coordinated with the Office of the Clerk to implement
    the provisions of P.L. 115-418 (The JACK Act), which requires
    disclosure of past convictions on certain LDA filings. Additional
    reporting fields were added to the online LDA filing system, and
    guidance was developed to assist filers in understanding the reporting
    requirement. The conviction information is made public through the
    online LDA databases maintained by the Office.
        During FY 2019, the Office developed and deployed the online
    disclosure system for the Anti-Harassment Training Certifications
    required by S. Res. 330 passed by the Senate in 2017. The resolution
    requires the Secretary to publish the certifications not later than 30
    days after the beginning of a new Congress. Training certifications for
    the 115th Congress were made public on January 29, 2019.
        Other disclosure requirements overseen by the Office include Public
    Financial Disclosure reports, the post-employment lobbying ban, mass
    mailing reports, and Gift Rule/Travel reports. The filing date for
    Public Financial Disclosure reports was May 15, 2019, and a total of
    5,594 paper and e-filed reports and amendments were filed. The reports
    were made available to the public and press as soon as they were filed
    and processed, and in most cases on the same day. Public Records staff
    provided copies to the Ethics Committee and the appropriate state
    officials. Senators are also required to file mass mailing reports on a
    quarterly basis. The number of pages submitted during FY 2019 was 349.
    In addition, the Office received 532 Gift Rule/Travel reports during FY
    2019.
                                stationery room
        Since it was formally established in 1854, the Senate Stationery
    Room has evolved into a diversified retail outlet serving the needs of
    the Senate community by providing a wide range of office and
    administrative supplies, communication and computer accessories, and
    special-order items for official government business.
        The Stationery Room fulfills its mission by utilizing open market,
    competitive bid, or General Services Administration (GSA) schedules for
    supply procurement; maintaining sufficient in-stock quantities of
    select merchandise to best meet the immediate needs of the Senate
    community; developing and maintaining productive business relationships
    with a wide variety of vendors; maintaining expense accounts for all
    authorized customers and preparing monthly activity statements; and
    managing all accounts receivable and accounts payable reimbursements.
    Stationery has also coordinated with the Emergency Preparedness Office
    to stock the ``Stop the Bleed'' kits for Senate offices on Capitol
    Hill, as well as for state offices.
        Utilizing the Pay.gov service offered by the Department of the
    Treasury, the Stationery Room has been accepting online flag requests
    and payments from constituents through Member offices. Currently, 92
    Member offices are offering this payment option and 4 offices are in
    the beginning stages of the program. Among its benefits are decreased
    wait times for constituents, elimination of payment inaccuracies, and
    greatly reduced workloads for office representatives.
        The Stationery Room contracts annually with various vendors to
    provide U.S. flags. The flags are purchased by constituents through
    individual Member offices and are flown over the Capitol for
    commemoration of special occasions. The Stationery Room also sells pre-
    flown flags.
                    joint office of training and development
        The Joint Office of Training and Development, overseen by the
    Office of the Secretary and the SAA, provides training to ensure that
    all Senate staff have the resources and skills they need to perform
    their jobs. In 2019, nearly 8,000 staff attended in-person and webinar
    classes or utilized the Office's many resources for individual
    coaching, instruction, or specific guidance. More than 6,000 of these
    staff were assisted by the Office in informal learning encounters
    outside the classroom. Additionally, the Office facilitated 3
    conferences for more than 200 state staff.
        This year the Office plans to continue to refine and improve the
    existing training, provide professional development training to Office
    staff, and obtain various software licenses to provide support to
    Senate staff learners.
        The Health Promotion section within Training and Development is
    mandated to provide health promotion activities and events for the
    Senate community. Each year the section coordinates and hosts the two-
    day Senate Wellness Fair. In 2019, nearly 3,000 staff participated in
    health promotion activities, which included screenings for glucose,
    cholesterol, and blood pressure, exercise demonstrations, and seminars
    on topics such as healthy eating and cancer prevention. The Office
    continues to coordinate with the American College of Surgeons and the
    Stop the Bleed Coalition to provide bleeding control training for D.C.
    Senate staff. During 2019, more than 75 Senate staff were trained, and
    the Office continues to provide this training quarterly.
                                 web technology
        The Office of Web Technology is responsible for Senate.gov, the
    Secretary's intranet on Webster, portions of the central site of
    Webster, and Legbranch.senate.gov (an extranet site available to all
    Capitol Hill entities). The Office is also responsible for the web-
    based systems, servers, and technologies supporting these websites that
    fall under the purview of the Secretary of the Senate.
        Senate.gov content is maintained by more than 30 contributors from
    7 departments of the Office of the Secretary and 3 departments of the
    SAA. Most content is controlled through the Secretary's web content
    management system, managed by the Office.
        Further enhancement of the refreshed, mobile-friendly version of
    Senate.gov that launched in March 2017 continued with the newly
    organized Legislation & Records section. The section was organized and
    broadened to include content that had previously existed only on other
    parts of the website. The new information architecture for the
    Legislation & Records section logically groups materials relating to
    bills, acts, nominations, treaties, votes, floor proceedings, rules,
    procedures, landmark legislation, sessions of Congress, and public
    disclosure, making discrete pieces of data easier to find while
    providing greater opportunity for users to discover related content.
    The Art & History section is now undergoing a multi-phased project to
    reorganize the content into several new top-level sections to better
    serve varied audiences. The Office will continue revisions until all
    major sections have a new and improved information architecture, vastly
    increasing overall findability on the site and further modernizing the
    refreshed design.
        Working alongside the SAA, the Office revamped Webster into a more
    modern, consistent, and user-friendly intranet for Senate staff. The
    Senate community was regularly consulted as the project progressed and
    is continually encouraged to provide feedback. The new version of
    Webster provides the Senate community with a highly accessible, easy-
    to-use internal tool for numerous and varied tasks. The vastly enhanced
    intranet site offers several valuable new features such as live floor
    proceedings dynamically showing on the home page when the Senate is in
    session, greater prominence of news and research services, revamped
    main navigation, and frequent links used by staff in common roles.
    Establishment of standalone websites for the Senate Library, Senate
    Chief Counsel for Employment, and Gift Shop, outside of the common
    appearance, features, and infrastructure of Webster, allowed for these
    departments to accomplish their unique objectives without taking away
    from Webster's overall uniformity and continuity. Modern servers were
    built and configured to realize these standalone Secretary Office
    sites, support the advanced functionality these departments require,
    and ensure the accurate and timely presentation of Secretary-provided
    data to the central portions of Webster.
        The Office began publishing more and smarter data to the extranet
    server Legbranch.senate.gov for our data partners' consumption and to
    help them facilitate newly introduced projects such as the common
    congressional hearings calendar on Congress.gov. This combined the
    coordination of policy and information technology expertise to satisfy
    legislative requirements and stay within existing practices and
    procedures. Data modernization will continue in the coming year in
    coordination with the Senate Clerks, LOC, GPO, and SAA support
    organizations.
        In 2019, an average of approximately 41,000 visits were made per
    day to the central site of Senate.gov, a 17 percent increase over the
    previous year. The Office responded to nearly 1,100 e-mails from the
    general public regarding Senate.gov.
                 emergency preparedness and continuity planning
        Throughout 2019, the Office of the Secretary continued to develop a
    broad range of emergency preparedness and continuity programs, in
    coordination with the SAA, House Officers, the U.S. Capitol Police, and
    partners in the Executive and Judicial Branches. The primary objectives
    of the Office of the Secretary are to ensure the continuity of the
    legislative process and the ability of the Senate to meet its
    constitutional obligations under any circumstances. Within the Office
    of the Secretary, drills, exercises, and flyaway kit updates are
    conducted routinely in order to ensure that all departments can carry
    out essential functions in an emergency. All departments within the
    Office of the Secretary also maintain individual COOP plans to ensure
    their preparedness.
                            other mandated projects
        In the Legislative Branch Appropriations Act of 2019, the Office of
    the Secretary was directed to conduct or contract for a compensation
    study across all Member offices and committees. The study must
    facilitate an evaluation of whether Senate staff receive similar pay
    for similar work, including a comparison to outside workplaces. In
    2019, the Office formed a working group whose members include
    representatives from the Secretary's Executive Office, Human Resources,
    the Senate Library, Senate Chief Counsel for Employment, and Web
    Technology, and contracted with outside experts to facilitate this
    project. Work on the project is ongoing, with significant efforts being
    made to correctly identify comparability factors for a successful
    survey with viable and useful results.
    ---------------------------------------------------------------------------
        \1\ This section constitutes the regular update on the mandated
    FMIS project managed by the Office of the Secretary.
        \2\ This section constitutes the regular update on the mandated LIS
    project managed by the Office of the Secretary. The LIS referred to in
    this section is not the same as LIS.gov, referred to on page 10, or the
    LIS/DMS referred to on pages 11, 13, and 14.
    ---------------------------------------------------------------------------
                                     ______

               Prepared Statement of Open World Leadership Center
            ``Since participating in Open World as a journalist several
            years ago, I have often referred to the lessons learned and
            best practices that were demonstrated during my program. As
            Head of the Parliamentary Committee on Preventing and
            Combatting Corruption, I remember well that most of the
            Americans I've met believed they can achieve anything they
            want. Open World's network of alumni in Ukraine consists of a
            new generation of Ukrainians working to improve their country
            and fight corruption in these trying times. I hope that
            Congress continues this program as it is important for
            Ukraine.''

        Members of the Subcommittees, thank you for the opportunity to
    submit testimony for the record on the Open World Leadership Center
    (the Center). Congressional participation on our governing board and in
    our programs has made the Center uniquely qualified to support Members'
    conduct of Congressional diplomacy and to serve Members, their
    constituents and communities across America. All of us at the Center
    are deeply grateful for your support.
                                    overview
        In 1999, Congress authorized the Open World program (then called
    the Russian Leadership Program) as a pilot project as a result of
    discussions between then Librarian of Congress, Dr. James H.
    Billington, and a bicameral and bipartisan group of Members of
    Congress. The project focused on the question of how to increase mutual
    understanding between Russia and the United States and to support
    Russia's democratization efforts. In December 2000, the success of the
    Russian Leadership pilot program and the continued importance of its
    mission led Congress, through the leadership of the House and Senate
    Appropriations Committees, to establish a permanent, independent entity
    in the Legislative Branch to administer the program: the Open World
    Leadership Center.
        The Center conducts the Open World program, one of the most
    effective U.S. exchange programs for countries in transition.
    Participation on the program has enabled more than 29,000 young global
    leaders to engage in and interact with Members of Congress,
    Congressional staff, and thousands of other Americans, many of whom are
    the delegates' direct professional counterparts. The Open World program
    focuses on assisting Congress in its oversight responsibilities and on
    conducting exchanges that establish and foster lasting professional
    relationships between the emerging leaders of Open World program
    countries and Americans dedicated to showcasing U.S. values and
    democratic institutions. The Center's non-partisan nature and
    independence from the priorities of the executive branch is an
    important asset for the program.
        The highly-regarded Open World program has played an increasingly
    vital role in the political landscapes of many countries throughout
    Eurasia and has been effective in improving relationships with these
    countries by introducing emerging leaders to their professional
    colleagues and thematic best practices throughout the United States.
    The Center brings rising leaders who have become influential in the
    national arena and within their communities. The Center has a long
    record of providing substantial expertise in conducting exchange
    programs tailored to support the Legislative Branch. As it embarks on
    its third decade, the Open World Leadership Center continues to strive
    for excellence in providing relevant, informative, and timely programs
    for foreign legislators and the best and brightest young professionals
    in Open World program countries.
        By the close of 2019, over a 20-year span, the Center had brought
    more than 29,000 young and emerging leaders from 21 countries.\1\ These
    talented and engaged political and civic leaders were hosted in all
    fifty states by nearly 8,000 families in some 2,300 communities across
    the United States.
        As a U.S. Legislative Branch entity, Open World actively supports
    the foreign relations role of Congress by linking delegates to Members
    and their enthusiastic constituents throughout the United States who
    are engaged in projects and programs in Open World countries. Open
    World programs routinely involve Members in hosting activities. More
    than eighty percent of delegates met with Members of Congress and their
    staff last year.
        The Center also regularly consults with the Commission of Security
    and Cooperation in Europe, the House Democracy Partnership, the
    Congressional Ukrainian Caucus, the Senate Ukraine Caucus, the Albania
    Issues Caucus, Congressional Georgia Caucus, Congressional Serbian
    Caucus, the Friends of Kazakhstan Caucus, the Congressional Caucus on
    Central Asia, the Congressional Mongolia Caucus, other Congressional
    entities, and individual Members with specific interests in Open World
    countries or thematic areas.
                open world activities in 2019 and plans for 2020
        In 2019, the Open World program included seventeen participating
    countries and 1,020 emerging leaders who were able to benefit from
    direct exposure to the workings of the United States Congress; to
    understand the impact of legislation on all aspects of society; and to
    experience the robust and dynamic democracy and free market system that
    exists in the U.S. and makes up its form of federalism. Also of
    significance is that these Open World participants broke bread with
    their American counterparts, woke up in an American household, and saw
    families/children getting ready for work/school. They witnessed social
    activism, a free and aggressive media, and the incredible volunteerism
    that makes up this great country.
    Parliamentary Program in 2019
        In developing its latest strategic plan, the Center's Board of
    Trustees emphasized the importance of parliamentary programs that link
    Members of Congress to their counterparts from Open World countries. A
    goal was then set that 15% of delegates would be Members of Parliament,
    parliamentary staff or regional legislators or their staff. We met that
    goal in 2019. The interaction between our Parliamentarians and Members
    of Congress created numerous opportunities for unfiltered dialogue
    between the U.S. Congress and Parliaments from Open World countries. It
    also provided timely discussion of the political and economic
    conditions affecting these countries. Overall, fifteen parliamentary
    delegations consisting of 89 participants from ten countries (Armenia,
    Georgia, Kazakhstan, Kyrgyzstan, Moldova, North Macedonia, Serbia,
    Tajikistan, Ukraine, and Uzbekistan) traveled to the United States for
    home stays from Olympia, WA to Burlington, VT and ten states in
    between.
        The Open World Leadership Center made great strides in 2019 to
    further strengthen its relationship with the U.S. Congress and further
    engage Members of Congress in our parliamentary programs. To that end,
    2019 was the first year that the Center cooperated with congressional
    caucuses to put on joint events to introduce Open World delegations of
    Members of Parliament. In November 2019, the Center paired with the
    Congressional Caucus on Armenian Issues to hold a reception for a
    delegation of Members of Parliament from Armenia. Also in November
    2019, the Center paired with the Congressional Ukrainian Caucus to hold
    reception for a delegation of newly elected members of the Ukrainian
    Parliament. The Center plans to increase the number of congressional
    events held in conjunction with congressional caucuses and committees
    in 2020. The Center is also increasing ties with the Parliaments in
    other participating countries. In 2019, the Center cemented a close
    relationship with the Parliament of Georgia to such an extent that the
    Secretary General and the Center are in the process of finalizing a
    Memorandum of Understanding with the Parliament towards improving the
    functioning of the administration of both legislative bodies, bearing
    in mind the importance of bilateral relations and recognizing the will
    to further enhance mutual cooperation. According to the Chief of Staff
    of the Vice Speaker of the Parliament of Georgia:

            ``Open World's Parliamentary exchange program has been the most
            successful program ever in its history.''

        Open World's Parliamentary program is profoundly effective because
    it provides the participants the opportunity to present their country
    and its issues to Members of Congress. The relationships established
    during this program leads to great relationships with Open World
    parliamentary alumni, who are then eager to nominate other strong
    candidates and to help develop programmatic themes based on the
    necessities of their country. This one-on-one contact and unrivaled
    access, the sharing of meals, and the fact that the Center individually
    tailors each program has made these exchanges beneficial for both the
    visiting Parliamentarians and the Members of Congress with whom they
    meet and whom the Open World Leadership Center serves. The Center plans
    to continue and enhance this important programming in 2020.
        Following is a country by country review of the seventeen nations
    that participated in Open World in 2019 and for which programming is
    planned for 2020.
    Russia
        From 1999 through 2019, the Open World Leadership Center hosted
    20,134 young Russian leaders. In calendar year 2019, the Center hosted
    341 Russian participants in 57 exchanges. Delegates came from 67 of
    Russia's 89 administrative subjects, included a wide range of ethnic
    groups, and were hosted in 42 host communities in 30 U.S. states. Women
    made up 56% of the delegates.
        The Center has maintained a robust program in Russia, despite the
    continued deterioration of U.S.-Russia relations. In 2019, the Center
    welcomed its 20,000th Russian participant. The alumni community in the
    country continues to show a willingness to meet with their American
    counterparts in Russia, and recommend the program to their colleagues
    and professional contacts. Furthermore, American diplomats often reach
    out to the Center for contacts in cities that they are visiting because
    they know that Open World alumni are leaders in their communities, are
    objective and forward thinking. Also, because of their firsthand
    experience in America, they are confident enough to meet with U.S.
    embassy officials without fear of rebuke.
        In 2020, as the U.S.-Russia bilateral relationship is likely to
    remain severely strained, Open World programs will focus on maintaining
    partnerships, increasing people-to-people contacts in order to counter
    disinformation and to foster greater mutual understanding. We will
    prioritize programs that reinforce long standing partnerships and that
    further newly formed ones, such as sister city relationships and Rotary
    club partnerships. The program will counter anti-American propaganda
    and promote a positive image of the United States by linking
    professionals with their U.S. counterparts and providing a host family
    experience for each participant. Program themes will also focus on
    areas of mutual interest, such as health issues, business and
    innovation, entrepreneurship, education, national parks/conservation,
    and inclusion. Many program themes will also include local legislators
    and those seeking to run for local office.
        Open World alumni occupy a wide array of positions at various
    levels across the country and are willing and eager to help promote a
    positive U.S.-Russia relationship. For example, a delegation of
    zoologists visited the Henry Doorly Zoo in Omaha, Nebraska in September
    2018. The delegation included two employees of the Moscow Zoo, one of
    which was promoted to Scientific Director not long after completing the
    program. While at the Zoo in Omaha, local staff mentioned to the group
    that they had been trying to acquire an Amur tiger from Russia and how
    difficult it was. The Open World delegates from the Moscow Zoo pledged
    to help on their side. After returning to Moscow, the alumni advocated
    for the transfer of a tiger to the Omaha Zoo and the process quickly
    re-started, after having been stalled for some time. In the summer of
    2019, the tiger was transferred to Moscow and in November, the tiger
    arrived in Omaha. This is a great example of American and Russian
    scientists working together on a conservation program to save the Amur
    tiger, an endangered species.
        Another strong area of cooperation between the Center's host
    communities and our Russian delegations stems from sister city and
    other existing partnerships. In 2019, there were many events held that
    showed the strong dedication each city has to maintain, or revitalize,
    their partnerships. The Zelenograd-Tulsa Sister City partnership was
    reinvigorated in March, when an event was held to organize the
    Zelenograd City Cultural Center, with 32 participants in attendance,
    including alumni, city administration officials, local NGO leaders, and
    local media and journalists. A videoconference was held to include
    their counterparts in Tulsa, and they decided to set up a Tulsa
    informational stand in Zelenograd's local museum. A delegation from
    Portland, ME traveled to Archangelsk over the summer, where they held 5
    Sister City partnership-focused events for alumni. The events served to
    strengthen relationships forged while on the Open World program.
    Another successful partnership Cleveland-Volgograd Sister City
    partnership held an alumni conference in Volgograd, which was attended
    by alumni and representatives from several other Sister City
    committees, including Yaroslavl, Archangelsk, and Vladimir. This event
    completely revitalized the Cleveland-Volgograd Sister City partnership.
    The success of these partnerships comes from the genuine desire of Open
    World delegates and their American partners to continue a friendship
    that grows stronger with each year that new groups visit their Sister
    Cities.
        In December 2019, based on the recommendations of the Open World
    20th Anniversary Symposium, 17 Russian alumni of the Open World program
    gathered to create an Open World Program Alumni Association. The group
    formed a council, elected a chairman, and are planning their first
    formal meeting in the first quarter of 2020.
    Ukraine
        From 2003 through 2019, the Center hosted 4,037 Ukrainian emerging
    leaders. In calendar year 2019, the Center hosted 321 Ukrainian
    participants from all current unoccupied regions of Ukraine. They were
    hosted in 47 host communities in 29 U.S. states, and women made up 61
    percent of the delegates. The Center's objective in Ukraine is to
    increase exposure to democratic processes by providing a new generation
    of Ukrainian leaders with the vision, skills, and tools needed to
    develop their country at this critical juncture in its history and
    while it faces Russian aggression in its Southern and Eastern regions.
    Open World programming in Ukraine is aimed at furthering the reform
    efforts of the new government; furthering legislative reform; assisting
    in the decentralization process; promoting the rule of law; improving
    transparency in the public and private sectors; responding to the
    humanitarian needs of a war-torn society; and providing a secure safety
    net to a population demanding change.
        In the past year, the Center has seen many of its alumni take
    critical positions in the new government and become the vanguard on
    reform. Among the Center's more than 4,000 alumni in Ukraine are the
    Minister and Deputy Minister of Healthcare; the Deputy Minister of
    Veteran Affairs/Temporarily Occupied Territories; two Deputy Minsters
    of Education and Science; the Deputy Minister of Youth and Sports; and
    the First Deputy Prosecutor General. The Center also works closely with
    four additional alumni that are close advisors to Ukraine's President.
    In addition, twenty-one Members of the Parliament of Ukraine (Verkhovna
    Rada) are alumni, including fifteen new Members. These alumni include
    the Heads of the Committees on Legal Policy, Education, and on Science
    and Innovation; the First Deputy Heads of the Committees on
    Anticorruption Issues and on Budgeting; and the Secretaries of the
    Committees on Foreign Policy, Inter-parliamentary Cooperation, and
    Health. In addition, five Open World alumni have been appointed to the
    newly formed High Anti-Corruption Court, three in the General Chamber
    and two in the Appeals division.
        The power of the Center's alumni network can be gauged by the
    success of recent alumni programs such as those on Health Care/Medical
    Reform Issues, Veterans Affairs, and Decentralization/Economic
    Development in Eastern Ukraine, with the first two being larger Kyiv-
    based activities and the other being an innovative program held in
    Mariupol. All together, the Center conducted 11 alumni events in
    Ukraine throughout 2019 with the participation of more than 450 program
    alumni. At the February 2019 Medical Reform event, the former Acting
    Minister of Healthcare of Ukraine, Ulana Suprun (an active nominator of
    the program), expressed her admiration for Open World program alumni
    and spoke about the long-term successful cooperation the Ministry of
    Health has had with the Center, even indicating that she specifically
    looks for Open World program alumni when she is hiring. Outstanding
    Open World alumni served as speakers and they delivered various views
    on the timely issue of medical reform and held active discussions with
    the program attendees. At the Veterans Affairs event in October 2019,
    Open World alumna, Member of Parliament and wounded warrior Yana
    Zinkevych spoke about her Open World program experience and shared how
    her participation gave her the courage to join the election campaign
    and run successfully to become a Member of Parliament. Ms. Zinkevych
    was followed by Deputy Minister of Veteran Affairs/Temporarily Occupied
    Territories and wounded warrior Oleksandr Tereshchenko who spoke about
    how the Open World program inspired him on his professional
    accomplishments having risen from the director of a small NGO in
    Mykolaiv to the Deputy Head of the Academy of Patrol Police to his
    current position.
        Open World program results are widespread among emerging Ukrainian
    leaders in many sectors. Open World program alumni teams have received
    U.S. Embassy grants aimed at transparency in educational budgeting,
    empowering youth in remote areas, supporting socially responsible youth
    startups, promoting women in politics, and furthering best practices in
    education and academic integrity. From the NGO Director who worked on
    developing and transforming the war-torn Donetsk region being awarded
    an Honorable Service medal personally by President Zelensky on Freedom
    Square on Independence Day, to small-scale woman agriculture leaders
    expanding the use of greenhouses in the village of Levkiv in the
    Zhytomyr region to an alumna winning international grants to install
    solar panels on the roof of a rural school in the Poltava region and to
    organize a camp for climate activists, the Center is proud of the
    achievements of its more than 4,000 alumni in Ukraine. The Center
    hosted its 4,000th participant from Ukraine in October 2019. This
    delegate from Kharkiv was also able to participate in the celebration
    of the 30th Anniversary of the Cincinnati-Kharkiv sister city
    partnership, which the Center has been supporting since it added
    Ukraine in 2003.
        Due to Ukraine's strategic significance, the Center regularly
    consults with House and Senate Ukraine Caucus members and works closely
    with the leadership of the U.S. Embassy in Kyiv to design programming
    that is responsive to the needs of a new government promising reform
    and that is still facing aggression and the occupation of about seven
    percent (7%) of its territory. In 2020, the Center will focus its
    programming on new Members of the Ukrainian Parliament/Legislative
    Processes, Decentralization/Regional Government, Health System and
    Education Reform, Rule of Law, Media/Investigative Journalism, Minority
    Inclusion Issues, Anti-Corruption Efforts, Entrepreneurship and
    Business Development, Agriculture, Energy Issues, Veteran's Programs
    and other Social Safety Net Issues. All programming is aimed at
    strengthening democratic institutions and promoting good governance.
        As part of the 2020 planning efforts, the Center is embarking on an
    initiative to provide as many of the 323 new Members of Ukraine's
    Parliament as calendars permit with programming aimed at providing them
    exposure to the U.S. Congress and legislative processes at all levels
    of governance. Four new members of Ukraine's Parliament, including two
    high-ranking members representing President Zelensky's party, one
    representing the ``Fatherland'' party, and one independent
    representative of the ``For the Future'' faction, visited with the
    Center for four days in November 2019, to work on the design of this
    ambitious initiative. The Open World Leadership Center's Executive
    Director Jane Sargus and Deputy Executive Director Maura Shelden
    followed up this visit by traveling to Ukraine in December on a program
    planning mission and met with the leadership at the U.S. Mission, the
    Speaker of the Parliament, and other stakeholders, such as the USAID
    implementer of the Responsible Accountable Democracy Assembly (RADA)
    program, with which the Center has worked very closely.
    Armenia
        From 2011 through 2019, the Center hosted 157 delegates from
    Armenia. Many emerging Armenian leaders have been introduced to their
    American counterparts and observed firsthand the power of civic
    engagement and accountable governance. With the Center's very short
    programming timeline, we are able to adapt themes to the current
    situations in Yerevan. Following Armenia's Velvet Revolution, the Open
    World program for Armenia was configured to reflect the needs of that
    country's new government and its citizens.
        After the December 2018 parliamentary elections, the Center saw an
    important opportunity to bring newly elected Members of Parliament on
    the program to meet their U.S. counterparts. In November 2019, the
    Center welcomed its first parliamentary delegation after the Velvet
    Revolution in a program that was highly touted by Members of the
    Congressional Armenian Caucus. The Center plans to continue this
    parliamentary program in 2020, focusing on newly elected members. It is
    an opportunity to expose these members to new mechanisms of law making
    and deepen their knowledge of the United States legislative process in
    this crucial time in Armenia's history.
        Following the peaceful transition of power during the Velvet
    Revolution, a new generation of young and dedicated professionals has
    moved into key roles in the government, and Open World alumni have
    flourished and risen to leadership positions. During the Velvet
    Revolution, Open World alumnus Alen Simonyan played a very active role
    in the peaceful revolution. In December 2018, he was again elected to
    Parliament and in January 2019, he was elected to be Vice President of
    the National Assembly. Mane Tandilyan was the Minister of Labor and
    Social Affairs in 2018 and now serves as a Member of Parliament. Vahe
    Danielyan, who participated on the program as a parliamentary staffer,
    has been promoted to Advisor to the Deputy Prime Minister.
        In 2020, we will continue to bring emerging leaders from Armenia on
    the Open World program as we have seen how much of an impact they have
    in shaping the future of that country.
    Azerbaijan
        From 2007 through 2019, the Center hosted 337 delegates from
    Azerbaijan. Delegates from Azerbaijan benefit immensely from
    participating in the Open World program. Open World is working to
    enhance women's role in society since women face numerous social
    barriers in Azerbaijan. Our programs dedicated to all-women
    participants include Women in STEM and Women in Politics and Civil
    Society. Farida Asgarzade, who participated on the Women in Politics
    and Civil Society program, was recently nominated for the ``Influencer
    of the Year'' award at Innovation Week 2019 in Baku. She is the founder
    of the Human Foundation platform, the director of the Center for Social
    Business, a teacher at the Business School at Azerbaijan State
    University of Economics, and is a social entrepreneur.
        Open World programming in Azerbaijan is also aimed at recognizing
    those who are underserved and underrepresented, including the disabled,
    refugees, and Internally Displaced Persons. Elman Suleymanov, who
    participated on a Disability Advocacy and Reform program, received a
    grant for a project that designed and produced a special guide for
    people with visual disabilities. This guide included a printed braille
    alphabet, audio books, and covered the topics of medical first-aid and
    instructions for responses to natural disasters for people with visual
    disabilities. The guide was circulated among people with visual
    disabilities and state libraries. Elman, who is visually impaired, was
    greatly appreciative that he was able to participate on the Open World
    program. He felt that his participation helped him grow as a
    professional and boosted his confidence.
        A fellow extraordinary alumni from the Disability Advocacy and
    Reform program is Nihad Gulamzada. He is the CEO and Founder of the
    first inclusive theatre consisting of actors with disabilities in
    Azerbaijan and the Caucasus. In 2019, Nihad was able to gain government
    support and organize his productions in partnership with various
    ministries. Nihad partnered with fellow Open World alumnus Elman
    Suleymanov by handing out copies of the guide for people with visual
    disabilities to guests of the theater performances. Nihad is currently
    running for Parliament in the February 2020 parliamentary elections.
    Belarus
        In 2004, and from 2017 through 2019, the Center hosted 54 delegates
    from Belarus. The program has focused on fostering a stronger civil
    society, economic resilience, issues of good governance and
    transparency, respect for human rights, and countering misinformation.
    Program themes have focused on healthcare, intellectual property
    rights, marketing, tourism, alternative energy, media, and
    entrepreneurship. The year 2020 marks four straight years of Open World
    programs with Belarus.
        The Open World alumni community in Belarus is growing and becoming
    more active. In May 2019, Program Manager Matt Tucker traveled to Minsk
    to meet with alumni, embassy staff, and nominators from the public and
    private sectors. During a small alumni event held around the visit,
    fellow Open World alumni from different parts of the country and
    representing different professional fields, were able to meet, share
    experiences, and discuss ways of collaborating amongst themselves.
        A delegate who participated in a recent media literacy program has
    already made plans to invite a professional speaker from her local
    program in Detroit, MI to visit Minsk and conduct a series of speaking
    events and outreach programs on media literacy at her institution,
    Press Club.
    Estonia
        From 2013 through 2019, the Center brought 26 delegates from the
    Estonian judiciary. These delegations were hosted by federal judges
    that were identified in cooperation with the International Judicial
    Relations Committee of the Judicial Conference of the United States.
    The Judicial Training Department of the Supreme Court of Estonia
    supported 90% of the cost of this programming. Federal district judges
    in Nevada, Maryland, Ohio, North Carolina, and Mississippi have hosted
    their Estonian counterparts. This year, in response to a request from a
    Member of Congress and due to the critical nature of the programming,
    the Center's program for Estonia will feature a delegation of six
    Cybersecurity professionals. The Center is working closely with the
    staff at the U.S. Embassy in Estonia to design this important and
    timely program.
    Georgia
        From 2007 through 2019, the Center hosted 746 delegates from
    Georgia. The Center's programming for Georgia is planned in close
    consultation with the U.S. Embassy in that country and has focused on
    Responsive Governance, Social/Ethnic Inclusion, Rule of Law and
    Economic Development/Cultural Heritage.
        In 2019, the Center cemented a close relationship with the
    Parliament of Georgia to such an extent that the Secretary General and
    the Center are in the process of finalizing a broad Memorandum of
    Understanding with the Parliament ``towards improving the functioning
    of the administration of both legislative bodies, bearing in mind the
    importance of bilateral relations and recognizing the will to further
    enhance mutual cooperation.'' Through this MoU, the Parliament of
    Georgia will cost-share several delegations of leading Parliamentary
    staffers by paying all airfares for such delegations, and will provide
    the nominations/candidates for future planned Parliamentary
    delegations. According to the Chief of Staff of the Vice Speaker, Open
    World's ``Parliamentary exchange program has been the most successful
    program ever in its history.'' The Chief Specialist of the Parliament's
    Department of International relations, following a Dobbs Ferry-based
    program that featured a private lunch with the Chairman of the House
    Foreign Affairs Committee, reported, ``The program was excellently
    arranged. Meetings were brilliant. All the interests that the delegates
    were expecting were met.''
        In mid-November 2019, Member of Parliament and Open World alumnus
    George Khatidze (Member of the Inter-Parliamentary Union, the E.U.-
    Georgia Parliamentary Association Committee, the Foreign Relations
    Committee, the Legal Issues Committee and the Permanent Parliamentary
    Council on Open Governance) joined us in Washington, D.C. He reported
    on the impact his 2017 Open World program had on him, on several
    meetings that he had with Open World delegations before their departure
    for U.S. programming, and with Open World hosts when they visited
    Georgia.
        One area of programming that is producing extremely meaningful
    results is the work the Center is doing to support inclusion among
    different nationalities, religions and lifestyle choices in this very
    diverse country that has witnessed ethnic, religious and social unrest.
    One alumna has risen to head the Public Movement Multinational Georgia
    and is now a Visiting Lecturer at Ilia State University. Her programs
    include promoting the wider engagement of ethnic minorities
    (particularly the youth of the Samtskhe-Javakhet region) in
    participatory democracy, and working to mitigate and enhance
    communication between ethnic minority constituencies. In another
    project, she is working to improve the peace building and mediation
    capacities of the youth, media professionals, and representatives of
    community-based civil society organizations representing ethnic
    Armenian and Azeri communities to mitigate tensions between them. This
    alumna is also a regular contributor and organizer of timely European-
    based activities on behalf of the Eastern Partnership Civil Society
    Forum, a unique multi-layered regional civil society platform aimed at
    promoting European integration and facilitating reforms and democratic
    transformation in the six Eastern Partnership countries--Armenia,
    Azerbaijan, Belarus, Georgia, Moldova and Ukraine.
        Another alumnus in this field recently finished a Fulbright
    Graduate Student Program in conflict transformation and then went on to
    work with the International Foundation for Electoral Systems (IFES) to
    design an approach for its new project to promote civic and political
    awareness among youth in minority regions. Another alumnus founded the
    organization ``Regional Empowerment for Democracy'' which is actively
    working to improve the participation of ethnic and remotely based
    minorities in democratic processes, and recently one alumna
    participated in a program ran by the Konrad-Adenauer Stiftung program
    in Brussels aimed at preparing young citizens to have a better
    understanding of European Union practices, polices and ideals.
        Finally, an alumna was recently named to Forbes' 2019 30 Under 30
    Europe list for her outstanding tourism and wine company. She produces
    four varieties of wine that are all native to Georgia and she recently
    started exporting to the United States. Her current goal is add more
    acreage to her farmland and increase her production capacity.
    Kazakhstan
        From 2008 through 2019, the Center hosted 539 delegates from
    Kazakhstan. The Open World program has impacted participants from all
    over Kazakhstan and across a wide range of sectors, from Members of
    Parliament and Supreme Court Justices to local entrepreneurs and
    leaders of NGOs.
        The Open World program in Kazakhstan focuses on promoting more
    effective, accountable, and transparent government institutions in all
    three branches of government at the national and local levels, as well
    as building a stronger and more engaged civil society. Recent program
    themes have included: Members of Parliament, parliamentary staffers,
    judges, local legislators, and librarians. In 2020, the Center will
    continue working with parliamentary staffers, judges, and local
    legislators, while adding programs for English teachers and on NGO
    management.
        The Open World alumni community in Kazakhstan has been very active.
    Several alumni have taken up leadership positions in regional alumni
    networks for past participants of U.S. government exchange programs. In
    2019, the U.S. embassy funded four Open World alumni projects through
    the Alumni Small Grants program. One project was aimed at supporting
    youth in their region and received a grant. The project focuses on
    conducting courses for minors at the Center for the Adaptation of
    Minors in Petropavlovsk. The courses include lectures on human rights
    and children's rights, media literacy and online safety, career
    counseling, and personal development. They also provide mentoring to
    participants and involve students in volunteering.
        After returning to Kazakhstan, Open World alumnus Emin Askerov
    founded GreenTal, which provides employment and job training for people
    with disabilities. His tireless work in this field is now promoted all
    over Kazakhstan. Last year he won an Alumni Small Grant to travel to
    the regions and share his experiences.
        Another open World alumnus helped found a sister city partnership
    between Pavlodar and Madison, Wisconsin. Since then, he has worked
    closely with his U.S. counterparts and organized six Kazakh delegations
    to travel to Wisconsin and hosted four American delegations through the
    Citizen-to-Citizen Diplomacy program he founded with his partner from
    Wisconsin, Gary Kirking. They also created a sister school partnership
    between a rural school from Pavlodar and a rural school from Wisconsin.
    They are proud that this partnership has been thriving for 10 years.
    Kosovo
        From 2014 through 2019, the Center hosted 158 delegates from
    Kosovo. The Open World program in Kosovo works to enhance transparency
    and reduce corruption with past and future programs focusing on the use
    of public funds and rule of law program, specifically highlighting
    economic-related crimes. The Center is excited to reinstate a program
    for Members of Parliament from Kosovo in 2020 to help these elected
    officials work to improve accountability. We hoped to bring a
    parliamentary delegation in 2019, but with the resignation of the prime
    minister, we had to move the delegation into early 2020. We adapt to
    situations in our countries and are able to move and add programs as
    need be.
        The two Open World program delegations that traveled in 2019 are
    eager to adapt what they learned in the U.S. to their communities in
    Kosovo. After traveling on a program focusing on Energy Independence-
    Integrating Renewable Energy, one alumnus was so inspired that he is
    writing a policy report to implement what he learned about during his
    meetings in Utah, including providing several electric car charging
    spots around Pristina and making the energy free of charge.
        A delegation focusing on Economic Development-Community-led Tourism
    showed interest in pursuing future partnerships and projects with their
    counterparts in Washington. Two alumni have begun an initiative to
    expand international tourism to Kosovo. They used new ideas that they
    gained from their program and motivated people to apply as volunteers
    for an International Festival of Medieval Arts. They have also
    initiated discussions on environmental issues and the creation of a
    pedestrian zone in their city to create a tourist hotspot to increase
    economic development in the area.
    Kyrgyzstan
        From 2007 through 2019, the Center hosted 530 delegates from
    Kyrgyzstan. The Open World Program in Kyrgyzstan has made great strides
    in enhancing transparency and accountability in the legislative process
    by bringing at least one parliamentary delegation each year. A
    delegation of Kyrgyz Parliamentarians, while visiting their sister
    state of Montana, were presented with a copy of the Montana state
    constitution by the President of the Montana State Senate. A short time
    later when one of the Kyrgyz MPs found himself responsible for
    rewriting a portion of the Kyrgyz constitution on the judiciary, he
    drew on his experience and used the Montana constitution as a model.
        Following Member of Parliament Elvira Surabaldieva's participation
    in the program, she returned home and with the additional knowledge and
    leadership skills that she gained, was elected as the Chair of the
    Women's Forum. Traditionally this seat was taken by older women MPs. In
    addition to her regular lawmaking responsibilities, Elvira relentlessly
    defends gender equality. She has convinced her male colleagues to
    support a law against domestic violence, and she pushed for gender
    quotas for elected positions at the local level. Currently, she is
    working on legislation against sexual harassment that she hopes will
    pass before the October 2020 elections. Though Kyrgyzstan has made
    strides towards greater gender equality in recent years, the country
    continues to struggle with ingrained patriarchal attitudes. Seeking to
    raise awareness of the consequences of sexual harassment, Elvira
    partnered with USAID, her fellow women MPs, activists and celebrities
    to produce a short video featuring examples of harassment: in the
    workplace, online, and on the street. Public reaction to the anti-
    harassment video was overwhelmingly positive. The video went viral on
    Facebook and was uploaded onto the Forum's website.
    Moldova
        From 2007 through 2019, the Center hosted 494 delegates from
    Moldova. The Open World program in Moldova has focused on parliamentary
    exchanges, rule of law, economic development, and partnerships, all
    aimed at strengthening institutions, fighting corruption, countering
    misinformation, and developing civil society.
        The outcome of the February 2019 parliamentary elections in Moldova
    produced an unusual coalition government, and resulted in 57 newly
    elected MPs out of the 101 members. The Open World program for
    parliamentarians will continue the dialogue between legislators from
    Moldova and their counterparts in the U.S. Congress. The program
    reinforces effective and democratic governance practices, and allows
    Members of the United States Congress to discuss timely issues such
    European integration, countering disinformation, and combating
    corruption with their colleagues from Moldova. The Open World judge-to-
    judge program for Moldova resumed in 2019, after being on hold in 2018
    due to the annulment of the Chisinau Mayoral election results. This
    program pairs Moldovan judges with a U.S. federal judge to share best
    practices in jurisprudence, ethics, and the importance of an
    independent judiciary, all of which are essential to justice sector
    reform in Moldova.
        In 2020 the Center will expand program for Members of Parliament
    and parliamentary staffers form Moldova, while also continuing to
    support the North Carolina-Moldova State Partnership program with a
    program focused on regional economic development and waste management.
        The North Carolina-Moldova Partnership has expanded programs in
    English language education, conducted a librarian exchange, pharmacy
    school exchange, and most recently a nursing school exchange through
    the Open World program. With the help of the Partnership, the medical
    university in Chisinau was able to create the first Bachelor of Science
    program in nursing. In May 2019, an Open World Program Manager
    travelled to Moldova with a delegation from North Carolina led by the
    North Carolina Secretary of State, Elaine Marshall, as part of the
    Center's efforts to support this dynamic partnership.
        Open World alumni in the legislative and judicial branches in
    Moldova are working to implement many reforms across the country, both
    at the national and local level. A recent MP, who participated on the
    program after being newly elected in February 2019, was so inspired
    after a meeting with the Senate Ethics Committee that she took a copy
    of the ethics rules manual back to Moldova, made a speech about the
    program on the floor of the Moldovan Parliament, and is currently
    working to establish a subcommittee on ethics in parliament.
    Mongolia
        From 2011 through 2019, the Center hosted 123 delegates from
    Mongolia. The Open World program in Mongolia focuses on Parliamentary
    and Rule of Law exchanges. In 2019, the Center signed a new Memorandum
    of Understanding (MOU) with the Mongolian Prosecutor General's Office
    to host programs for Mongolian prosecutors. In addition to hosting
    programs for Members of Parliament, judges, and prosecutors, in 2020
    the Center will also include a program for court administrative staff.
        In September of 2019, a Member of the Judicial General Council of
    Mongolia (JGC) visited the United States and signed the 2020 MOU
    between the JGC and the Open World Leadership Center to continue the
    partnership to host programs for Mongolian Judges.
        Alumni from Mongolia have made many achievements since
    participating in the program. For example, after being impressed by the
    transparency and openness of U.S. courts, delegates returned to
    Mongolia with new ideas on how to reform the court's interaction with
    the citizenry. Today, court decisions in Mongolia are public and the
    court offers multiple ways for citizens to observe trials. In addition,
    many delegates have been so impressed by the standard of ethics and
    accountability of their U.S. federal judge hosts that they returned
    home to become trainers among their peers on judicial ethics.
    North Macedonia
        In 2019, the Center hosted its first delegations of Members of
    Parliament and Judges from North Macedonia. To date, the Center has
    hosted 15 delegates from North Macedonia, including three
    parliamentarians in a 2014 joint delegation in cooperation with the
    House Democracy Partnership. The Open World program in North Macedonia
    is focused on strengthening the relationship between the North
    Macedonian Parliament and the U.S. Congress, as well as sharing the
    U.S. experience in constituent relations, oversight functions, and the
    importance of separation of powers in a democratic and transparent
    government. The judicial program is aimed at strengthening the rule of
    law and supporting key judicial reforms.
        The Parliamentary program took place in February not long after the
    country's name change and signing of the NATO accession protocol.
    During the program in Washington, the delegation had the opportunity to
    meet with senior staff of the Senate Foreign Relations Committee to
    discuss the U.S. process of ratifying North Macedonia's NATO accession
    treaty. The delegation was also able to meet with six Members of
    Congress to discuss the importance of NATO and EU integration, and what
    remaining reforms need to take place. A few months after the program,
    one of the MPs was appointed Minister of Local Government.
        The judges who participated on the program in 2019 were hosted in
    Oklahoma City, OK by U.S. Magistrate Judge Suzanne Mitchell. The judges
    returned home impressed and looking forward to implementing and sharing
    with their peers the experience gained on the program to advance North
    Macedonia's judicial independence, professional standards, and ethics.
    Judge Mitchell also accepted an invitation by the delegation to visit
    North Macedonia in December 2019 to present professional development
    programs for judges and other justice officials.
    Serbia
        From 2012 through 2019, the Center hosted 532 delegates from
    Serbia. The Open World program in Serbia aims to strengthen democracy
    and the legislative process, and also focuses on combating corruption.
    The program also reinforces the Rule of Law sector by bringing judges
    working on domestic violence and judicial efficiency in criminal
    proceedings. Joining in on Serbia's fight against corruption, one Open
    World alumna, a judge, will be leading a training course through the
    International Criminal Investigative Training Assistance Program. This
    training will help to support Serbia's newly formed anti-corruption and
    economic crimes prosecutorial and police units.
        Another exemplary alumna from Serbia is the acting Secretary
    General of the European Movement in Serbia, who is responsible for the
    successful implementation of the ``Share Your Knowledge: Become a
    Mentor'' project, a unique mentorship program designed for women. The
    main goal of this project is to empower and enhance young women's
    capacities and skills by gathering expert leaders from different
    professions to share their knowledge and experiences with young women
    with similar interests.
        An Open World alumna from 2013 was granted $19,894 from U.S.
    Embassy Belgrade for her ``Women Entrepreneurship Start-Up
    Accelerator'' project taking place from September 2019 through March
    2020. The project involved the launch of the first accelerator for
    women entrepreneurs in Serbia with the goal of providing a complex set
    of services and a platform for learning, sharing, networking and having
    access to venture capital funds. Participants are educated in
    developing business ideas, business idea marketing, business incubation
    and business acceleration, with the goal of generating at least five
    business ideas which will be presented to potential investors.
    Tajikistan
        From 2011 through 2019, the Center hosted 541 delegates from
    Tajikistan. In 2020, the Open World program in Tajikistan will continue
    its work with the Parliament of Tajikistan, while also hosting programs
    for government managers, in support of higher education reform, and
    supporting women entrepreneurs. These programs are aimed at promoting
    more effective, accountable and transparent institutions, as well as
    investing in Tajikistan's human capital, ailing education system, and
    the untapped potential of women, who are afforded far fewer
    opportunities than men.
        Open World alumni in Tajikistan are extremely active, and regularly
    develop new projects while also sharing their Open World experience
    with others. In 2019, the Embassy approved nine Open World alumni
    projects for grants, which accounts for 33% of the total approved
    project proposals for that U.S. Embassy. The Center's Alumni Outreach
    Assistant traveled to Tajikistan in October 2019 for an Open World
    alumni conference and met alumni that are working on projects they
    implemented after traveling to the United States. Many alumni, as well
    as U.S. Embassy staff attended the conference.
        An Open World alumna from 2019 is one of the most successful women
    leaders in Tajikistan. In 2013, she established her own Public
    Organization ``IDEA'' that provides a team of experts to provide women
    with the necessary skills and information they need to find proper
    jobs, expand their businesses, and find their place in society. After
    her Open World program, she felt more confident in her role as a woman
    business leader. Meeting her American counterparts inspired her to
    implement more large-scale projects in Tajikistan. In 2019, she
    implemented three projects: a 21-day leadership and entrepreneurship
    development project; a collaboration between her organization and the
    Embassy of Great Britain; and, the forming of a partnership with the
    European Bank for Reconstruction and Development focusing on female
    entrepreneurs.
        One alumnus, who was hosted in Sacramento in 2016 on a volunteerism
    theme, was so inspired by what he saw in the U.S. that he created the
    ``Open Hut'' project when he returned back to Tajikistan. The alumnus
    realized more needed to be done in his small rural community to help
    children with disabilities. With an alumni grant, he was able to create
    the Open Hut project which provides lawyers, medicine, and therapy for
    children with disabilities and their parents. He is working to combat
    the stigma that surrounds children with disabilities and their families
    in rural and very religious areas of Tajikistan and change the
    mentality that leads to children with disabilities being ``hidden''
    from public exposure. His goal for the future is to continue working
    with children with disabilities and create recreational clubs for them
    to improve their lives.
    Turkmenistan
        From 2008 through 2017, the Center hosted 197 delegates from
    Turkmenistan. Open World is planning to resume programming in
    Turkmenistan in 2020, after not hosting programs for the past two
    years. This year's programs will focus on sustainable tourism in rural
    environments and on sports for youth with disabilities, which will also
    support the sister city relationship between Albuquerque and Ashgabat.
    These programs will help to increase Turkmenistan's integration into
    regional and global economic markets, as well as increase commercial
    ties between the United States and Turkmenistan, improving economic
    stability and the quality of life.
    Uzbekistan
        From 2003 through 2019, the Center hosted 185 delegates from
    Uzbekistan. The Open World program in Uzbekistan is focused on
    supporting the robust reform efforts of the new President and the
    government, primarily in the areas of parliamentary governance, rule of
    law, and economic development.
        In 2020, the Center will expand its work with the Uzbek Parliament
    by hosting two delegations of Members of Parliament and one delegation
    of parliamentary staffers. In addition, programming will be conducted
    in e-governance, transparency and governmental accountability, and
    agriculture in the modern market.
        Last year's delegation of Members of Parliament from Uzbekistan
    were able to give Members of Congress firsthand actionable information
    about key developments in that country and provided an update on the
    progress of comprehensive reforms initiated by President Mirziyoyev.
    This group of MPs was also particularly interested in how Congress
    serves their constituents, and was able to return home with a wealth of
    new ideas. As the new President has called on the Uzbek Parliament to
    be more accountable, these interactions and sharing of best practices
    has inspired many of the new and less experienced MPs to return home
    and implement reforms.
        Open World alumni in Uzbekistan include senators, mayors, the
    Deputy Minister of Investment and Foreign Trade, and the Deputy
    Minister of Innovative Development. In spring 2019, the current
    Chairman of the Senate met with the Center's leadership in Washington
    and subsequently nominated a delegation of women leaders to participate
    in the program.
                                   conclusion
        Before closing this statement about the Open World Leadership
    Center, it is important to talk about the continuing participation of
    Russian delegates once their program is over. Russia continues to play
    a critical role in events in the region, in Europe, and its reach
    extends much further. Kremlin control of media within Russian borders,
    and the very effective disinformation campaign in neighboring states,
    has brought the intended results--strong internal support for the
    Russian president and for his policies; a resurgent pride in Russia's
    expanded role on the world stage; and a reassertion of its spheres of
    influence. A few years ago, the United States had more than 300 active
    exchange programs with Russia. Today there are just a few, and only
    one, the Open World program, has the means to reach throughout this
    vast country and to attract rising leaders who might otherwise eschew a
    U.S.-sponsored program.
        Ukraine is entering its sixth year of conflict with the Russian
    Federation and its sixth year of sporadic, though effective, reforms.
    While relations with Russia and between Russia and Ukraine remain
    unsettled, there looms the issue of how the United States Congress can
    continue to support Ukraine while maintaining an authentic conversation
    with the people of Russia.
        Our Russian, Ukrainian, and other delegates, who stay with American
    families for their intense ten-day program, return with an
    understanding of a people in the United States who share many of the
    same aspirations they have: a prosperous, peaceful country; hope that
    their children will fulfill their potential; and a desire to understand
    one another. With at least a third of the delegates under the age of
    30, and recognized as leaders among their peers, these Open World
    program participants can explain to their broad range of contacts that
    the United States is not as portrayed in the mass media, but nuanced as
    is their own country.
        The Open World program, in some ways, is a last hope for
    cooperation with Russia and is a lifeline to democratic processes in
    Ukraine. As a resource for Congress and the nation, the Open World
    program is a crucial American effort to sustain cooperation with Russia
    and to build a future relationship. Our alumni there, 20,000 strong,
    fill important positions in all regions, and consists of dedicated
    professions in key areas of development. In Ukraine and throughout
    Eurasia, the Center has bolstered relations between these Parliaments
    and Members of Congress, and supported critical reform efforts.
    Congress is right to be proud of what they funded and supported.
        Advancing democracy and strengthening civil society worldwide is a
    strategic long-term investment in our nation's security and a crucial
    source of America's influence and strength in the world. The Center is
    committed to these efforts recognizing the possibility of uncertainty
    and setbacks, and understanding that progress requires unwavering
    dedication to the enduring principles and goals that make the United
    States a country that others look to with admiration.
        Russia and Ukraine are keys to the future of the region. By
    supporting reformers and Euro-integrationists in Ukraine, by supporting
    those engaged in countering disinformation, and by helping committed
    officials use the laws on decentralization, health, and educational
    reform succeed, we in a small way help balance the overwhelming
    advantage Russia enjoys at this moment. Our intertwined interests and
    rivalries with Russia will not fade, and we need to be smart enough to
    engage the post-Putin generation for they will soon enough influence
    whether their country continues its role as a destabilizing force or
    cooperates with the community of nations in Europe and Eurasia.
        The Open World program has been carefully honed through the years
    based on an ongoing and constant review of the programming. Bearing in
    mind that quality will not be compromised, the Center continues the
    trend of reducing unit cost per appropriated dollar; of adjusting the
    strategies for nominations to bring legislators as a significant
    portion of our delegates; of working with many host organizations in
    all fifty states to make the programs highly relevant; and of fostering
    partnerships and projects involving alumni and hosts. To that end,
    Congressional leadership in supporting the Center and its highly-
    regarded Open World program is paramount to the Center's continued
    success.
    ---------------------------------------------------------------------------
        \1\ Fiscal 2020 countries (17) include Armenia, Azerbaijan,
    Belarus, Estonia, Georgia, Kazakhstan, Kosovo, Kyrgyzstan, Moldova,
    Mongolia, North Macedonia, Russia, Serbia, Tajikistan, Turkmenistan,
    Ukraine, and Uzbekistan; past countries (4) include Egypt, Lithuania,
    Peru, and Turkey.

        [This statement was submitted by Jane Sargus, Executive Director.]
                                     ______

    Prepared Statement of the Sergeant at Arms and Doorkeeper of the Senate
        Chairman Hyde-Smith, Ranking Member Murphy, distinguished Members
    of the Subcommittee; I appreciate the opportunity to testify in support
    of the Sergeant at Arms' budget request for fiscal year (FY) 21.
        The SAA respectfully requests $225.2M in appropriated salary and
    expense funds, a 4.9% increase from the FY20 enacted level. The SAA has
    also identified a need for seven additional full-time equivalents
    (FTEs) to support our mission to provide security and information
    technology to the Senate. In addition, the SAA requests $4.7M in No-
    Year funds to fund the Senate portion of the Joint Audible Warning
    System (JAWS). This budget request supports our continued focus on the
    safety and security of Senators while providing a range of technical
    and administrative services. Our requested increase will allow us to
    make needed investments in the safety and security of the Senate and
    our information technology infrastructure, begin refurbishment of 43
    Senate hearing and meeting rooms, and fund 927 FTEs in furtherance of
    the SAA's mission to support the Senate.
        As I begin my third year as Sergeant at Arms, I am pleased to share
    with you how we have made steady progress in meeting our mission.
                             emergency preparedness
        Our office has been proactively preparing for, responding to, and
    assisting the Senate in maintaining legislative operations prior to and
    throughout the SARS-CoV-2 virus and COVID-19 pandemic that has become a
    public health crisis. We instituted social distancing in the early
    stages by encouraging staff to maximize telework where possible to
    deter the potential spread within Senate office buildings while
    maintaining the critical services required to operate the Senate.
        The SAA Office of Emergency Preparedness (EP) routinely provides
    Continuity of Operations (COOP) planning support which includes
    pandemic planning. The COOP team contacted Member and committee offices
    in advance of any closures with an encouragement to revisit their plans
    and an added focus on those offices that had not recently updated their
    procedures. A similar effort was undertaken by our State Office
    Operations team for the 470 state offices throughout the nation.
        In conjunction with the Office of Attending Physician (OAP), the
    Architect of the Capitol (AOC), the U. S. Capitol Police (USCP), and
    other local stakeholders, we disseminated guidance on appropriate
    mitigation and response techniques. We worked with OAP to share
    resources with Senate staff and Office Emergency Coordinators on how to
    prepare for and respond to the crisis. The EP office also collaborated
    with the Secretary of the Senate and other stakeholders to update the
    overall Senate Pandemic Plan.
        EP activated the SAA Operations Center (SOC) on March 13 to monitor
    the outbreak and coordinate the SAA's response process. We use software
    to provide real-time organizational viability, focusing on operational
    capacity and employee status. The majority of SAA staff are working
    remotely while providing mission critical support to Senate operations.
        We have partnered with other legislative branch and National
    Capital Region Operations Centers to continuously improve our response
    as the situation evolves as well as document day to day occurrences for
    future planning purposes. The EP office continues to work with D.C.
    Member offices and committees that have activated their COOP plans in
    addition to reaching out to other offices that may need and benefit
    from our support. The State Office Operations office continues to work
    with all Senate state offices to ensure critical operations, security
    monitoring, and required maintenance services continue. They have
    released streamlined COOP documentation for state office staff and have
    been providing the SOC daily state office status, state emergency
    declarations, and maps detailing COVID-19 cases in relation to state
    office locations. We are working closely with the General Services
    Administration (GSA), Federal Protective Service (FPS), commercial
    landlords, and contractors on access, enhanced cleaning protocols, and
    security for offices located across federally owned or commercially
    leased spaces. We have also coordinated with the Secretary of the
    Senate's Disbursing Office to process and release commercial rental
    payments three weeks early to avoid any delays associated with COVID-19
    closures.
        The SAA Capitol Operations division has partnered with the AOC to
    mitigate the potential spread of SARS-COV-2 in the Capitol Complex by
    implementing an enhanced cleaning schedule for customers. The Recording
    Studio continues to take special care to ensure microphones and all
    other surfaces are sanitized in between Member visits. Additionally,
    the Appointments Desks is no longer reusing badges and clips.
    Furthermore, credentialed media are practicing social distancing and a
    number are also employing pool cameras.
        The SAA Capitol Facilities office is bolstering its cleaning
    regimen in the chamber, cloakrooms, personal offices, hideaways,
    bathrooms, and public areas with staff safety in mind. We use EPA-
    verified hospital grade disinfectant to thoroughly eliminate viral
    strains. More frequent and in-depth cleanings are being conducted in
    public bathrooms. All hard vertical and horizontal surfaces are
    disinfected throughout office spaces. Hallways are receiving more
    frequent treatment with enhanced targeting of benches, handrails, and
    workstations. We are disinfecting all continuously touched surface
    areas, such as elevator buttons and interiors as well as internal and
    external office door handles and knobs.
        Our Postal Service operation continues to process incoming mail to
    ensure it is safe and is offering the option to hold or deliver mail
    for closed offices. We are providing a new digital imaging service
    through the Printing, Graphics, and Direct Mail (PGDM) department to
    electronically convert incoming First-Class mail and post it directly
    to the office's secure Customer File Exchange folder for safe
    retrieval. At this time 84 offices are participating in the digitized
    mail program. PGDM has also provided 60 offices with digital
    letterhead, 34 offices with digital signatures for correspondence and
    16 offices are participating in electronic constituent letter proofing.
        The SAA Office of the Chief Information Officer (CIO) has worked to
    best position the Senate network to support large scale telework
    operations. This has included reconfiguration of network equipment,
    ensuring contractual provisions are in place to allow for increased
    internet bandwidth, procuring additional laptops and peripherals, and
    reviewing vendor contracts to make sure plans and provisions are in
    place to support IT Help Desk and technology support operations. More
    than 3,000 Senate staff and contractors accessed the network remotely
    on the first day mass telework was implemented in contrast to 800
    remotely working individuals during a normal schedule.
        The CIO has noticed a dramatic increase in telework and
    telepresence services with the following activity in the March 13th--
    April 8th timeframe:

      --The daily average number of VPN users morphed to 4,800, compared to
            the previous daily average of 500-600 per day.
      --There were 13,146 conference calls in this period compared to 5,419
            calls between January and February combined.
      --Call Forward Remote Access feature was added to 1,500 DC phones.
      --A new DC soft phone capability was released with 31 clients
            immediately participating to answer their main line numbers
            remotely. Since the original release, it has increased to 66
            offices.

        The Senate Employee Assistance Program (EAP) has transitioned to
    serving employees and their family members by phone and virtually. The
    team is fully staffed and meeting with individuals to address a wide
    array of emotional and behavioral issues including an increase in
    anxiety. EAP has also been participating in team conference calls with
    Senate offices to provide support including assisting managers and
    supervisors throughout the Senate to address employee and
    organizational challenges and needs during this unique time. EAP will
    continue to offer regular communication to the Senate community with
    appropriate suggestions and available resources.
        SAA will continue to support the health, safety, security of
    Senators and staff while ensuring legislative operations continue with
    the robust series of additional measures discussed above.
        We continue to educate, train, and exercise emergency plans and
    procedures to ensure Members and staff are equipped with the necessary
    knowledge, skills, and tools to prepare for, respond to, and recover
    from a variety of emergencies. During FY19, we updated 147 Emergency
    Action Plans and plan to update a similar amount in both FY20 and FY21.
    These plans provide detailed evacuation routes and elevator locations
    for the mobility-impaired. Further, we assisted 26 Member offices and
    committees with completing their Continuity of Operations plans,
    strengthening the Senate's ability to continue performing its essential
    functions during and after disruptive events. We also supplied and
    maintained emergency supply kits, annunciators, and escape hoods
    (including baby escape hoods), offering personalized preparedness,
    alert notification, accountability, and equipment training. We
    distributed guides informing staff on how to respond to threatening
    situations, protestors, and other emergencies.
        In FY19, our office obtained and configured four iPads to
    streamline the boarding and manifesting process of Senators and staff
    during emergencies to ensure accurate accountability rosters at a
    variety of locations. In FY20, our office will create four new mobile
    communications and boarding/manifesting kits that we will deploy during
    emergencies or special events, or use on Congressional delegation trips
    abroad.
        We implemented technological improvements to increase facility
    functionality in the Leadership Coordination Center (LCC) during
    emergencies. We finalized the Legislative Branch Emergency Call Center
    Plan and continue to work toward certification of a Congressional
    emergency website with the Library of Congress, so that a .gov website
    address can be used by Legislative Branch organizations to share
    unified and approved information with the public during emergencies. In
    FY20, we will integrate the Legislative Branch Family Assistance Center
    (FAC) plan that is under development into the approved Call Center
    Plan, and will join efforts with the District of Columbia to improve
    streamlined planning efforts should a FAC ever be needed during a mass
    casualty event affecting Capitol Hill.
        Readiness and protection of Members, staff, and visitors remains
    our primary focus. Working with the United States Capitol Police, we
    conducted over 30 annual evacuations, shelter in place, and other life
    safety drills, as well as the chamber exercise that allowed staff to
    observe and participate in realistic emergency scenarios and gain an
    appreciation of law enforcement responses. Further, we trained more
    than 4,000 staff on essential topics, including protective actions,
    emergency action planning, and ALERTS/Remote Check-In procedures. For
    FY20 and FY21, we plan to host preparedness fairs, and invite local
    response organizations during the September recess to educate staff
    about their services in order to develop a more resilient workforce.
        Over the past year, we have completely updated the SAA Operations
    Center plan and concept of operations. In collaboration with colleagues
    throughout the Senate, we have developed a forward leaning information
    hub focused on the Senate institution. We have positioned the SOC to
    integrate into operations with the Secretary of the Senate, House of
    Representatives, Architect of the Capitol, and USCP Operations Centers
    during planned and emergency events to establish a unified approach to
    incident management. The Joint Audible Warning System (JAWS) is
    replacing the legacy annunciator system, which was installed shortly
    after 9/11 and the anthrax attacks on the Capitol complex. The current
    system has become obsolete with limited support and hardware available
    for maintenance. The new system will provide an encrypted, remotely
    manageable audible warning system with coverage in required areas of
    the Capitol complex. We submit our FY21 request through a collaborative
    effort with the House SAA, USCP, and AOC. Our budget request aligns
    with the same methodology as the USCP and AOC and will cover the cost
    of engineering and technical services ($1,628K), infrastructure
    equipment costs ($711K), and end units ($2,401K).
        We recently completed a year-long pilot program with the Committee
    on Energy and Natural Resources to install an alert beacon in their
    hearing room to provide a silent visual notification to the Chief
    Clerk, who can determine a response to the emergency message. We are
    grateful to the committee staff for their feedback and assistance in
    shaping the program to meet committee needs, and plan to offer beacons
    to all committees this upcoming year.
        We continue to collaborate with the House, USCP, AOC, and Library
    of Congress to update, manage, and exercise joint communications plans
    and procedures for various communications devices. We also continue to
    work with the Executive Branch and other partners to expand priority
    and preemption cellular services to select Senate users, and provide
    access to secure communications devices as needed during highly
    congested events.
                    security planning and police operations
        In coordination with USCP, we provide security and law enforcement
    support for the Senate community. This year's efforts included: 1)
    coordinating 1,286 Senate campus access requests; 2) working with the
    Committee on Rules and Administration and USCP to identify and publish
    numerous door and barricade restrictions during recess periods, special
    events, and holidays; and 3) representing the Senate on a joint Senate,
    House, USCP, and AOC campus security working group. Additionally, we
    coordinated security coverage for 455 committee hearings and more than
    70 Member-specific security requests. We also partnered with USCP to
    participate in several residential security assessment for Members. New
    this year, we reinstituted Security Awareness Briefings for Senate
    staff and held more than 50 sessions to provide information covering a
    variety of security-related topics.
        Our office provides real-time situational awareness through USCP
    Command Center support. Our staff are on duty all hours the Senate is
    in session, and throughout normal business hours during periods of
    recess, to allow for communication between our office, USCP, and the
    Senate community throughout routine operations, special events, and
    emergencies. Last year, we monitored approximately 697 security events
    through this program. My staff also provided security oversight and
    coverage during the State of the Union address, summer concert series,
    and demonstration activities in Senate office buildings.
                      intelligence and protective services
        We recognize the value of maintaining collaborative partnerships
    with various federal, state, and local law enforcement, intelligence,
    and force protection entities. We are able to synchronize information,
    identify security risks, monitor threat streams, and maintain
    situational awareness to ensure appropriate mitigation and prevention
    strategies are deployed to protect the safety and security of the
    Senate, domestically and abroad. Expanding social media platforms and
    the availability of open source materials allow individuals to spread
    malicious intents and activities to a large audience. We proactively
    research and analyze such material and engage with community partners
    and subject matter experts to maintain security-related situational
    awareness and identify threat data against Members, their families, and
    staff. We discovered over 300 comments of concern, which we referred to
    USCP, resulting in more than 30 criminal threat violations, a 110%
    increase over the previous year. For FY21, we anticipate social media
    awareness, as well as threat discoveries, to increase as social media
    platforms become a prominent communication method and open source
    intelligence technology develops further.
        We collaborate with USCP and other law enforcement agencies to
    ensure appropriate notification and communication with specifically
    targeted Members and staff while continuously monitoring, evaluating,
    and conducting vulnerability, risk, and threat assessments to determine
    and apply suitable security measures and protective operations
    coverage. For FY19, we tracked, monitored, and updated Senators and
    staff on over 150 active criminal threat cases, which is more than a
    30% increase from FY18. We expect our FY20 and FY21 cases to remain
    comparable to FY19. Additionally, we provide situational awareness for
    the Senate community regarding significant upcoming events or planned
    activities in and around the Capitol complex and state offices, which
    may adversely affect Senate business. Finally, we collaborate with USCP
    and other agencies to support contingencies, oversee security
    operations, and perform incident management and response action
    planning for major events. These major events include the Inauguration,
    State of the Union, Senatorial retreats, National Conventions,
    televised concerts, joint sessions of Congress, and other high profile
    National Special Security Events such as the Lying-In-State or In Honor
    of a government official in the U.S. Capitol Rotunda. This fiscal year,
    we will support events such as the Republican and Democratic National
    Conventions, and our key event will be the Presidential Inauguration in
    2021.
        In FY21, we expect an increase in Member-specific requests. The SAA
    stands ready to assist Member offices with coordinating security and
    law enforcement needs. Our FY21 budget request identifies a $250K
    increase to cover the estimated amount of funds required to support
    USCP personnel on Congressional Delegations as addressed in the 2006
    Interagency agreement between the SAA and USCP and in compliance with 2
    U.S.C. Sec. 1975.
              office of member outreach and security coordination
        The primary objective of the Office of Member Outreach and Security
    Coordination (MOSC) is to actively engage with all Senators in order to
    proactively create a conduit for security-related information flow and
    appropriate liaising with law enforcement. In coordination with the
    USCP and other law enforcement agencies, this office continues to
    mature. For FY20, we implemented several security initiatives, law
    enforcement outreach efforts, and protective services objectives,
    including scheduling meetings with all 100 Senators' Chiefs of Staff
    and senior leadership in order to establish an open dialogue regarding
    security support to Senators and staff, both while in D.C and away from
    Capitol Hill. Information outlined includes security assessments and
    law enforcement coordination for public and private events, overseas
    travel assessments and coordination, tools for off campus safety,
    reporting procedures, SAA security training initiatives, cybersecurity
    awareness, and enhancing overall security postures. Additionally, the
    MOSC has engaged in active outreach and discussions regarding all
    active threat and criminal cases directed at Members and/or staff, as
    well as weekly reinforcement emails to Chiefs of Staff, Administrative
    Managers, State Directors, Chief Clerks, and Schedulers regarding
    campus safety initiatives. Additionally, MOSC participates in all
    Security Awareness Briefings for Senate office staff alongside USCP
    counterparts. Finally, we have increased initiatives with partner
    intelligence agencies.
        Each effort is undertaken to ensure Members and their staff receive
    the necessary guidance, tools, and support when planning and attending
    national public events. We provide offices with a final product
    highlighting the overall threat level, specific areas of concern, and
    local law enforcement contact information. In FY20, we have extended
    this coordination to incorporate assistance in additional areas such as
    providing law enforcement notifications for identified Rest Overnight
    locations and coordinating escorts at airports, train stations, and
    other mass transit locations. Through this extensive outreach
    initiative, MOSC has completed approximately 525 law enforcement
    coordination and assessment requests, 39 law enforcement escort
    requests, and 40 rest overnight notifications during the first half of
    FY20 (October 2019--March 2020). While initially on track to nearly
    double the approximate 626 total requests completed in FY19, we
    anticipate that the COVID-19 pandemic will significantly impact our
    coordination numbers for FY20 due to the decline in scheduled public
    events and travel plans. Given the current climate, we continue to
    adapt our efforts and focus on how we can support Senators with their
    current needs as they relate to virtual town halls and alternative
    constituent outreach. As this pandemic continues, we will remain in
    support of the Senate for the upcoming 2020 election cycle and work to
    serve their needs during this ever-changing environment.
        Further, we continue to disseminate weekly emails to Administrative
    Managers, Chief Clerks, and Schedulers offering simple methods for
    requesting law enforcement coordination and security assessments to
    mitigate concerns at public events with Members in attendance. During
    FY21, we will engage in personal meetings with all Chiefs of Staff and
    senior level management-both to complete our final introductions and as
    a follow up to prior meetings-to ensure all offices receive the most up
    to date information. We will augment these outreach efforts by
    collaborating with USCP to develop additional training programs and
    security techniques for staff to use in this ever-evolving threat
    environment.
                                   id office
        We partnered with multiple Senate divisions to manage ID badge
    requests with the appropriate data and designations. Almost 18,000 new
    and updated Congressional and Press IDs were issued in FY19. We
    anticipate our FY21 volume to be consistent if not greater than
    previous fiscal years due to USCP-established identification
    requirements for special events and increased demand from state
    offices. The ID office is collaborating with the office of the Senate
    Chief Information Officer (CIO) to support various capabilities as
    outlined in the Homeland Security Presidential Directive (HSPD) 12,
    including email encryption and two-factor secure remote network access
    throughout FY20 and FY21.
        We recently updated our badge production hardware designated for
    use during Continuity of Government and Continuity of Operations events
    and will further upgrade printers and cameras in late FY20 to ensure we
    are able to support the growing demand for SmartCards and proximity-
    based IDs. We are scheduling future upgrades in a five-year cycle or
    earlier in order to meet National Institute of Science and Technology
    standards, which are considered best practices.
        We have been actively pursuing a vendor who can make the necessary
    modifications to our current badge management system to improve the
    accuracy and efficiency of our current production process while
    remaining good stewards of financial resources.
        SmartCards used for digital signatures in the Senate financial
    management system (FMIS NextGen) during FY19 expanded to include all
    Member, committee, and support offices. This expansion has increased
    demand for SmartCards by 30% each Congress, dating back to the 114th
    Congress. As the system expands its functionality and user population,
    we expect this number to grow throughout FY20 and FY21.
                               parking operations
        We continue to accommodate staff vehicle needs during ongoing
    renovations throughout the Capitol complex. Long-term construction
    projects, such as the Russell Senate Office Building's exterior
    rehabilitation, will continue to affect various permit holders over the
    next three to four years. In collaboration with the AOC, we remain
    committed to limiting disruptions during the Russell Senate Office
    Building underground garage renovation. During May of FY20, we will
    upgrade the permit management application process to streamline
    enforcement, enhance collection efforts, improve accuracy, and deliver
    real-time updates from field Parking Specialists. In FY21, we will
    purchase new Zebra permit printers, as well as Windows Surface Pros, to
    use in parking lots to enhance on-site customer service.
                             cybersecurity response
        We are in the fifth year of transforming cybersecurity from a
    reactive to proactive program defending the Senate. During FY21, we
    will focus on five key cybersecurity areas. First, we are currently
    developing a standardized methodology to assess the resiliency of our
    operations and evaluate the security of Senate-specific and cloud-based
    systems used or proposed for use by the Senate. Once this methodology
    is completed, we will develop a schedule to evaluate the effectiveness
    of the cybersecurity program. Second, we will conduct advanced
    resiliency assessments for Senate offices and committees that include
    coordinated penetration tests, vulnerability assessments, and advanced
    phishing assessments, among other actions. These advanced assessments
    will also evaluate the effectiveness of the Cyber Security Operations
    Center, as well as Information Technology systems supporting the Senate
    network. Third, we will continue to concentrate on mitigating risk
    associated with the potential insider threat, through education and
    technical means. Fourth, we will continue maturing our cybersecurity
    awareness campaign in collaboration with other agencies. Finally, we
    will continue evaluating gaps in cyber and privacy security as it
    relates to cloud-based services and other technologies, and will work
    to develop and post relevant cybersecurity policies to the Senate
    community. Through the standup of a contracting review board, we review
    all awarded contracts for legal, cybersecurity, and privacy risks. This
    review continues to mature and includes development and continual
    refinement of legal, privacy, and cyber concerns on vendors' terms and
    conditions.
                           cio security enhancements
        We continue to work closely with offices on multi-factor
    authentication (MFA) to enhance the security of the Senate IT
    infrastructure. With input from Senate offices, we procured an MFA
    solution in November 2018. In FY19, we integrated the MFA solution with
    our Privileged Access Management (PAM) and Virtual Private Network
    (VPN) and made the MFA PAM solution available to all Senate offices. In
    early FY20, we transitioned all Senate users to the new MFA VPN
    solution. During FY21, we will further secure access to critical Senate
    services and data using MFA for other applications.
        To address the ongoing need for increased security of highly
    privileged accounts, we expanded enrollment into PAM to include the
    accounts used by office System Administrators. PAM significantly
    increases the security posture of the Senate information systems,
    protecting the most sensitive data by limiting exposure of privileged
    credentials and protecting access to those credentials with MFA. We
    will continue outreach efforts during FY21 to ensure all Senate offices
    are using PAM to better protect the Senate network, resources, and
    data.
        The Identity and Access Management (IAM) program remains
    strategically important as it ensures users of IT resources have the
    right access to the right systems and data from initial onboarding
    through their tenure at the Senate, ensuring access to all systems and
    data terminates once they are no longer an employee of the Senate. SAA
    CIO plans to deploy IAM in a pilot program late in 2020. With the
    increased adoption of cloud services across the IT and mobile device
    landscape, it is essential that a user's access to the proper systems
    and data can be managed efficiently and securely. Additionally, cloud
    products rely on user licenses to access these services, and the
    ability to correctly license and delicense users is essential to
    control costs.
                        enterprise and network services
        Further developing the Senate's hybrid cloud strategy remains a key
    goal during FY20 and FY21. During FY20, we developed a cloud strategy
    centered on moving appropriate software applications to cloud services,
    after careful analysis of data protections and the Senate's ability to
    secure cloud services. In partnership with Senate offices, we conducted
    a thorough pilot of cloud-based storage and collaboration tools. This
    provides users with greater capacity of cloud-based storage and allows
    them to access the storage from any Senate device, while offering a
    modern collaboration platform sought by Senate users. During FY20 and
    FY21, we will make these services available to all Senate offices and
    evaluate the use of additional cloud services.
        In FY19, we identified a modern data center to provide geographic
    separation, enhanced resiliency of critical IT services, as well as
    improved physical security. Additionally, this data center provides
    efficient and reliable power, cooling, and network redundancy to ensure
    that critical IT services are always available. Select critical IT
    services will begin running out of the new data center in FY20, and the
    buildout will continue into FY21. Ultimately, some services will run
    out of this new data center while other services will run from cloud
    providers. We are undertaking additional analysis to ensure we provide
    the right mix of cost effective and modern services between a mix of
    data centers and the cloud.
        We will also begin replacing campus network distribution switches
    that have reached end of life, starting in FY21 and completing in FY22.
                   enterprise and system development services
        In FY20, we commenced an effort to improve customer service by
    replacing our current IT service management platform with a more modern
    system. This application functions as a Help Desk ticket workflow and
    management. In FY21, we plan to complete the acquisition of the new
    platform and required integration services and begin the
    implementation.
                           it support communications
        In FY18, the SAA began expansion of the digital signage system to
    approximately 60 locations within the Hart, Dirksen, and Russell
    buildings, with a plan to add 54 new locations over the next five
    years. The expanded digital signage system will display graphical
    wayfinding information and emergency notifications, in addition to
    existing directory information and hearing schedules. The new digital
    signs will connect to the Joint Emergency Mass Notification System.
        The multi-year effort to upgrade and modernize the state office
    telephony infrastructure for all 460-plus state offices is underway and
    the first 170 offices have been completed. We expect to complete an
    additional 200 offices in FY20. It will provide each state office with
    new hardware, increased flexibility, a feature-rich voicemail platform,
    and additional security at a lower cost.
        We are currently evaluating the legacy telephone system for the
    Capitol and Senate buildings and plan to upgrade it, as well as the
    adjunct systems. This Unified Communications and Collaboration (UCC)
    platform will upgrade the existing Voice over IP telephone switch and
    associated subsystems, including, but not limited to, voicemail,
    instant messaging, contact center, integrated voice response systems,
    audio/video conferencing, and any other collaboration tools that
    support Senate offices. We have contracted with subject matter experts
    to assist in requirements development and design for a new UCC
    platform. We are currently interviewing Senate offices and other
    stakeholders to gather requirements that will inform our procurement
    action. Our FY21 budget request reflects our estimated increase for
    this upgrade.
                              contingency programs
        Contingency Programs, in collaboration with the Secretary of the
    Senate, House Officers, Architect of the Capitol, and other Senate and
    Executive Branch partners, mitigates against potential impacts through
    identification of vulnerabilities, and the development of strategies,
    plans, and capabilities. This allows the Senate constitutional
    functions to continue in the face of natural and man-made disruptions.
    We accomplish this through the incorporation of continuity best
    practices, regularly scheduled assessments, planning reviews,
    exercises, and collaborative work groups. The mainstay of Contingency
    Programs are flexible relocation options, a comprehensive family of
    plans, and trained employees ready to deploy, as needed. Efforts
    undertaken in conjunction with the House of Representatives are
    performed under the auspices of the Joint Congressional Continuity
    Board. The Senate Continuity Board, comprised of the Sergeant at Arms
    and Secretary of the Senate, manages Senate-specific efforts.
        Contingency Programs undertook several continuity exercises, which
    validated existing plans and capabilities. One such exercise involved
    setting up an alternate chamber. We successfully accomplished this over
    a two-day period, thanks to the efforts of staff representing SAA and
    the Secretary of the Senate, Architect of the Capitol, Committee on
    Rules and Administration, and Party Secretaries. Simultaneously, we
    established alternate office space in response to a simulated
    disruption, which denied access to Senate office buildings.
        In FY20, multiple exercises will take place to test and validate
    our capabilities. One major exercise will be a week-long mobility and
    relocation exercise, tasking Senate continuity stakeholders with
    deploying vehicles, equipment, and staff to an off-site location,
    setting up functioning offices, and challenging staff to perform
    essential functions as if the Senate had relocated to a continuity
    site. We expect the results of the exercise to contribute to the
    refinement of plans, provide training, identify capability gaps, and
    inform future investments. As we move toward FY21, the Contingency
    Program Office anticipates further program refinement, while searching
    for more efficient and effective means of ensuring the Senate's ability
    to meet its constitutional obligations in the face of an increasingly
    complex and diverse threat environment.
                       printing, graphics and direct mail
        We provide support to the Senate community through graphic design,
    printing, photocopying, mailing, document preservation, logistics, and
    secure offsite transfer of Senate material. As printing and production
    equipment approaches the end of its lifecycle, we will begin replacing
    and replenishing within our existing budget.
        Through software updates and enhanced training, we will continue to
    provide more integral communication opportunities by using digital
    technology to create both print and digital solutions for Senate
    offices throughout FY20 and into FY21. We have actively begun
    implementing digital publications for various offices, while ensuring
    that items such as 508 compliance are applied. Those digital solutions
    have generated additional printed material that will require enhanced
    printing technology, which we will implement in FY21. We continue to
    seek and provide training through various methods and resources to
    ensure we meet or exceed industry standards.
                               senate post office
        We test and deliver mail and packages to more than 180 locations
    within the Capitol complex, while providing a messenger service to
    multiple locations throughout the Washington metropolitan area. In
    FY19, our office safely processed and delivered more than 7.25 million
    incoming mail items, while intercepting nine suspicious mailings that
    required an immediate response by the USCP. We prevented delivery of an
    additional 920 mailings bearing characteristics with the intent to
    disrupt Senate business and requiring further scrutiny by USCP.
        Providing mail safety and security training for both D.C. and state
    offices remains vital to ensuring all Senate staff know how to respond
    to potentially dangerous situations. We offer training through the web
    (static video), VTC, and webinars and accomplish it in coordination
    with our State Office Programs group.
                               capitol facilities
        We support the work of the Senate by providing a clean,
    professional environment in the Capitol. Our Environmental Services
    Division cleans Capitol offices, hallways, and restrooms; moves
    furniture for offices; and provides special event setups for 15 meeting
    rooms in the Capitol and the Senate expansion space in the Capitol
    Visitor Center. The Furnishings Division provides furnishings,
    including stock and custom furniture, carpeting, and window treatments,
    to Capitol offices. They also provide framing services for Senate
    offices and committees. Their focus continues on realizing cost savings
    and improved efficiency, while maintaining the same level of service.
                                support services
    Transportation and Fleet Operations
        We procure, manage, and maintain Senate vehicles; operate the
    Senate Daily Shuttle service; and provide the Senate with emergency
    transportation and logistics support. The fleet includes trucks, vans,
    buses, SUVs, electric vehicles, handicapped-accessible vehicles, and
    Segways. In FY19, staff transported more than 22,000 passengers through
    the SAA Shuttle Service, and our FY20 budget and FY21 request have us
    postured to provide the same level of support.
    Photography Studio
        We provide photo-imaging services for Senate offices and
    committees. Our studio manages and maintains the Photo Browser
    application that provides Senate offices a secure, accessible archive
    of all photos accumulated during a Senator's term in office. Currently,
    the Photo Browser system contains more than 1.7 million photo image
    files. In FY19, our staff photographed more than 185,000 images,
    produced more than 54,000 photo prints, and coordinated scanning for
    end of term archiving of more than 89,000 photo images for Senators
    leaving office. We are able to provide the same level of service in
    both FY20 and FY21 without any additional increase.
                            state office operations
        We have seen an appreciable increase in state office rents for both
    commercial and federal buildings over the past two years. In order to
    cover these costs, we are internally realigning funds to support the
    execution of leasing, tenant improvement, project management, security,
    and emergency preparedness functions for more than 460 federal,
    commercial, and mobile Senate state offices across the United States.
    Our staff works closely with commercial landlords, the General Services
    Administration (GSA), and the Federal Protective Service to ensure
    Members' operational and security needs are met in their state offices.
    In FY19, we completed 88 relocation and renovation projects,
    coordinating construction, furniture, equipment, and delivery of IT
    services. We expect this number to remain steady in FY20 and increase
    in FY21 as the team works to support new Members and all commercial
    lease renewals for the 117th Congress. Our success in managing the
    Senate's State Office Operations portfolio hinges on our close and
    collaborative working relationship with Senate staff. In FY19, in
    conjunction with the GSA, we hosted the first-ever State Office
    Operations Open House to increase awareness of our services, security
    recommendations, and best practices. We look forward to hosting this
    event yearly as a way to further promote our services and security
    enhancements.
        We remain committed to ensuring the safety of Members and staff,
    and continue to provide customized security systems, monitoring
    services, and enhanced office security construction designs to state
    offices without affecting Member office budgets. Over 98% of state
    offices have adopted some level of recommended security enhancements.
    In FY19, we provided initial physical security enhancements for 28
    state offices and enhanced existing security for 17 others.
        Emergency preparedness training and familiarity with security
    equipment equates to higher levels of compliance and readiness. In
    FY19, more than 300 Office Emergency Coordinators, staff, and interns
    attended at least one of our training or emergency plan review
    sessions. We offered 40 webinars, provided on-site state office
    security awareness briefings to 138 staff members, and 55 received USCP
    active shooter training. We worked closely with USCP to maintain our
    security awareness and emergency preparedness outreach, increasing the
    number of state offices visited in FY19 by 84%, in order to provide on-
    site training. We also continued supporting the requirement for state
    offices to comply with the Congressional Accountability Act, assisting
    over 100 state offices with the development of emergency action and
    continuity of operations plans, a 168% increase over the prior year's
    completion rate. Our focus on state office readiness and training will
    continue into FY21 as we support transitions associated with the 117th
    Congress.
                            senate recording studio
        In FY19, we provided 1,029 hours of gavel-to-gavel coverage of
    Senate floor proceedings, including 5,503 livestreamed page views to
    569 unique visitors, as well as archiving of the proceedings on the
    Senate's website, www.senate.gov. We also coordinate with other
    government agencies, such as the Voice of America and the Department of
    State, to provide hearings to a larger audience. Further, we enable
    Senators working in D.C. to communicate with their constituents and
    news outlets back home. In calendar year 2019, the Studio produced
    1,010 television productions and 720 radio productions.
        During FY19, we renovated two hearing rooms, replacing audiovisual
    equipment that had exceeded its useful life. We will complete one
    hearing room in FY20 with the $2,300,000 reprogrammed during FY19.
    During FY21, we are requesting a $2,000,000 permanent budget base
    increase to enable us to renovate one to two rooms a year based on
    Senate priorities for the 43 hearing and meeting rooms. We provided a
    15-year plan to the Committee on Rules and Administration. We will
    continue to work with them, as well as with the Architect of the
    Capitol and the Appropriations Committee, to refine and adjust the
    replacement plan to avoid equipment failure.
                            periodical press gallery
        The Senate Periodical Press Gallery serves the needs of accredited
    news reporters for magazines, newsletters, non-daily newspapers, and
    online publications. Serving as a liaison between reporters, Senate
    officials, and law enforcement remains our primary responsibility.
    Media presence on Capitol Hill has increased dramatically over the past
    few years. Our staff helps maintain crowd control in the Senate subway
    and the Ohio Clock Corridor during votes and party caucus meetings. We
    also coordinate press coverage of hearings, news conferences,
    stakeouts, and other media events in the Capitol and Senate office
    buildings. In addition, we review new press applications in
    consultation with the Executive Committee of Periodical Correspondents;
    renew approximately 1,000 press credentials each year; and maintain
    daily Senate floor logs on the Senate Periodical Press Gallery website
    (www.periodicalpress.senate.gov), which tracks legislative activity,
    votes, and schedule updates. Reporters and Senate staff are also kept
    informed about Senate legislative activity on the Gallery's Twitter
    account (@Senate PPG). Our FY21 budget request will allow us to
    continue providing the same level of service.
                              daily press gallery
        We issue approximately 1,600 credentials to journalists each year.
    As custodians of the largest press complex on Capitol Hill, we serve
    more than 100 reporters who work in the Press Gallery on a regular
    basis. Further, we control access to the Press Gallery inside the
    Senate Chamber, ensure Gallery rules are followed, and coordinate with
    Senate committees on press coverage for hearings and other events
    around Capitol Hill. Our staff remains focused on modernizing services,
    streamlining the online credentialing process, and maintaining real
    time website updates on Senate floor proceedings and notifications to
    Senate staff and reporters via email and Twitter (@SenatePress).
                          press photographers gallery
        Our FY21 budget request allows us to continue to provide support to
    press photographers and representing news organizations from across the
    United States and around the world. This support serves as our primary
    duty to ensure a liaison between news photographers and Congress. Since
    the House of Representatives does not have their own press
    Photographers Gallery, our staff supports the press photographers and
    Congressional staff at House news events and hearings. We support press
    logistics at many high-profile hearings and events and coordinate with
    other SAA offices, the United States Capitol Police, and Senate and
    House offices to ensure press photographers have access without
    interfering with the duties of the Congress. Equally important is our
    coordination of the press logistic plans for Continuity of Government.
                          radio and television gallery
        Our staff serves as the Senate's primary contact to the broadcast
    news, ensuring the Senate's broadcast coverage rules are followed. We
    function as liaison between Senate offices and the broadcast media. We
    issue approximately 3,500 credentials each year to television and radio
    reporters, producers, and technical personnel. We also maintain the
    studio and technical infrastructure Senators use for news conferences.
    In an effort to ensure live coverage capability, our staff conducts an
    extensive connectivity maintenance program, to include the fiber optic
    cabling throughout the Senate office buildings.
                               senate doorkeepers
        As Doorkeepers, we provide access to those with Senate floor
    privileges; enforce the rules of the Senate floor; and facilitate the
    needs of Senators, Senate floor staff, and Senate Pages. We provide
    support for a number of special events attended by Senators, their
    families, and special guests. Moreover, we process approximately
    200,000 visitors from around the world each year and ensure they can
    visit the Senate Galleries safely. In keeping with safety, we also
    undertake emergency preparedness roles, balancing access and safety in
    the Senate.
                            senate appointment desk
        At the Senate Appointment Desk, we safely and efficiently process
    thousands of Senate guests each year for business meetings or other
    purposes. During FY19, we processed approximately 230,000 visitors
    through our network of Appointment Desks located on the first floor of
    the Capitol, in the basements of the Russell and Hart Senate office
    buildings, and in the Capitol Visitor Center (CVC). Of these, more than
    108,000 visitors were in the Capitol complex for official business or
    for a meeting with a Member, a Member's office, or a committee. In
    addition, more than 29,000 international visitors relied on the CVC
    Appointment Desk for Senate Gallery Passes and information. We expect
    the same level of effort in FY21.
                                human resources
        The SAA Human Resources (HR) office provides personnel services and
    advice to SAA managers and employees. In addition, the office provides
    workers' compensation, ergonomic assessments, Americans with
    Disabilities Act accommodation requests, and recruitment services to
    the broader Senate community. During FY19, the Senate Placement Office
    received 768 requests for recruitment assistance from Senate offices
    and processed 30,017 resumes from applicants seeking Senate employment.
        Our FY21 budget justification requests a small increase to ensure
    the viability of the transit subsidy program for our employees and
    includes a request to obtain support to improve, enhance, and automate
    HR processes. Further, we remain committed to working in concert with
    the Secretary of the Senate to streamline our human resource efforts
    and leverage the efficiencies offered by improvements to the HR
    information system.
                     joint office of training & development
        The Joint Office of Training & Development provides training to all
    Senate staff so they have the resources and skills needed to perform
    their jobs. Training & Development averages nearly 8,000 attendees in
    the in-person and online courses annually. The office facilitates
    conferences for state office staff, and provides customized training,
    facilitation services, and coaching to Member, committee, and support
    offices, averaging about 215 attendees each year. Outside of the
    classroom, the Training & Development staff have assisted over 6,000
    staff in informal learning encounters.
        The mandated Health Promotion section provides health promotion
    activities and events for the Senate community. Each year, this section
    coordinates and hosts the two-day Wellness Fair, which averages nearly
    3,000 participants in health promotion activities, including screenings
    for glucose, cholesterol, and blood pressure; exercise demonstrations;
    and seminars on topics including healthy eating and cancer prevention.
    We continue to coordinate with the American College of Surgeons and the
    Stop the Bleed Coalition to provide bleeding control training for D.C.
    Senate staff. During FY19, we trained 75 Senate employees and we
    continue to provide this training quarterly. The small increase to our
    FY 21 budget request will enable us to continue refining and improving
    upon our training, provide professional development training to our
    employees, obtain various software licenses to support our clients, and
    fund travel of our employees in support of Senate offsite
    facilitations.
                          employee assistance program
        Our Employee Assistance Program (EAP) offers a variety of
    emotional, behavioral and work-related support resources and services
    to staff, their family members, Senate Pages, and interns. In FY19,
    nearly 1 in 8 Senate employees used the services of an EAP counselor.
    Further, 323 employees took an online mental health screening; 2,498
    employees attended an EAP training activity; and 2,042 employees
    accessed resources for personalized information and referrals
    addressing childcare, parenting, adult care, aging, education, legal
    concerns, and/or financial issues. We are requesting a small increase
    in our FY21 budget request to fully fund trauma and critical incident
    support services.
                                   conclusion
        I want to thank you for your bipartisan support to the SAA. The
    FY21 Sergeant at Arms budget request reflects only what we need to
    support the personal security of the Senators and their staff, the
    physical security of the Capitol and surrounding buildings, the cyber
    and privacy security of the Senate, and the administrative and
    logistical support to the Senate ensuring the legislative process
    proceeds unimpeded. This budget request requires each member of the
    Sergeant at Arms to be good stewards of every taxpayer dollar spent and
    holds me accountable to provide first in class support to the Senate.
    We will work closely with you to ensure we meet your needs in a timely
    and efficient manner.

        [This statement was submitted by the Honorable Michael C. Stenger.]
                                     ______

             Prepared Statement of the United States Capitol Police
        Chairman Hyde-Smith, Ranking Member Murphy, and Members of the
    Subcommittee, thank you for the opportunity to present the United
    States Capitol Police (USCP) budget request for Fiscal Year 2021 under
    these serious circumstances as the Congress and the Department respond
    to the ongoing COVID-19 pandemic. The Department greatly appreciates
    the Subcommittee's continued support of the women and men of the
    Department as well as Congress' generosity in providing the resources
    necessary to support our crucial mission.
        The USCP has a unique role--we are the only law enforcement agency
    responsible for protecting the Congress and the U.S. Capitol Complex.
    We detect, investigate, and prevent threats made against Members of
    Congress and the U.S. Capitol. We provide a steady, watchful presence
    throughout the Capitol Complex, 24 hours a day, 365 days a year. We are
    responsible for protecting elected officials to ensure the continuity
    of government. In addition, the type of policing that we engage in is
    highly specialized to focus on the unique requirements of protecting
    the legislative process as well as the First Amendment rights of our
    citizens; maintaining an open campus so that visitors from across the
    country and around the world can witness representative democracy in
    action, and preventing crime and terrorism. We also engage in community
    policing with our law enforcement partners throughout the city of
    Washington, D.C., and we conduct investigations with our federal
    partners including the Federal Bureau of Investigation, U.S. Secret
    Service, Bureau of Alcohol, Tobacco, Firearms and Explosives, and
    others.
        In June 2019, I had the honor of being sworn-in as the tenth Chief
    of Police for the United States Capitol Police. In my more than 28
    years of law enforcement service, including nearly three years as the
    USCP Assistant Chief of Police, I could not be more proud to lead a
    Department that is so highly respected, and is known for its
    professionalism and national security capabilities. I strongly believe
    in our mission, and I know that our team is the best at what we do.
    From our civilian employees who are critical in supporting our daily
    operations, to our sworn officers who are out there getting the job
    done, I value each and every one of their contributions that allow us
    to successfully achieve our mission.
        I look forward to leading the Department into the next decade by
    continuing to optimize the Department's overall readiness to address
    the challenges of keeping the Congress and the U.S. Capitol safe and
    secure in our ever-changing world.
        I am supported in this commitment to excellence by my Executive
    Team--Assistant Chief Yogananda Pittman, Assistant Chief Chad Thomas,
    Chief Administrative Officer Richard Braddock, Acting General Counsel
    Thomas DiBiase, and Chief Financial Officer Dominic Storelli--as well
    as by the members of my entire Executive Management Team.
        The Department appreciates its partnerships with Mr. Michael
    Bolton, USCP Inspector General, Ms. Karen Gray-Thomas, Chair of the
    USCP International Brotherhood of Teamsters, and Officer Gus
    Papathanasiou, Chairman of the USCP Fraternal Order of Police (FOP),
    and their contributions to the Department's overall success. I value
    our relationships with our unions, and respect their roles in
    collaboratively implementing policies and procedures, and addressing
    personnel concerns with the shared goal of supporting the Department's
    mission.
       effecting organizational changes to enhance operational capacities
        Last fall, having spent significant time thoroughly and
    thoughtfully reviewing our overall operations to better address
    threats, manage Department resources, and develop and support our
    future leaders, I implemented several organizational changes that
    became effective on October 20, 2019. These changes are designed to
    further enhance our operational capacity and internal oversight of the
    Department's operations. The reorganization also places added
    concentration on Department-wide internal controls and employee
    wellness and well-being. I want to thank and recognize the Capitol
    Police Board, and our Senate and House Oversight Committees for their
    support as we put these organizational changes into effect.
        In response to the significant increases in our ranks and in our
    responsibilities, I added a second Assistant Chief Police to our
    command staff. Prior to October 2019, we had one Assistant Chief of
    Police who oversaw the day-to-day functions of all five of our
    operational bureaus. In addition, as Chief, one of my top priorities is
    to further strengthen our dignitary protection operations and threat
    information gathering and analysis capabilities to identify any risks
    of terror attacks whether the danger is from a foreign terrorist
    organization or from a domestic ``lone wolf'' assailant.
        Under our new Department organizational structure, Assistant Chief
    Pittman is charged with leading our Protective and Intelligence
    Operations, and Assistant Chief Thomas is charged with leading our
    Uniformed Operations. This allows each of them to focus on developing
    and implementing new mission-critical initiatives, on broadening our
    protective mission within the Capitol Complex and beyond, on further
    enhancing our operational readiness, and on ensuring that our critical
    life-safety mission is successfully executed.
        To effectively direct the Department's compliance with its
    policies, procedures, and processes, and the efficient execution of its
    programs and initiatives, a new Internal Controls and Risk Management
    Division was established. The new division, under the Office of the
    Chief Administrative Officer (CAO), works in concert with the
    Department's Office of Inspector General (OIG) to identify and address
    opportunities for greater operational efficiencies across the
    Department.
        Under the reorganization, a new Employee Wellness and Resiliency
    Division also was established under the CAO, which is addressing
    employees' physical, nutritional, mental, financial, and spiritual
    well-being. During this time of responding to the COVID-19 pandemic,
    while we are all working to maintain our good spirits and health, the
    Department's is making available--free of charge to employees--
    alternative resources that support nutritional and physical health,
    stress management, and work-life balance. As detailed in our recent
    report to the Subcommittee, the Department's overall plan going forward
    is to deliver wellness solutions, which includes conducting a
    comprehensive assessment of employee needs, and developing an inclusive
    strategy to provide a variety of resources. For example, the Department
    has partnered with the House Wellness Center to facilitate USCP
    employees' access to the House's online and in-person wellness
    offerings.
        Our wellness program is being designed to help employees understand
    their current health and financial wellness status; set realistic
    goals; provide personalized guidance, and identify resources to ensure
    success in their health and well-being journeys. It also will include
    access to a personal trainer in the USCP gyms; experts to provide
    advice on healthy eating habits; money management seminars on creating
    household budgets and spending plans, and an early-intervention program
    and peer-to-peer support program. The holistic wellness program also
    aims to expand and promote Department policies and programs that
    support work-life balance, such as the alternative work schedule and
    telework policies.
        As for the Department's financial wellness, I am pleased to report
    that the Department received its eighth consecutive unmodified
    ``clean'' opinion on our Fiscal Year 2019 financial statements from the
    OIG. The OIG plays a very important role in assisting the Department in
    improving our operations and performance by conducting audits, reviews,
    and investigations, and making recommendations for business
    improvements. The resolution of OIG recommendations regarding the
    Department's internal controls and business processes is among the top
    priorities of our leadership team, as evidenced by the creation of our
    new Internal Controls and Risk Management Division. Since 2006, when
    the OIG was established, the Department has successfully closed 92
    percent of the OIG's recommendations.
        We also have been updating the Department's Strategic Plan to
    prioritize key strategic goals and objectives within the current
    security and fiscal environments for the next five years. These goals
    include optimizing readiness; threat identification and mitigation;
    supporting our employees from the day they are hired to the day they
    retire, and promoting accountability. Our strategic planning process
    has included valuable input from our sworn and civilian colleagues, and
    when finalized, also will reflect Legislative Branch stakeholders'
    priorities.
           addressing threats to maintain highest level of readiness
        We consistently work to maintain the level of protection necessary
    to balance access and security. Over the past year, the Department
    screened millions of individuals at building entrances and interior
    checkpoints, effectively integrating and implementing the use of our
    pre-screener officers at posts outside of the Senate and House office
    buildings, coupled with our House Garage security perimeter plan. In
    this fiscal year alone, we have managed an ever-increasing number of
    demonstrations, including large demonstrations each Friday for 14 weeks
    starting last October; have secured and supported a Lying in State
    ceremony; saved dozens of lives using our specialized training and
    equipment; secured historic Senate sessions and House hearings; have
    swiftly responded to critical incidents and civil disobedience; and
    have investigated numerous, credible threats against Members of
    Congress and the U.S. Capitol.
        In our efforts to address new and emerging threats and to maintain
    the highest level of readiness, the Department works closely with the
    Capitol Police Board to augment and strengthen its off-campus security
    and Member protection. We routinely collaborate with the Senate and
    House Sergeants at Arms to assess Members' state and district office
    security, and we provide recommendations on ways to improve and enhance
    security measures and practices inside and outside of the National
    Capital Region.
        We also continue to provide security awareness briefings for both
    local and district staff. I am pleased to note that the number of
    security awareness briefings requested by Member offices has nearly
    tripled since Calendar Year 2017. We appreciate that there is a
    heightened awareness among Members and their staffs about their
    personal security, and that they are building partnerships with the
    USCP to further ensure their safety. The Department greatly appreciates
    the Capitol Police Board's support in these efforts, as their outreach
    to Member offices allows the Department to better serve Congress's
    needs.
        Since Calendar Year 2017, the number of threats we have
    investigated has increased by more than 75 percent. Our special agents
    are aggressively pursuing all leads and investigating threats from many
    sources. As a result of their efforts, we have also seen the number of
    threat cases that we have closed by arrest increase significantly.
        In just the past nine months, the USCP has thwarted a number of
    serious and credible threats against Members that have led to numerous
    arrests across the country as well as national headlines.
      --``Kentwood Man Sentenced for Interstate Threat to Injure U.S.
            Senator,'' June 28, 2019 (The Post-Cedar Springs, MI)
      --``Virginia Beach Man Admits Threatening to Shoot Sen. Mark
            Warner,'' July 11, 2019 (The Virginian-Pilot)
      --``Kissimmee Man Sentenced to 15 Months for Threatening to Behead
            Sen. Bernie Sanders,'' August 23, 2019 (Osceola, FL, News-
            Gazette)
      --``Man Arrested in Connection to Threats to Arkansas Congressman,''
            October 1, 2019 (Arkansas Democrat-Gazette)
      --``Man Accused of Threatening Federal Agent and Members of
            Congress,'' November 26, 2019 (South Florida Sun-Sentinel)
      --``Maine Schools in Lockdown After Threat Mentioning Susan
            Collins,'' January 31, 2020 (Bangor Daily News)
      --``Man Charged with Making Death Threats to Nancy Pelosi in
            Coronavirus Rant,'' March 26, 2020 (New York Times)

        Just as important, based on the thoroughness of our investigations,
    these cases are being successfully prosecuted and tried by our law
    enforcement partners in U.S. Attorney's Offices across the country.
        In addition, the number of coordination activities where the
    Department engages with other law enforcement agencies to provide
    security for Members at off-campus events increased by more than 200
    percent from Calendar Year 2017 to Calendar Year 2019.
        This is due in part because of our concentrated effort to increase
    Member protection within the National Capital Region, and our work with
    our local, state, and federal law enforcement partners throughout the
    country to coordinate security arrangements for Members while they are
    at public events in their home states.
        As the nation continues to adjust its activities due to the ongoing
    COVID-19 pandemic, so too does the Department as we continue to plan
    for both the Democratic National Convention in Milwaukee, Wisconsin,
    and the Republican National Convention in Charlotte, North Carolina.
    Each of these events requires extensive planning and resources from the
    USCP, and we are working closely with the respective executive steering
    committees to plan for a number of contingencies for each of the
    conventions. As an active partner in the overall event security
    planning, we have forged excellent relationships with our executive
    steering committee partners, and our efforts will only enhance our
    efforts to protect Members of Congress, no matter how the conventions
    take place.
                          investing in a secure future
        In order to continue to be a leader within federal law enforcement,
    and to get ahead of potential threats rather than reacting to them, we
    have developed our Fiscal Year 2021 budget request with an emphasis on
    providing specialized training for our employees as well as investing
    in the tools and technologies we need to maintain the highest level of
    readiness.
        Our Fiscal Year 2021 budget request is $516.7 million, and
    represents an increase of 11.2 percent over Fiscal Year 2020 enacted
    levels to meet mandatory salary requirements, provide overtime for
    critical training, ensure the security of the 2021 Presidential
    Inauguration, and address other mission-related expenses. Our budget
    request does not include a request for additional FTEs, however, we are
    facing increasing personnel costs due to outside requirements.
        Specifically, our request includes $7.9 million to cover an
    increase in benefits costs related to an increase in the Office of
    Personnel Management's (OPM) Federal Employees Retirement System (FERS)
    rate for the USCP. The FY 2021 request does not include potential
    increases resulting from P.L. 116-94, Adjustment to Normal Cost
    Percentage Rates.
        Following OPM's establishment of the USCP's ``normal-cost
    percentage'' level, the Department will provide the Subcommittee with
    revised FY 2021 salaries request data, as necessary. In addition, we
    are requesting $7.8 million for FY 2021 COLA and related benefits
    costs.
        As the members of the Subcommittee are aware, the Department's
    current sworn staffing levels do not provide the complete and necessary
    resources to meet all of our mission requirements within the
    established sworn officer utility or the number of work-hours in a year
    that each officer is available to perform work. This utility number is
    used to determine overall staffing requirements. It balances the
    utility of available staff with annual salary and overtime funding
    along with known mission requirements. These known requirements include
    post coverage and projected unscheduled events such as demonstrations,
    late-night sessions, and holiday concerts. The utility number also
    estimates unfunded requirements that occur after the budget is enacted,
    such as unforeseen critical emergency situations, and providing
    adequate police coverage of Congressional hearings.
        Because of the need to fill the mission requirement gap through
    overtime, the Department must also utilize overtime to ensure that
    officers can be offline for training, while meeting our daily mission
    requirements. There are flexibilities that other law enforcement
    agencies have to offset or defer daily requirements to allow for
    officer training that our unique mission does not afford us.
        Therefore, mission requirements in excess of available personnel
    must be addressed through the identification of efficiencies such as
    post realignment and/or reductions, technology, and cutbacks within the
    utility. Where necessary, we meet this requirement through the use of
    overtime.
        On January 20, 2021, the U.S. Capitol once again will be the center
    of global attention as it hosts the Presidential Inauguration. Our
    planning is underway and our FY 2021 budget request includes $2.72
    million for overtime for Inaugural security-related activities. An
    additional $47.5 million for overtime will cover base mission
    requirements, the support of non-reimbursable events at the Library of
    Congress, and the ability for sworn employees to be backfilled while
    they attend mandatory and essential training.
        According to the International Association of Chiefs of Police
    (IACP), ``police agencies nationwide have experienced increasing levels
    of staff turnover and difficulty in recruiting new officers. The
    problem is compounded by experienced officers, who have been the core
    of their agencies' operations for years, who are retiring.''
        While we are competing with other law enforcement agencies across
    the country to find and hire qualified applicants, we continue to work
    hard to attract the necessary level of highly-qualified candidates to
    hire without having to compromise our hiring standards--including
    during this pandemic. The women and men who make up our recruit classes
    are the top one percent of the candidates who have applied to work with
    us. Our recruiting staff has been very successful in reaching out to
    colleges and universities, as well as exploring other avenues, to meet
    and recruit very diverse groups of applicants.
        It is not enough to simply attract the best and the brightest. As
    Chief, it is my responsibility to ensure that we continue to invest in
    our employees by providing them with the training they need to grow
    personally and professionally; to obtain and upgrade key equipment and
    systems they need to do their jobs efficiently and effectively; and to
    give them the proper tools to ensure that they achieve and maintain a
    well-rounded career with the Department. As the Department continues to
    grow and transform to address new and emerging threats, new
    technologies are essential tools in our ability to maintain a high
    level of readiness and to compete with other law enforcement agencies.
        The IACP also has noted that, ``Technology impacts every aspect of
    the law enforcement profession and is constantly evolving.'' This
    includes communications, information management, enforcement
    technologies, forensics, operations, cyber-crimes, digital evidence,
    and emerging technologies such as drone mitigation and autonomous
    vehicles.
        For the Department's General Expenses budget, our FY 2021 budget
    request includes items such as protective travel; hiring, outfitting,
    and training new sworn personnel; supplies and security equipment;
    event management, and other non-personnel needs. We are requesting
    $99.5 million for general expenses, which is an increase of $14.2
    million over the FY 2020 enacted level.
        A large part of our General Expenses budget will be invested in our
    people and the tools they need to do their jobs successfully. We plan
    to use these funds to upgrade our network and infrastructure equipment,
    computer hardware and software, and specialty equipment. We are also
    going to provide our sworn personnel with specialized training in order
    to commit more resources to our threat detection and prevention efforts
    where their focus is on keeping the Members of Congress and the Capitol
    Complex safe and secure.
        Also included in our FY 2021 budget request is $3.6 million in No-
    Year funding to support the replacement of the antiquated annunciator
    system that was installed shortly after the September 11, 2001, and the
    October 2001 anthrax attacks. The current system is obsolete, is no
    longer supported, and replacement parts are no longer available. As the
    threats continue to change, so too should the tools we use to
    communicate with the Congressional community. It is imperative that we
    provide appropriate information and instructions during security
    incidents, and we continue to refine our communications equipment,
    efforts, and protocols.
        The new system, the Joint Audible Warning System, has been a joint
    effort among the Senate and House Sergeants at Arms, the Architect of
    the Capitol, and the USCP to provide a new, state-of-the-art, encrypted
    audible warning system throughout the Capitol Complex. This No-Year
    funding will cover the USCP's share of the total acquisition cost and
    the initial purchase of receiver end units.
        While physical security elements are an important part of any
    operations plan, I want to again reiterate that our officers who are on
    the job 24 hours a day, 365 days a year, are our greatest assets in
    helping to prevent threats and responding to any crisis. During this
    ongoing crisis, I especially want to recognize and thank our
    employees--both sworn and civilian. I could not be more proud of the
    tremendous teamwork and dedication to our mission that everyone has
    exhibited as our nation, the Congress, and the Department continues to
    respond to the COVID-19 pandemic.
        I understand that Congress expects the USCP to be fiscally
    responsible in carrying out our mission. We have made every effort to
    identify efficiencies throughout the Department. With our recent
    structural reorganization and strategic planning efforts, we are
    strengthening our reporting relationships, promoting greater
    accountability, fostering dynamic succession planning, increasing
    efficiencies, and further empowering our people to ensure that our
    critical mission continues to be successful.
        However, to ensure that the USCP is always at the ready to keep the
    Capitol Complex safe and secure, it is important that we make these
    crucial investments in our people and our resources at this time. Our
    Fiscal Year 2021 budget request was developed with great thought and
    discipline to ensure that the necessary mission requirements were at
    the forefront of our planning and prioritization.
        In closing, I often tell my colleagues that it takes special people
    to answer the call to public service. In choosing a career with the
    United States Capitol Police, we all make a commitment to serving our
    country, the Congress, and our Department. What unites us is our
    dedication to keeping everyone protected and secure. Our team continues
    to impress me with their professionalism and commitment each and every
    day whether it is conducting security screening, providing valuable
    mission support behind the scenes, responding to an emergency, dealing
    with a global pandemic, or participating in an historic event.
        Again, thank you for the opportunity to discuss our FY 2021 budget
    request, our priorities, and activities. We will continue to work
    closely with you and the Subcommittee to ensure that we meet the needs
    and expectations of the Congress, and continue to successfully
    accomplish our mission today, while preparing for the challenges and
    the opportunities of tomorrow.

        [This statement was submitted by Steven A. Sund, Chief of Police.]
                                     ______

         Prepared Statement of the United States Register of Copyrights
    Madam Chairman, Ranking Member Murphy, and Members of the Subcommittee:

        Thank you for the opportunity to submit the United States Copyright
    Office's fiscal 2021 budget request.
        The Copyright Office has had an exceptionally busy year and has
    made significant progress on a number of fronts. As the main federal
    entity charged with administering the Copyright Act, the Office has
    many responsibilities, including overseeing the national copyright
    registration and recordation systems, advising Congress on copyright
    policy and legislation, working with the Department of Justice and
    other federal agencies on copyright litigation, conducting
    administrative and regulatory activity with respect to statutory
    copyright licenses (including managing over $1 billion in royalties
    from compulsory licenses), and educating the public about copyright
    law. We do all of this work with a lean staff of less than 450
    employees who are dedicated to copyright's Constitutional mission of
    ``promot[ing] the progress of science and useful arts.'' \1\
    Summary of the Past Year
        This past year, we were successful on a number of fronts. We
    released the 2019-2023 Strategic Plan, Copyright: The Engine of Free
    Expression, which focuses on information technology modernization,
    optimizing business processes, organizational change management,
    education and engagement, impartial expertise on copyright law and
    policy, and measuring success. We were able to make significant
    progress on these focus areas. For example, regarding information
    technology, fiscal 2019 marked the first year Congress appropriated
    funds specifically for IT modernization, which allowed the Copyright
    Office and the Library of Congress Office of the Chief Information
    Officer (OCIO) to continue laying the groundwork for a modernized
    information technology system. The Office worked closely with OCIO,
    providing business information that OCIO, which undertakes the
    development work, uses to develop the system. Using this business
    information, OCIO finished development on the first phase of a
    recordation pilot which launched on April 27 and worked on user
    interface development for the new registration system, among other
    things.
        The Office also kicked off business process reengineering (BPR) and
    organizational change management (OCM) activities. These efforts will
    streamline and improve Office workflows and help build and maintain a
    workforce that is efficient, adaptable, and inclusive. This work
    complements IT modernization, making workstreams more efficient and
    productive.
        Since the Office's budget testimony last year, the Office has
    engaged in a number of outreach activities to provide accurate and
    unbiased information on copyright law. The Office developed a
    comprehensive communications strategy and conducted significant
    outreach, including to educate the public and stakeholders about
    implementing the landmark Music Modernization Act (MMA).\2\ In fiscal
    2019, the Office also answered over 100,000 public inquiries regarding
    copyright, helping people understand copyright and the Office's
    services.
        Additionally, the Office continued its longstanding role of
    providing expert legal and policy advice. The Office recently released
    one policy study and continues work on several others. The Office also
    continued to provided legal advice and assistance across the government
    regarding complex and emerging areas of copyright law and policy,
    including Supreme Court and appellate litigation and international
    matters. Further, in the last year, the Office promulgated a number of
    regulations to implement various provisions of the MMA, as well as
    multiple rules to streamline practices for registration and
    recordation, explore new group registration options, and facilitate
    increased participation in the registration system.
        We have achieved much this past year in administering the national
    registration and recordation systems. In fiscal 2019, the Office issued
    more than 547,000 registrations involving millions of works and
    recorded 12,550 documents containing 457,731 titles. The Office also
    received more than 700,000 deposited works; of those that were
    transferred to Library collections, they amounted to a total value of
    more than $52 million. As we testified in mid-2019, the Office had
    eliminated the registration backlog. The registration division has been
    steadily working to reduce the number of workable claims on hand; the
    workable claims on-hand are now approximately 77,000 claims. Indeed, in
    fiscal 2019 the Office decreased the overall average processing time
    for review of copyright registration claims from seven months to four.
    In the first half of fiscal 2020, we are pleased to report that the
    Office has been able to further reduce processing times to an average
    of 3.2 months--an overall reduction of over 50% in just eighteen
    months.
    Recent Events due to the Novel Coronavirus (COVID-19)
        While the first half of fiscal 2020 has brought unique challenges
    for the Office, our staff has risen to the challenge. The Office
    implemented its pandemic response plan in March 2020, successfully
    transitioning 98% of the Office's staff to full or partial telework
    within just a few weeks. The bulk of the Office's operations have been
    largely unaffected by this transition, including all legal and policy
    work, registration processing of fully electronic claims, and ongoing
    modernization activities. Although processing of physical materials has
    been suspended since March 26 in accordance with our pandemic plan, the
    Office has issued a new rule that permits the Office to offer an
    electronic option for some services that previously required paper
    submission. We have also adjusted practices to receive certain
    additional applications and submissions via email during pandemic
    operations. To further relieve constraints imposed by the pandemic on
    users of Office services, the Acting Register is exercising the
    authority recently granted by Congress in the 2020 Coronavirus Aid,
    Relief, and Economic Security Act (``CARES Act''), including by issuing
    two notices that temporarily adjust certain timing provisions and
    monitoring operations to see if further measures are needed. The Office
    is closely monitoring the impact of COVID-19 on our fee receipts. While
    there has not yet been a significant shortfall of receipts, the Office
    appreciates the Committee's support if funding flexibility is needed to
    adjust to disruptions in operations or to address anticipated increased
    workloads when mail service is resumed.
        In sum, the Office is proud to have made so much progress this year
    and is honored to serve the country and the copyright ecosystem. The
    Office is grateful for this opportunity to present a budget request
    that would enable this important work to continue in fiscal 2021.
                 funding and overall fiscal 2021 budget request
        The recurring financial support for the Office's modernization
    efforts, initially funded as part of the fiscal 2019 budget, continues
    for fiscal 2021, and the Office is pleased to provide an update on a
    number of initiatives that are now fully underway. In addition to
    ongoing modernization, the Office and the Copyright Royalty Judges
    (CRJ) are fully engaged in addressing new responsibilities under the
    MMA. To meet the new MMA mandates, the Office is requesting $1.6
    million in additional funding for fiscal 2021, primarily for Office and
    CRJ staffing as described further below.
        The Copyright Office's overall budget is composed of three separate
    budgets or program areas:

        (1)  Basic Budget, which funds most of the Office's core
    operations, including the majority of payroll-related expenses.
    Historically the basic budget has been composed of a combination of
    appropriated dollars and authority to spend fee revenue, with fees
    constituting a majority of this funding (generally in the range of 50%
    to 67%);
        (2)  Licensing Budget, which is derived completely from licensing
    royalty collections otherwise payable to copyright owners and filing
    fees paid by cable and satellite licensees pursuant to statutory
    licenses administered by the Office; and
        (3)  Copyright Royalty Judges Budget. Although the CRJ program is
    not a part of the Office, the Office provides it with budget
    formulation and execution support on behalf of the Library of Congress.

        For fiscal 2021, the Office requests a combined total of $94.891
    million in funding and 435 FTEs, of which $44.8 million would be funded
    through offsetting collections of fees collected in fiscal 2020 and in
    prior years.
        The Office's fiscal 2021 requests are:

      --Basic Budget: $85.8 million and 403 FTEs. The fiscal 2021 budget
            request requests funding for its Basic Budget from $38.0
            million in offsetting fee collections (44%) and $47.8 million
            (56%) in appropriated dollars. The request includes mandatory
            pay-related and price level increases of $3.2 million and a
            program increase of $0.7 million for staffing and public
            outreach and education activities to implement the MMA. The
            request also includes a reduction in the amount of $2.1 million
            for non-recurring costs that were associated with program
            increases that involved the Office's warehouse move and
            contract support for the Office of Public Records and
            Repositories. The fiscal 2021 submission includes a request to
            shift base funding from offsetting fee collections to
            appropriations due to a projected, continued negative fee
            impact resulting from the enactment of the MMA. The MMA made
            significant changes to the section 115 compulsory license, and
            in accordance with the new law, the Office no longer accepts
            certain section 115 filings. This change resulted in a fiscal
            2019 reduction in fee collections of $4.2 million that is
            expected to be permanent. The Office adjusted its fee schedule
            effective March 20, 2020, to increase certain fees while being
            mindful of the purposes of the national copyright system.
            However, as noted in its report to Congress, Proposed Schedule
            and Analysis of Copyright Fees to Go Into Effect in Spring 2020
            (submitted October 16, 2019),\3\ the Office did not attempt to
            recoup any loss due to the MMA through fees because doing so
            would increase fees beyond those proposed in the 2018 Notice of
            Proposed Rulemaking, potentially significantly reducing the
            overall number of filings, thus undermining the copyright
            system overall.
      --Licensing Division Budget: $6.2 million and 23 FTEs, all of which
            are funded via filing and royalty fees. The requested increase
            includes mandatory pay-related and price level increases of
            $0.3 million.
      --Copyright Royalty Judges Budget: $2.9 million and 9 FTEs, with $0.1
            million to support mandatory pay-related and price level
            increases. Included in the request is a program increase of
            $0.9 million to support 3 FTEs and other costs associated with
            implementing the MMA and other increased workloads. Of the
            total, royalties and participation fees offset $0.5 million
            (for non-personnel-related expenses). The remainder, $2.3
            million in appropriated dollars, is to cover the personnel-
            related expenses of the judges and their staff.
                        focus of fiscal 2021 activities
        The Copyright Office's fiscal 2021 funding request provides
    resources necessary to continue the progress already started towards
    the Office's strategic goals. As mentioned above, the Office's
    strategic plan includes focus areas such as expert law and policy
    advice and modernizing information technology and business process,
    among other things. To advance these goals, the Office is seeking
    specific funding regarding: (1) meeting the mandates of the MMA; (2)
    modernization of the Office's IT systems and applications, including
    the Office's historical records initiative; and (3) modernization of
    the Office's business environment and practices so that the Office's
    core registration and recordation services are delivered as efficiently
    as possible. In late March, we updated our modernization webpage \4\ to
    reflect ongoing work for both IT and non-IT initiatives.
    Music Modernization Act (MMA)
        The enactment of the MMA assigned new responsibilities to both the
    Copyright Office and the CRJ. The MMA requires the Register of
    Copyrights to ``engage in public outreach and educational activities''
    regarding the amendments made to section 115 of title 17, in addition
    to a number of rulemakings.\5\ Specifically, the Register must engage
    in public education and other outreach activities to inform interested
    members of the public and songwriters about the process by which a
    copyright owner may claim ownership of musical works through the
    ``mechanical licensing collective'' (MLC), which will administer a
    blanket licensing system for digital music providers to make and
    distribute digital phonorecord deliveries (e.g., permanent downloads,
    interactive streams). The Office has planned a number of public
    outreach programs to address the requirements of the MMA, and is
    requesting a program increase to include three additional FTEs to
    ensure these efforts are fully resourced.
        The MMA also assigned additional responsibilities to the CRJ. In
    the MMA, Congress assigned to the CRJ the duty to ascertain the
    reasonableness of the MLC's operating budget and the allocation of
    contributions to that budget by the various licensees or licensee
    representative groups.\6\ Previously, under section 802(b) of the
    Copyright Act, the number of support staff authorized to support the
    CRJ was capped at three. A proviso in the fiscal 2020 Further
    Consolidated Appropriations Act permanently removed the staffing cap,
    allowing for the new hires requested in fiscal 2021.\7\
    Copyright IT Modernization
        Modernization of the Copyright Office's aging information
    technology systems and applications continues to be a top priority. The
    Office has a number of accomplishments to report as we are in the
    second year of our five-year modernization plan. OCIO is working
    alongside the Office on software development activities, which are
    progressing across multiple programmatic areas-including registration,
    recordation, statutory licensing, and access to public records. This
    calendar year, we are collaborating on several components of the new
    Enterprise Copyright System (ECS), including the gathering of public
    feedback. The first effort involves the public launch of a limited
    pilot program for our new recordation system, which will eventually
    replace our current paper-based system. We are pleased to report that
    we launched the public pilot on April 27, which was on target for our
    plans to launch in spring 2020. This pilot is initially available to a
    limited number of public users who will be able to record a document
    related to copyright ownership that falls under section 205 of title
    17. We will incorporate the user feedback from this pilot into
    iterative improvements as part of future releases as this project is
    now in the phase of continuous development where additional
    functionalities and additional waves of users will be added.
        In addition to the recordation pilot, we plan to release a limited
    prototype for at least one type of copyright registration application,
    from which we will gather public feedback. Work also continues on the
    release of a new Copyright Public Records Proof of Concept, an endeavor
    that will eventually replace the existing Copyright Office Online
    Public Catalog. Both of these endeavors are expected to be released by
    the end of calendar 2020.
        For the historical records project, the Office is currently working
    with the Library's own experts in digital collections management to
    ensure that the digitization of the Office's over 26,000 physical
    copyright record books incorporates best practices and can be made
    available for public, online viewing as rapidly as possible. Combined,
    these record books contain well over 20 million pages of records dating
    between 1870 and 1977, covering works as diverse as books, photographs,
    musical compositions, sound recordings, motion pictures, and more. The
    Office will digitize more than 800 volumes over the next year alone.
    The Office also will continue improving the metadata for the more than
    40 million registration application and index cards that are already
    publically viewable using the Office's Virtual Card Catalog (VCC). The
    metadata effort will enhance the public's user experience by providing
    more accurate online search capability.
        As directed by the Committee, the Office has developed an
    integrated master schedule (IMS) for its modernization activities. To
    ensure the IMS aligns with best practice criteria, the Office is using
    expert consulting services to assist in developing a program for IMS
    management that allows for continuous improvement and refinement of the
    IMS and its estimates. The consultant services were procured under the
    Library's recent contract for Library-wide performance planning and
    measurement services. Given the building closures caused by the COVID-
    19 situation, onboarding these contractors has been slightly delayed,
    and this will result is some delays in near-term scheduled
    deliverables.
    Modernization of Copyright Office Business Practices
        In the past year, the Copyright Office completely eliminated the
    backlog of pending registration claims, reduced registration processing
    times by more than 40%. Additionally, the Office drafted a number of
    revised regulations to streamline registration practices and
    procedures. The Office also recently completed an independent analysis
    of its recordation business processes and began more targeted efforts
    to reduce the existing recordation backlog.
        In addition, the Office has made significant progress in its
    business process reengineering efforts, with 66 distinct processes
    under review and which we are scheduled to complete this summer. The
    Office's modernization initiative also encompasses the Office's
    organization and people. This past year, the Office of Personnel
    Management (OPM) completed a review of the Office's organization and
    structural needs for modernization. The Office has engaged OPM for
    additional organizational review work, including assisting the Office
    in succession planning, as part of the Office's continued focus on
    processing time reduction efforts. The Office also is in the midst of
    our organizational change initiative, which involves the development of
    key change management processes and documents, staff training on change
    management practices, and strategic coaching on structuring and leading
    complex business transformation.
    Consolidation of Copyright Office Storage Facilities
        The Copyright Office has made exceptional progress in its planned
    consolidation of copyright materials from several geographically
    dispersed storage facilities into a single, modern facility. The
    collaborative warehouse construction project between the Library, the
    Office, and Architect of the Capitol is currently months ahead of the
    original 2021 construction completion schedule.
        The physical structure, located near Landover, Maryland, was
    completed in March 2020 with a limited occupancy permit expected to be
    granted in September 2020. The new facility will allow the Office to
    provide faster location, better tracking, and improved security of the
    Office's significant inventory of copyright deposits.
                        changes to copyright office fees
        Though the Copyright Office provides many of its services at no
    cost, the Copyright Act requires that the Office charge fees for
    certain services.\8\ When proposing a balance of user fees and taxpayer
    funded monies to support its operations, the Office gives careful
    consideration to the public benefits of the national copyright system,
    including the impact of user fees on a copyright system that is
    dependent on voluntary copyright registration and recordation. To
    ensure that the Office's fees are ``fair and equitable and give due
    consideration to the objectives of the copyright system,'' \9\ the
    Office conducts regular studies of its operating costs and fee
    structure. The Office released its most recent fee study as part of a
    Notice of Proposed Rulemaking in May 2018, and in June 2019, the Office
    issued a supplemental notice proposing limited revisions to the 2018
    notice. After carefully considering comments from a variety of
    interested parties in response to the notices, in October 2019 the
    Office proposed the adoption of new fee schedule for certain Office
    services to Congress. By law, the Register may institute the new fees
    120 days after the Office submits the proposed schedule to Congress,
    unless Congress enacts a law within the 120-day period stating that it
    does not approve the schedule.
        In accordance with the final rule, which was published in the
    Federal Register on February 19, the new fees entered into effect on
    March 20, 2020.\10\ While the Office did increase some fees, we reduced
    proposed fee increases for the most commonly used applications, the
    Standard and Single Applications. The Office also did not increase fees
    for some group registrations applications and certain searches and
    certifications, among other things. In advance of the effective date,
    we presented a public webinar to discuss the changes. Both the webinar
    and the slides are available on our website.\11\
                          more flexible fee authority
        The Copyright Office would also benefit significantly from greater
    flexibility in the use of its fee collections, specifically the
    authority to use existing fee balances to provide services to the
    public in the event of a lapse in appropriations. As we have noted
    before, flexibility in management of fee balances across budget cycles
    also would provide for more efficient and cost-effective administration
    of large, non-recurring projects related to modernization and other
    capital expenditures. To that end, once authorized, the Office
    anticipates including in a future budget request a change in
    appropriations language to allow for 20% of the balance of fees
    collected in prior-years to be available each year, in addition to
    appropriated amounts, for obligation without fiscal year limitation,
    and to allow the Office to access existing fee balances to continue
    operations during a lapse in appropriations.
        The Copyright Office appreciates the Committee's continued support
    of the Office's efforts to modernize both its technology and services,
    and to the operation of the copyright system overall.
    ---------------------------------------------------------------------------
        \1\ U.S. CONST. art. I, Sec. 8, cl. 8.
        \2\ Orrin G. Hatch-Bob Goodlatte Music Modernization Act, Pub. L.
    No. 115-264, 132 Stat. 3676 (2018).
        \3\ U.S. COPYRIGHT OFFICE, PROPOSED SCHEDULE AND ANALYSIS OF
    COPYRIGHT FEES TO GO INTO EFFECT IN SPRING 2020 (Oct. 16, 2019), at
    https://www.copyright.gov/rulemaking/feestudy2018/proposed-fee-
    schedule.pdf.
        \4\ See https://www.copyright.gov/copyright-modernization/.
        \5\ Orrin G. Hatch-Bob Goodlatte Music Modernization Act, Pub. L.
    No. 115-264, Sec. 102(e), 132 Stat. 3676, 3722 (2018).
        \6\ Id. Sec. 102(c).
        \7\ Further Consolidated Appropriations Act, 2020, Pub. L. No. 116-
    94, Sec. 1405, 132 Stat. 2534, 3208 (2018).
        \8\ 17 U.S.C. Sec. 708.
        \9\ 17 U.S.C. Sec. 708(b)(4).
        \10\ Copyright Office Fees, 85 Fed. Reg. 9374 (Feb. 19, 2020); the
    Copyright Office's webpage on the fee study and the final fee schedule
    is available at https://www.copyright.gov/rulemaking/feestudy2018/.
        \11\ Id.

        [This statement was submitted by Maria Strong.]
                                  ----------

                           NONDEPARTMENTAL WITNESSES

     Prepared Statement of the American Association of Law Libraries (AALL)
    Dear Chairman Hyde-Smith, Ranking Member Murphy, and Members of the
    Subcommittee:

        On behalf of the American Association of Law Libraries (AALL), I
    write in support of the Fiscal Year (FY) 2021 budget requests of the
    Government Publishing Office (GPO) and the Library of Congress.
        AALL is the only national association with 4,000 members dedicated
    to the legal information profession and its professionals. AALL was
    founded in 1906 on the premise that lawyers, judges, students, and the
    public need timely access to relevant legal information to make sound
    legal arguments and wise legal decisions.
        AALL recognizes the many challenges the Subcommittee faces as a
    result of the widespread economic impact of coronavirus (COVID-19). We
    respect the difficult appropriations decisions that lie ahead as the
    Subcommittee considers all of the legislative branch agency priorities
    and requests under the Subcommittee's jurisdiction.
        AALL believes that approving the immediate fiscal needs of GPO and
    the Library of Congress will be a valuable use of limited resources as
    the workload for these agencies has increased during the current
    pandemic. Funding will enable GPO and the Library of Congress to meet
    their important missions to provide permanent public access to and
    preservation of essential government information. Greater access to
    information supports access to justice and preserves the rule of law.
                  funding for the government publishing office
        The GPO is responsible for producing, procuring, cataloging,
    indexing, authenticating, disseminating, and preserving the official
    information products of the federal government. Under the new
    leadership of Director Hugh Halpern, GPO is strengthening its
    relationships with its customers and stakeholders to modernize its
    operations and improve efficiencies.
        As physical libraries have closed and shifted to providing remote
    services as a result of COVID-19, GPO's partnerships with libraries
    across the country are playing a critical role in connecting members of
    the public with government information and resources. More than 1,100
    libraries-including approximately 200 law libraries-participate in
    GPO's Federal Depository Library Program (FDLP), assisting your
    constituents with finding the information they need on topics such as
    public health, government benefits, and small business loan programs.
        Given the increasingly important need for GPO to deliver robust
    access to electronic materials, AALL particularly urges support for
    GPO's Public Information Programs account to fund the FDLP, and the
    cataloging and indexing programs to improve the findability of
    information. We also support continued investment in GPO's govinfo
    website, which provides public access to official, trustworthy, and
    preserved government information. For example, the new Coronavirus
    (COVID-19) webpage \1\ on govinfo includes links to legislative,
    executive, and regulatory documents related to the federal government's
    response to the pandemic.
                      funding for the library of congress
        The rich and diverse electronic collections and the dedicated staff
    of the Library of Congress have been on full display during the COVID-
    19 situation. New virtual events and unique resources are available to
    educate, entertain, and enlighten users from the very youngest children
    to adult learners.
        Housed within the Library of Congress, the Law Library of Congress
    offers access to an unparalleled collection of domestic, foreign, and
    international legal materials. The Law Library of Congress also boasts
    a highly talented staff of lawyers and law librarians who serve the
    federal judiciary and executive branch agencies, the practicing bar,
    state and local government, businesses, scholars, journalists, and
    anyone with legal research and reference needs.
        Despite the temporary physical closure of the Law Library of
    Congress, the Law Library has continued to provide users with timely,
    comprehensive research. Recent activities include a newly published
    report, Continuity of Legislative Activities during Emergency
    Situations in Selected Countries, and a topical webinar, ``Fighting
    Pandemics: Foreign and International Legislative Frameworks.''
        AALL supports the Library of Congress' $23 million request for the
    Law Library of Congress. This request includes funding for mandatory
    pay-related and price-level increases and the necessary funding for the
    replacement of outdated and obsolete shelving for the Law Library in
    the Library's sub-basement. We also support the Library's need for
    increased flexibility in the use of appropriated funds as it meets
    expected and changing timelines as a result of government and business
    closures due to COVID-19.
                                   conclusion
        As the Subcommittee considers agency priorities and funding levels
    for FY 2021, AALL urges consideration of the current and future fiscal
    needs of GPO and the Library of Congress. Providing GPO and the Library
    of Congress with sufficient funding will enable these agencies to meet
    their vital missions to provide public access to and preserve
    government information.
    ---------------------------------------------------------------------------
        \1\ https://www.govinfo.gov/features/coronavirus

        [This statement was submitted by Michelle Cosby, President.]
                                     ______

             Prepared Statement of the American Library Association
    Chair Hyde-Smith, Ranking Member Murphy, and Members of the
    Subcommittee:

        On behalf of the American Library Association, thank you for the
    opportunity to submit this testimony regarding Legislative Branch
    Appropriations for Fiscal Year (FY) 2021. We respectfully request the
    Committee's support for the Library of Congress and the Government
    Publishing Office, which provide valuable services to libraries and the
    public nationwide.
                              library of congress
        The Library of Congress is the largest library in the world, a
    shining example of our nation's commitment to preserving and advancing
    American culture. The Library serves not only Congress, but also
    libraries across the country and the American public. The Library
    celebrated its 220th birthday this year, and it continues to modernize
    its services and facilities to meet current and future needs.
        The Library's Visitor Experience Initiative will highlight its
    unique collections and inspire millions of visitors to learn, create,
    and innovate. Despite temporary closures as a public health precaution
    in response to COVID-19, upon reopening the Library will resume its
    position as a leading attraction in the nation's capital, having
    welcomed nearly 2 million onsite visitors in FY 2019. The planned
    multi-year investments of the Visitor Experience Initiative will
    strengthen the Library's leadership as a global symbol of America's
    cultural heritage.
        In addition, the Library's services support education and research
    far beyond the walls of its buildings through activities such as the
    National Library Service for the Blind and Print Disabled and the
    Veterans History Project.
        The National Library Service for the Blind and Print Disabled
    serves readers who cannot see print or handle print materials. This
    national program provides access to books and reading materials through
    a network of regional libraries, such as the Mississippi Library
    Commission's Talking Book Services and the Connecticut State Library's
    Library for the Blind and Physically Handicapped. The network serves
    readers across America, circulating more than 21 million books and
    magazines in FY 2019.
        The Veterans History Project collects, preserves, and makes
    accessible the personal stories of American veterans. The nation's
    largest oral history project, the Veterans History Project added more
    than 3,000 new collections in FY 2019.
        Additionally, the Library is making continued progress to
    collaboratively modernize operations of the U.S. Copyright Office. By
    digitizing historical copyright records, the Copyright Office is making
    it easier for users to identify the rightsholder or status of
    registered works. The Copyright Office is also reengineering its daily
    processes to be more efficient and effective.
                          government publishing office
        The Government Publishing Office provides essential information to
    America's businesses, legal system, and researchers. The Office serves
    users across the country through the Federal Depository Library
    Program, its online repository of government information, and its other
    public information programs.
        The Federal Depository Library Program helps Americans access
    federal laws, regulations, and publications in communities across the
    nation. More than 1,100 libraries participate in the program, including
    the University of Mississippi's J.D. Williams Library and Connecticut's
    Bridgeport Public Library. Bipartisan modernization legislation
    introduced in the 115th Congress would further strengthen the program,
    if enacted; we hope that the 116th Congress will reintroduce and pass
    it.\1\
        In addition, the Office annually adds thousands of new government
    publications to its free online repository, govinfo.gov, and catalogs
    thousands of publications every year to assist researchers in locating
    them. To preserve these important documents of our republic, the Office
    manages a cooperative preservation program with libraries across the
    country.
                                   conclusion
        Thank you for the opportunity to testify before the Subcommittee
    regarding Fiscal Year 2021 funding for the Library of Congress and the
    Government Publishing Office. We ask for the Subcommittee's support in
    meeting the requests for these important national programs that serve
    Congress, libraries, and the American public.
        The American Library Association (``ALA'') is the foremost national
    organization providing resources to inspire library and information
    professionals to transform their communities through essential programs
    and services. For more than 140 years, the ALA has been the trusted
    voice for academic, public, school, government and special libraries,
    advocating for the profession and the library's role in enhancing
    learning and ensuring access to information for all.
    ---------------------------------------------------------------------------
        \1\ FDLP Modernization Act of 2018, H.R. 5305, 115th Cong. (2018).

        [This statement was submitted by Gavin Baker, Deputy Director,
    Public Policy and Government Relations.]
                                     ______

            Prepared Statement of the Center for Defense Information
        Thank you Chairman Hyde-Smith, Ranking Member Murphy, and members
    of the Committee for allowing me to provide testimony on behalf of the
    Project On Government Oversight (POGO) and Demand Progress on
    strengthening Congress's capacity to oversee the executive branch. POGO
    and Demand Progress are nonprofit organizations focused on
    strengthening the legislative branch's ability to legislate and conduct
    oversight. We respectfully request that your committee provide the
    personal office staff of members on key committees with the clearances
    they need to properly support those Members of Congress in their review
    of information the executive branch has deemed classified, and to
    report on the provision of those clearances. Accordingly, our request
    impacts the operations of the Office of Senate Security.
        It is essential that key Senate staff have access to Top Secret/
    Sensitive Compartmented Information (TS/SCI) to strengthen the Senate's
    oversight of traditional national security matters such as the spending
    and operations of the military and the intelligence community, as well
    as emerging concerns such as election security and cyber threats. The
    Senate Appropriations Defense Subcommittee; Senate Appropriations
    Subcommittee on State, Foreign Operations, and Related Programs; Senate
    Armed Services Committee; Senate Committee on Foreign Relations; and
    Senate Committee on Homeland Security and Governmental Affairs all play
    pivotal roles in overseeing our national security. While senators are
    entitled to access classified information by virtue of the
    constitutional offices they hold and do not need security clearances,
    they must largely rely on their personal office staff to sift through
    reams of information and to brief them on issues. Those staff often do
    not hold sufficient clearances to access certain sensitive information,
    thereby undermining the support they can provide and weakening
    Congress's ability to legislate or conduct effective oversight.
        The need for Congress to improve its own access to this information
    has become more apparent in light of the executive branch's over-
    classification of information, and, in some cases, weaponization of the
    classification system to avoid accountability.\1\ From 2007 to 2017,
    the amount of information designated TS or TS/SCI more than tripled.\2\
    Over-classification has become such a problem that even the vice
    chairman of the Joint Chiefs of Staff, General John Hyten, complained
    that it has become ``unbelievably ridiculous.'' \3\
        In POGO's congressional oversight manual, former Representative
    Mickey Edwards (R-OK) challenged the executive branch's assertion that
    it should control Congress's access to information. ``There is no
    authority in the executive branch to tell Congress who can or cannot
    have the information it seeks,'' he said.\4\ While Congress codified
    some executive branch authority to limit access to sensitive
    information in the National Security Act of 1947, those provisions
    have, over time, been broadened to an unwarranted degree, and Congress
    must challenge these limits if it is to maintain its ability to conduct
    effective oversight.\5\ Another limit that has to be challenged comes
    from a Senate entity: The director of the Office of Senate Security
    declines to process clearances on the basis of a 30-year-old security
    manual even though nothing in that manual gives that office the
    authority to control senators' access to information.
        As of April 2019, 637 Senate staff have active security clearances,
    with 353 having secret or top secret clearances and 284 having TS/SCI
    clearances.\6\ Only 37 senators have staff with the clearances
    necessary to access SCI materials.\7\ By comparison, approximately 1.2
    million executive branch employees and contractors hold top secret
    clearances.\8\ It's likely that more than 100,000 executive branch
    employees and contractors hold TS/SCI clearances, not counting foreign
    officials who are ``in access.'' \9\ But it's not just minimal staffing
    that's hobbling Congress's ability to oversee classified information.
    The legislative branch receives approximately 0.7% of the non-defense
    discretionary federal budget-approximately $5 billion-to oversee the
    entire federal government.\10\ By contrast, this year the intelligence
    community alone requested $85 billion, or more than 16 times all the
    money spent on the legislative branch.\11\ This significant disparity
    in both resources and people with access puts Congress in an inherently
    weak position when it comes to effectively conducting oversight.
        The Senate has appropriately provided other special clearances.
    Personal office staff who serve senators with equities in the
    Department of Energy, either through committee assignment or nuclear
    equities in the senator's state, are eligible to receive a ``Q''
    clearance.\12\ That clearance allows access to nuclear weapon design
    and manufacture information.\13\
        Critics of expanding staff access to classified information have
    argued that rather than increasing congressional access to highly
    sensitive information, Congress should combat over-classification.
    While we support efforts to reduce the overall amount of
    classification,\14\ these efforts do not negate the need for Congress
    to stand its ground in the face of the executive branch's assertion
    that it has the sole authority to determine who should be able to
    oversee its operations.\15\
        Providing select Senate staff TS/SCI clearances will not
    necessarily give them unfettered access to classified information. The
    granting of a TS/SCI clearance addresses an administrative hurdle-the
    determination that a person can be entrusted with this information--but
    it works hand-in-glove with the demonstration of a need to know and it
    would not improperly infringe on the executive branch's classification
    powers. The entity that holds the classified information must still
    make the determination that the staff have a need to know for them to
    access each SCI component, and the staffers must sign nondisclosure
    agreements. This need-to-know determination will ensure that
    information is available only to those who have an actual need for it.
        The costs of implementing this reform are likely to be minimal. The
    Congressional Budget Office scored a similar amendment offered last
    year in the Senate as having ``no budgetary impact.'' The costs of
    clearances for congressional staff are borne by the agency granting the
    clearance, not Congress.\16\ We anticipate that there would be some
    funding needed for the legislative branch to maintain records of
    nondisclosure agreements, store classified documents, and track
    individuals granted clearance, and we urge the committee to increase
    funds for the Office of Senate Security accordingly. Additionally, as
    most of the personal office staff of the relevant committees likely
    already have TS clearances, providing additional access to SCI should
    not be burdensome.
        The cost of not implementing this reform, however, is significant.
    Without adequately credentialed staff, Congress cannot ensure that we
    have an executive branch that operates effectively and ethically to
    protect our country, and in compliance with its constitutional
    responsibilities. While every committee is under-resourced, most of
    them work in areas where civil society can access information to help
    fill in the gaps. Civil society cannot do that for committees that
    oversee classified programs. Too often, Congress is instead forced to
    rely on leaks to the press to learn when national security agencies
    waste money, violate citizens' constitutional rights, or abuse their
    power.
        The Senate has previously recognized the need for enhanced access,
    and has provided designees with TS/SCI clearances for members of the
    Senate Select Committee on Intelligence. Consequently, the Senate has
    been able to engage in more robust oversight. The success of this
    designee system merits further expansion to personal staff so that
    nearly every senator will have someone to help them to inform their
    votes on the most sensitive national security matters, including
    decisions about whether to authorize the use of military force or
    whether a declaration of a national emergency is necessary.
        To make sure that our most sensitive national security information
    is properly protected, we urge the committee to increase
    counterintelligence training for all congressional staff who receive
    security clearances to help prevent the occurrence of improper leaks.
    This training should be akin to that provided by intelligence agencies
    to their own personnel. In addition, the Senate should expand its
    reporting on the time it takes to receive a clearance to include an
    accounting of the number of staff who hold clearances and the level at
    which they hold it. This would put the Senate in line with executive
    branch practices.
        In our experience, congressional staff take significant care to
    properly safeguard sensitive information, even documents that have
    pseudo-classifications like ``For Official Use Only,'' also known as
    Controlled Unclassified Information (CUI). If staff mishandle this
    information, they should be held to the same standards and subject to
    the same punishment as executive branch employees, including criminal
    prosecution.
        Granting staff sufficient clearance also provides for additional
    resilience in emergencies, like the COVID-19 pandemic, when senators
    may be scattered throughout the country and must rely on staff located
    in DC to review materials that are only available in the Capitol
    complex. Although this circumstance recurs regularly for a short time
    when members are back in the district, it becomes a significant problem
    when members will be gone for an extended time due to an emergency-a
    time they most need someone who is cleared to review information on
    their behalf.
        We must modernize how Congress conducts oversight, and that must
    include responsibly expanding its access to classified information.
    Years of executive overreach by Democratic and Republican
    administrations have severely diminished Congress's power. Congress
    must reassert itself as a coequal branch fully able to perform its
    oversight duties.
    ---------------------------------------------------------------------------
        \1\ Jared Keller, ``Almost every US metric for the war in
    Afghanistan 'is now classified or nonexistent,' so obviously things are
    going swimmingly,'' Task and Purpose, April 25, 2019. https://
    taskandpurpose.com/sigar-metric-afghansitan-war
        \2\ National Archives and Records Administration, Information
    Security Oversight Office, 2017 Report to the President (May 31, 2018),
    45. https://www.archives.gov/files/isoo/reports/2017-annual-report.pdf
        \3\ Aaron Mehta, ``'Unbelievably ridiculous,': Four-star general
    seeks to clean up Pentagon's classification process,'' Defense News,
    January 29, 2020. https://www.defensenews.com/pentagon/2020/01/29/
    unbelievably-ridiculous-four-star-general-seeks-to-clean-up-pentagons-
    classification-process/
        \4\ Project On Government Oversight, The Art of Congressional
    Oversight: A User's Guide to Doing It Right. 2nd ed. (United States:
    Project On Government Oversight, 2015), 8. http://www.pogoarchives.org/
    m/coi/pogo-the-art-of-congressional-oversight-handbook.pdf
        \5\ The National Security Act of 1947 applies to statutorily
    defined ``covert action,'' but not to intelligence collection, counter-
    intelligence matters, or other national security issues. Moreover, a
    separate provision of the act that requires the Director of National
    Intelligence to protect ``sources and methods'' has been significantly
    expanded beyond its originally limited scope.
        \6\ Daniel Schuman and Mandy Smithberger, Demand Progress and the
    Project On Government Oversight, A Primer on Congressional Staff
    Clearances: Which Staff Can Obtain Security Clearances, at What Levels,
    and Who Decides? (February 5, 2020), 9. https://docs.pogo.org/report/
    2020/A_Primer_on_Congressional_Staff_Clearances_2020-02-05.pdf This is
    the most recent data available.
        \7\ Daniel Schuman and Mandy Smithberger, Demand Progress and the
    Project On Government Oversight, A Primer on Congressional Staff
    Clearances, 9 [see note 6].
        \8\ Office of the Director of National Intelligence, Fiscal Year
    2017 Annual Report on Security Clearance Determinations (August 2018),
    4. https://www.dni.gov/files/NCSC/documents/features/20180827-security-
    clearance-determinations.pdf
        \9\ Office of the Director of National Intelligence, Fiscal Year
    2017 Annual Report on Security Clearance Determinations, 4 [see note
    8].
        \10\ Office of Management and Budget, Table 25-1. Federal Budget by
    Agency and Account, FY 2021 President's Budget Policy, 18. https://
    www.whitehouse.gov/wp-content/uploads/2020/02/25-1_fy21.pdf; First
    Branch Forecast, ``The Undermining of Congress,'' February 17, 2020.
    https://firstbranchforecast.com/2020/02/17/the-undermining-of-congress/
    #more-2121
        \11\ Department of Defense, ``Department of Defense Releases 2021
    Military Intelligence Program Budget Request,'' February 11, 2020.
    https://www.defense.gov/Newsroom/Releases/Release/Article/2080605/
    department-of-defense-releases-2021-military-intelligence-program-
    budget-request/; Office of the Director of National Intelligence, ``DNI
    Releases FY 2021 Budget Request Figure for the National Intelligence
    Program,'' February 11, 2020. https://www.dni.gov/index.php/newsroom/
    press-releases/item/2097-a-dni-releases-fy-2021-budget-request-figure-
    for-the-national-intelligence-program
        \12\ Daniel Schuman and Mandy Smithberger, Demand Progress and the
    Project On Government Oversight, A Primer on Congressional Staff
    Clearances, 7 [see note 6].
        \13\ Federation of American Scientists, DOE Classification and
    Security (February 6, 1996). https://fas.org/sgp/classdoe.htm
        \14\ For examples of how Congress can reform its oversight of
    intelligence matters, see R Street, Demand Progress, FreedomWorks, and
    Electronic Frontier Foundation, Strengthening Congressional Oversight
    of the Intelligence Community (September 13, 2016), 2-3. https://
    www.eff.org/files/2016/09/13/
    strengthening_congressional_oversight_of_the_ic_white_paper_sept_
    2016.pdf; see also Nate Jones, `` `There's classified, and then there's
    classified': Tangible Steps to Fix the Classification and
    Declassification System,'' Statement for the Public Interest
    Declassification Board, National Security Archive, December 6, 2016.
    https://transforming-classification.blogs.archives.gov/2016/12/06/
    theres-classified-and-then-theres-classified-tangible-steps-to-fix-the-
    classification-and-declassification-system-by-nate-jones-national-
    security-archive/
        \15\ For example, then-House Government Operations Committee Chair
    Jack Brooks (D-TX) considered the executive branch's authority on
    clearances to be an improper violation of separation of powers, and he
    initiated a mirror process to approve or deny clearances for staff of
    his committee, conducted through the then-General Accounting Office.
        \16\ Daniel Schuman and Mandy Smithberger, Demand Progress and the
    Project On Government Oversight, A Primer on Congressional Staff
    Clearances, 7 [see note 6].

        [This statement was submitted by Mandy Smithberger, Director.]
                                     ______

            Prepared Statement of the Center for Responsive Politics
        Chairman Hyde-Smith, Ranking Member Murphy, and members of the
    subcommittee, thank you for the opportunity to submit testimony on a
    simple way the House of Representatives can improve the transparency of
    lobbyist disclosures.
        I am executive director of the Center for Responsive Politics, a
    nonpartisan, nonprofit research organization based here in Washington
    that monitors and analyzes campaign contributions in federal elections,
    lobbying, and other forms of money and elite influence in U.S. politics
    and policy.
        The Clerk of the House and Secretary of the Senate serve as the
    repositories for over twenty years of data detailing the lobbying
    activities of thousands of organizations that are required to file
    under rules set forth by the Lobbying Disclosure Act of 1995 (LDA) and
    Honest Leadership & Open Government Act of 2007 (HLOGA). These reports
    serve as the basis for important public resources that allow
    investigations by academics, journalists and Congress itself that
    contribute to the integrity of policy making processes.
        Annually, these reports list more than 11,000 individual lobbyists
    as having undertaken significant ``lobbying activities.'' \1\ The
    Center for Responsive Politics (CRP) and others rely on this data both
    to populate the OpenSecrets.org website, which is free and open to the
    public, as well as to provide additional research assistance for
    journalists, nonprofits, academic institutions and interested citizens.
        This work includes normalizing individual lobbyist names to
    facilitate tracking their employment history and political campaign
    contributions. There is currently no publicly available identifier that
    makes clear that names reported as ``Jane Davis,'' ``Jane A. Davis,''
    and ``Jane Ann Davis'' all refer to the same individual lobbyist. In
    fact, our research finds that over the last twenty years, an average of
    12 percent of names reported annually are extraneous variations due to
    typographical errors, nicknames, and name changes. Recent years have
    been consistently in the eight percent range. Despite this recent
    improvement, considerable labor is expended reconciling the different
    versions as well as verifying that individuals with similar or common
    names are in fact, different people. Changes to a lobbyist's legal name
    based on changed marital status are common and present further
    challenges as there is often not an easily accessible way to confirm
    that ``Jane Doe'' and ``Jane Buck'' are, in fact, the same person.
        Considerable effort goes toward creating and maintaining a version
    of lobbyist IDs through algorithmic matching as well as human review.
    Following a quarterly filing deadline, a full day is spent reconciling
    variations caused by typos, nicknames, name changes due to marriage and
    changes in associated registrants, delaying the release of an improved
    data set.
        According to official filing manuals,\2\ the Clerk of the House and
    Secretary of the Senate assign a unique identifier to each lobbyist
    during the filing process that is used to track each person across
    reports (e.g., between LD-1 to LD-2; across various registrants; and in
    the LD-203 contribution reports). However, publicly released
    downloadable data does not include unique IDs. The existing non-public
    identifiers that are used to login can easily and programmatically be
    used to produce ones that are safe to disclose.
        The Honest Leadership & Open Government Act's revolving door
    provisions make it clear that tracking registered lobbyists' employment
    across government and the private sector is essential to monitor for
    conflicts of interest and to protect the integrity of the federal
    government. In addition, the House Select Committee on the
    Modernization of Congress has included unique identifiers for lobbyists
    among its recommendations for the purpose of ``mak[ing] it easier to
    know who is lobbying Congress and what they're lobbying for.'' \3\
        Government Accountability Office annual reviews of LDA compliance
    found that 19 percent of 2018 reports and 20 percent of 2019 reports
    failed to fully comply with requirements to disclose previous
    government employment as required, up from 15 percent in 2017.\4\ The
    ability to easily and accurately identify individuals throughout their
    lobbying careers is integral to research and oversight by civil society
    actors that fill that compliance gap.
        We respectfully request the addition of unique identifiers for
    individual lobbyists that are currently available only internally to
    the offices of the Clerk of the House and Secretary of the Senate to
    the publicly available data files that are updated daily. If the
    addition of such identifiers is not possible at this time, we request
    that a study be undertaken to determine the feasibility of doing so in
    the future.
        Thank you for the opportunity to provide our comments. We welcome
    the chance to discuss them further or answer any questions the
    Committee may have. Please feel free to contact me at
    skrumholz@crp.org.
    ---------------------------------------------------------------------------
        \1\ Lobbying Disclosure Act Guidance, Revised January 31, 2017;
    https://lobbyingdisclosure.house.gov/amended_lda_guide.html#section4
        \2\ ``Employed lobbyists are assigned a unique ID when they are
    registered with the House and Senate to lobby and added to the
    Contribution Reporting System by the person in your organization who
    manages the registration and reporting filings.''--From the LD-203
    ``Help'' manual for filers, Obtaining a Lobbyist ID and Password
    section: https://lda.congress.gov/LC/help/
    default.htm?turl=WordDocuments%2Faccessingthesystem.htm
        \3\ ``Recommendations of the Select Committee on the Modernization
    of Congress,'' accessed March 2020: https://
    modernizecongress.house.gov/committee-activity/recommendations
        \4\ ``GAO 2019 Lobbying Disclosure: Observations on Lobbyists'
    Compliance with Disclosure Requirements,'' March 2020: https://
    www.gao.gov/assets/710/705614.pdf
    ---------------------------------------------------------------------------
                                     ______

                   Prepared Statement of College to Congress
        Chairman Hyde-Smith, Ranking Member Murphy, and Subcommittee
    members--thank you for the opportunity to submit testimony despite the
    current climate of uncertainty and mitigation measures due to the
    coronavirus in our country.
        My name is Audrey Henson and I founded College to Congress to help
    create a more inclusive and effective Congress. We do this by
    recruiting, training, supporting, and placing low-income students from
    across the country in internships for their representatives in
    Washington, DC. Today, we work alongside 76 Representatives and
    Senators to create pathways to public service for students from
    disadvantaged, rural, and low-income backgrounds. We assess their need
    using the Pell Grant, a need-based federal grant for undergraduates
    designated as low-income.
        I was a Pell Grant recipient. I was also an intern and entry-level
    staffer who has worked in the House and Senate. I founded College to
    Congress to support students who are passionate about public service
    but do not have the means to work an unpaid internship in Washington,
    DC. Unfortunately, in the wake of COVID-19, many of them have had their
    dreams deferred. This is not only to the detriment of our country's
    students, but to the Senate staff and their ability to craft policy, as
    well. In an election year, members will have to rely more and more on
    staff to help raise funds for their campaigns. According to a CRS
    study, the average tenure for a Senate staffer is 2.7 years and 2.1
    years for legislative assistants.\1\ In addition to this high turnover
    rate, low pay also prevents talent from middle and working-class
    backgrounds from accepting these positions in one of the nation's most
    expensive cities. Staff assistants make up the bulk of entry-level
    positions in Senate offices with an average starting salary of $43,898
    per year.\2\ This is 14% less than the national average for recent
    college graduates. For students with student loans who are displaced
    from affordable university housing due to the coronavirus pandemic and
    unable to report for an in-person internship, my recommendations could
    be the difference between being unemployed and still maintaining an
    income and gaining experience for an entire semester.
        I submit that we do not have to face an unnecessary reduction in
    our workforce and I recommend the following to be enacted to protect
    valuable positions for interns in the Senate:
        We encourage offices within the Senate to:

      --Consider easing restrictions against interns temporarily and solely
            during this current public health crisis, on the type of work
            that interns and fellows can perform remotely for the summer.
            Interns could have the option of signing a pledge to maintain
            the highest standards of confidentiality and agree to a penalty
            or consequence determined by their office. They can still be
            trusted to perform tasks such as maintaining constituent calls,
            drafting responses for Congressional staff to review and send,
            conducting background research for preparation materials,
            drafting guidance for administrative responsibilities, etc.
      --Consider combining the funds set aside for paying their interns
            into a Fellowship which would be classified as a ``temporary
            hire.'' This would mean that interns are still considered a
            full-time employee of the office and can have access to
            telework equipment, benefits, and income.
      --Consider a virtual internship option modeled after the Virtual
            Student Federal Service where dozens of federal agencies
            release a call for project proposals around certain policy
            areas and vet the student submissions for virtual interviews.
            This would still ensure an intern's contribution to the
            Congressional office and be held accountable.
      --Consider making internship pay permanent to ensure equitable
            compensation among the early leaders of our country.

        Over the last four decades, the total number of congressional staff
    has declined 27 percent \3\ and Senate committee staff has declined by
    30 percent.\4\ But the U.S. population has nearly doubled while federal
    spending has increased by over 700 percent.\5\ This bleeding of talent
    can be mitigated by making Congress home to a strong example of early
    staff retention and equitable compensation for interns.
    ---------------------------------------------------------------------------
        \1\ Petersen, R. E. and Eckman, S. J. (2016, November 9). Staff
    Tenure in Selected Positions in Senators' Offices, 2006-2016.
    Congressional Research Service. https://fas.org/sgp/crs/misc/R44684.pdf
        \2\ 9 Petersen, R. E. and Williams, R. T. (2019, June 11). Staff
    Pay Levels for Selected Positions in Senators' Offices, FY2001-FY2018.
    Congressional Research Service. https://fas.org/sgp/crs/misc/R44324.pdf
        \3\ 1979-2015 from: Brookings Institute Vital Statistics on
    Congress. Congressional Staff, 1979-2015. https://www.brookings.edu/wp-
    content/uploads/2017/01/vitalstats_ch5_tbl1.pdf
        \4\ 1979-2015 from: Brookings Institute Vital Statistics on
    Congress. Staffs of Senate Standing Committees, 1947-2015. https://
    www.brookings.edu/wp-content/uploads/2017/01/vitalstats_
    ch5_tbl7.pdf
        \5\ Data compiled between 1979-2019 from: Chantrill, C. Federal
    1979 Spending by Function. https://www.usgovernmentspending.com/
    fed_spending_1979USmn; and: Chantrill, C. Federal 2019 Spending by
    Function. https://www.usgovernmentspending.com/fed_spending_2019USmn
    ---------------------------------------------------------------------------
                                     ______

               Prepared Statement of Cyber and National Security
    Chairman Hyde-Smith, Ranking Member Murphy, and Members of the
    Subcommittee:

        Thank you for the opportunity to testify. My name is Dan Lips. I am
    the Director of Cyber and National Security with the Lincoln Network, a
    non-profit organization that serves as a bridge between Silicon Valley,
    other technology hubs, and national policymakers. I submit this
    testimony in support of the Comptroller General's FY2021 budget request
    for the U.S. Government Accountability Office (GAO).\1\ Further, I urge
    the Subcommittee and Congress to provide necessary funding levels,
    resources, and hiring authorities to allow GAO to expand its Science,
    Technology Assessment, and Analytics (STAA) team.
        To summarize, GAO is one of the best investments Congress makes on
    behalf of American taxpayers, and the new STAA team has the potential
    to dramatically increase the value that GAO provides Congress and the
    nation. The STAA team will strengthen the Legislative Branch's capacity
    to understand complex scientific and technological issues and to better
    forecast and address emerging challenges, including global pandemics
    and cybersecurity threats. Moreover, the STAA's planned use of data
    science and advanced analytics to enhance GAO's auditing process could
    create billions in government savings.
               gao's fy2021 budget request in historical context
        The Comptroller General proposed a 12 percent increase over FY2020
    funding levels.\2\ This may seem like a lot given the nation's current
    public health and fiscal challenges. But a review of historical data
    shows that this increase would rebuild GAO's reduced capacity from
    previous staffing levels and that additional funding will yield
    considerable savings and improvements.
        GAO's request includes funding 3,250 FTEs, an increase of 50
    positions.\3\ To put this into historical context, GAO had more than
    5,000 employees thirty years ago.\4\ GAO's workforce size has fallen by
    1,800 employees since that time and is now two-thirds its staffing
    level in 1991.
        Despite operating at a reduced capacity since the 1990s, GAO has a
    track record of delivering significant government savings and program
    improvements over the past 20 years. A review of GAO's self-reported
    annual estimates of savings, government improvements, and return on
    investment (ROI) since 1999 shows that GAO's work has resulted in more
    than $1.1 trillion in taxpayer savings and more than 25,000 other
    improvements. See Table 1.

                     Table 1-GAO Reported Savings, Government Benefits, and Annual ROI (FY1999-2019)
    ----------------------------------------------------------------------------------------------------------------
                                                                                                             Estimated
                                                                                                              Annual
                      FY Year                      Reported Savings    Reported Savings   Other Government  Return-on-
                                                   (billions of $)     (billions of $)        Benefits      Investment
                                                                                                                ($)
    ------------------------------------------------------------------------------------------------------ ------------
    1999.......................................                 20.1                607                 57
    2000.......................................                 23                  788                 61
    2001.......................................                 26.4                799                 69
    2002.......................................                 37.7                906                 88
    2003.......................................                 35.4                900                 78
    2004.......................................                 44                1,000                 95
    2005.......................................                 39.6              1,400                 83
    2006.......................................                 51                1,342                105
    2007.......................................                 45.9              1,354                 94
    2008.......................................                 58.1              1,400                114
    2009.......................................                 43                1,300                 80
    2010.......................................                 49.9              1,361                 87
    2011.......................................                 45.7              1,318                 81
    2012.......................................                 55.8              1,440                105
    2013.......................................                 51.5              1,314                100
    2014.......................................                 54.4              1,288                100
    2015.......................................                 74.7              1,286                134
    2016.......................................                 63.4              1,234                112
    2017.......................................                 73.9              1,280                128
    2018.......................................                 75.1              1,294                124
    2019.......................................                214.7              1,418                338
                                                --------------------------------------------------------------------
        Totals.................................              1,183.3             25,029
    ----------------------------------------------------------------------------------------------------------------
    Source: Data are from GAO's annual reports since FY1999, which are available at GAO.gov.

        GAO's annual ROI has been more than $100 in savings for each
    taxpayer dollar invested in GAO every year since 2012. Moreover, GAO's
    average annual ROI between 2011 and 2018 was $126 compared to an
    average of $84 between 1999 and 2010. (The former average does not
    include GAO's estimated $338 ROI reported for 2019, which was
    significantly higher than past years. GAO stated that these historic
    savings were due to $136 billion in savings related to a DOD weapon
    system procurement and a $24.2 billion reduction in student loan
    costs.\5\)
        What happened at the beginning of the last decade that increased
    GAO's annual return on investment in the years that followed? One
    change is that Congress required GAO to issue annual reports on
    governmentwide duplication beginning in 2011. In 2010, former Oklahoma
    Senator Tom Coburn (full disclosure: my boss from 2011 to 2015) passed
    an amendment to the debt limit increase to require GAO's annual
    duplication reports. As of 2019, GAO estimates that its annual reports
    and work on duplication have yielded $262 billion in financial benefits
    since 2011.\6\ This shows how Congress's strategic direction can
    leverage GAO's impact.
        the case for expanding the science, technology assessment, and
                             analytics (staa) team
        With this context, the Comptroller General testified that
    additional funding will be used in part to grow the STAA team. He
    stated that current and new appropriations will be used to increase the
    STAA team from its current level of 100 positions to 140 positions in
    FY2021. Further, he stated that the STAA would focus on several
    priorities, including conducting technology assessments and providing
    other scientific and technical assistance to Congress, improving
    oversight of major acquisitions, technology, and science programs, and
    advancing GAO's use of data science and analytics in its auditing.\7\
    All of these priorities will yield significant value for Congress,
    particularly as the nation faces a pandemic and related economic
    impacts.
    Improving Congressional Science and Technology Capacity
        Enhancing Congress's science and technology capacity is a
    recognized issue of bipartisan concern. The Congressionally mandated
    National Academy of Public Administration report issued in November
    recommended developing GAO's STAA as part of the solution to enhance
    Congressional capacity for science and technology. The House Select
    Committee on the Modernization of the Congress's bipartisan
    recommendations include ``[r]eestablishing and restructuring an
    improved Office of Technology Assessment.'' \8\ In a report for Harvard
    University's Ash Center for Democratic Governance and Innovation,
    Lincoln Network's Zach Graves and Demand Progress's Daniel Schuman
    recommend a hybrid approach to improve Congressional S&T capacity-
    including reestablishing the OTA while developing GAO's capacities and
    specializations. ``GAO's STAA unit has shown significant competence in
    building its technology assessment capacity,'' Graves and Schuman
    write, ``It should continue to take on a significant portion of OTA's
    original mission.'' \9\
        As Congress considers whether to reestablish the OTA, the STAA is
    well positioned to play a lead role in enhancing Congress's capacity.
    The STAA will help Congress understand, analyze, and forecast major
    issues involving science and technology (such as risks related to
    cybersecurity threats and global pandemics), as well as develop
    legislation and conduct oversight to address these challenges with
    greater independence. The STAA will also provide valuable technical
    assistance evaluating federal research and development investments.
    Improving Oversight of Federal Technology, Acquisitions, and Science
            Programs
        Strengthening GAO and the Legislative Branch's ability to oversee
    major technology, acquisitions, and science programs will improve
    government performance and national security. For example, GAO has
    identified federal information security and cybersecurity as a high-
    risk issue since 1997. GAO has warned that the DOD's $1.6 trillion
    acquisition program is a high-risk issue. A 2019 GAO report identifying
    the Defense Department's supply chain risk management as a high-risk
    area served as a catalyst for reform within DOD. GAO's past oversight
    of major DHS science and technology programs have helped end or reform
    ineffective programs and acquisitions. GAO's work has also informed
    Congress and the executive branch about the need to rethink the
    nation's approach to managing risk. Monitoring agencies' acquisitions
    programs presents a significant challenge for Congress, particularly
    when those programs involve science and technology. Growing the
    capacity within GAO to oversee technology, acquisitions, and science
    will help Congress better fulfill its Article I responsibilities,
    strengthen national security, and improve Congress's ability to foresee
    major risks like the current pandemic.
    Using Data Science and Advanced Analytics to Strengthen GAO Auditing
        The STAA team's plan to apply data science and advanced analytics
    to enhance GAO's traditional auditing work will modernize and improve
    GAO's role in Congressional oversight in significant ways. GAO's Chief
    Data Scientist Taka Ariga recently explained to me how the STAA plans
    to use data analytic: ``The nexus of scalable computational power and
    innovative data science techniques enables analyses based on 100% of
    the data instead of a more traditional, sample-based approach. In turn,
    we can accelerate the speed and depth at which we identify, consume,
    and act on patterns, behaviors, correlations, and anomalies.'' \10\
        Applying data science has the potential to revolutionize oversight.
    For example, imagine if the federal government was able to use similar
    kinds of analytics that banks use to monitor consumers' credit card
    transactions. GAO estimates that governmentwide improper payments have
    totaled $1.4 trillion since 2003, when Congress required agencies to
    begin reporting them. GAO reports that ``federal entities estimated
    about $141 billion in improper payments'' in FY2017.\11\ Potential
    savings from using data analytics and continuous oversight to monitor
    and prevent improper payments could exceed tens of billions of dollars
    per year.
        Beyond achieving savings and eliminating waste, fraud, and abuse,
    applying data science and advanced analytics to government oversight
    could help Congress address other issues of bipartisan concern, such as
    identifying root causes of the opioid overdose epidemic and human
    trafficking, by analyzing multiple data sets and identifying patterns
    across government programs.
                                   conclusion
        Thank you again for the opportunity to submit testimony.
    Understanding the nation's urgent public health and fiscal challenges,
    I urge the Subcommittee to recognize the potential long-term value of
    investing in expanding GAO's capacity and particularly the STAA team to
    strengthen Congress's scientific and technical capacity and to improve
    federal oversight.
    ---------------------------------------------------------------------------
        \1\ Gene L. Dodaro, ``Fiscal Year 2021 Budget Request,'' Testimony
    Before the Subcommittee on the Legislative Branch, Committee on
    Appropriations, House of Representatives, February 27, 2020.
        \2\ Id.
        \3\ Id.
        \4\ Brookings Institution, ``Congressional Staff and Operating
    Expenses,'' at: https://www.brookings.edu/wp-content/uploads/2019/03/
    Chpt-5.pdf (February 26, 2020).
        \5\ U.S. Government Accountability Office, ``Performance and
    Accountability Report: Fiscal Year 2019,'' GAO-20-1SP, November 2019,
    at: https://www.gao.gov/assets/710/702715.pdf (February 25, 2019).
        \6\ GAO-19-285SP.
        \7\ Id.
        \8\ The Select Committee on the Modernization of Congress, U.S.
    House of Representatives, ``Recommendations.''
        \9\ Zach Graves and Daniel Schuman, ``Science, Technology, &
    Democracy: Building a Modern Congressional Technology Office,'' Harvard
    University Center for Democratic Governance and Innovation, 2020.
        \10\ ``Modernizing Oversight to Improve Government Efficiency and
    Performance,'' Lincoln Network, November 25, 2019.
        \11\ GAO, ``Reducing Government-wide improper payments,'' 2020.
    ---------------------------------------------------------------------------
                                     ______

                     Prepared Statement of Demand Progress
        Chairman Hyde-Smith, Ranking Member Murphy, and Members of the
    Subcommittee, thank you for the opportunity to submit testimony. My
    name is Daniel Schuman and I lead Demand Progress's Congressional
    capacity team, which conducts research and engages in advocacy focused
    on strengthening Congress.\1\ We greatly appreciate this Subcommittee's
    ongoing work to modernize Congress, exemplified by the study on
    congressional staff pay, the expansion of the Senate Employees' Child
    Care Center, and the creation of an e-Signature platform.
        My testimony focuses on modernizing congressional technology.
    Modernization encompasses moving to digital platforms that augment the
    current paper-based processes, facilitating the use of congressional
    data across the legislative branch and beyond, and increasing the
    resiliency of congressional operations in emergencies.
        The importance of resilient and flexible information technology
    infrastructure could not be more apparent than it is today in the midst
    of the COVID-19 pandemic. Members of Congress, their personal and
    committee staff, and staff in congressional offices and support
    agencies all must be able to perform their duties regardless of the
    circumstances. Technology, when designed properly and fully integrated
    into legislative operations, provides important capabilities that
    support the work of Congress even in the most adverse circumstances.
        The Senate and House have undertaken significant efforts to improve
    the quality of information technology available to the legislative
    branch. We believe that further development of technology tools--
    including the build-out of platforms and systems to share and manage
    data--requires the instantiation of an even closer level of
    coordination among the many components of the legislative branch than
    exists today.
        There is no entity inside Congress with the singular, day-to-day
    focus on improving how information is managed and shared throughout the
    legislative branch. Consequently, it is not always clear what data
    exists, where it can be found, who is responsible for it, and whether
    that data is being employed for all the purposes for which it is fit.
    In addition, multiple technologies are at times being used by different
    offices to manage the exact same information, which results in
    additional costs from the procurement of duplicative tools and
    inefficiencies from transferring data between incompatible formats.
    Furthermore, many traditional (often paper-based) legislative practices
    would be greatly enhanced if they were supported by interoperable
    digital platforms.
        For example, legislative branch-wide digital platforms could
    support:

      --Improved handling of the introduction, co-sponsoring, and amending
            of legislation, including tracking that legislation, providing
            comparative prints thereof, and reformatting it for publication
            as slip laws as well as codification into the U.S. Code;
      --Digitizing committee meeting notices, documents, testimony,
            transcripts, voting tallies, nominations information, and
            archives; deconflicting the scheduling of legislative
            proceedings; and so on;
      --More expeditious handling of executive branch communications;
      --Improving constituent relations management through enhanced
            tracking of inquiries, responses, and communications to
            agencies, the use of an e-signature platform to improve
            response times, and better methods for mass communications that
            are customizable to constituent interests;
      --Better techniques for managing offices, including payroll, leave
            tracking, hiring and firing, and overseeing staff benefits; and
      --Managing ethics information, including submission, review,
            approval, and publication of staff and member financial
            disclosures, gifts, travel reports, and statements of outside
            business; lobbyist registrations; post-employment restrictions;
            etc.;
      --Matters relating to cybersecurity, strengthening district offices
            ability to work collaboratively with the DC office, historical
            records, agency documents, and support for mobile technology
            that improves resiliency in the face of emergencies as well as
            flexibility in day-to-day activities.

        We recommend the creation of a Legislative Branch Information
    Technology Coordination Office, co-directed by a Senate Data
    Coordination Officer and a House Data Coordination Officer, as a pilot
    project. The Office would coordinate and support legislative branch
    information technologies that augment traditional legislative processes
    and practices.
        Specifically, as a start, the Legislative Branch Information
    Technology Coordination Office would:

      --Serve as a forum for convening relevant stakeholders to facilitate
            strategy coordination, procurement, knowledge-sharing;
            consultation with internal and external experts; and act as a
            clearinghouse for appropriately routing technical inquiries,
            issues, and ideas;
      --Facilitate information sharing across different components in the
            legislative branch by bringing together key players and
            encouraging their collaborative identification, development,
            and adoption of best practices and techniques;
      --Promote interoperability and efficiency by encouraging the
            sequencing of the development of tools and adoption of
            technologies across legislative branch components; and
      --Facilitate legislative operations by investigating and identifying
            areas worth investment and surfacing gaps in current processes
            and possible points of failure.

        The Senate and House Data Coordination Officers would be chosen
    respectively by the Senate Sergeant at Arms and the House Clerk. This
    provides equitable representation to each chamber's nonpartisan
    legislative operations staff and would serve as an extension of pre-
    existing, informal practices. Part of the office's role would be to
    provide a forum to invite relevant staff from legislative support
    offices and agencies to participate in the co-development of shared
    approaches to address common issues.
        In addition to the above duties, the Legislative Branch Information
    Technology Coordination Office would be responsible for supporting the
    efforts of the Bulk Data Task Force; tracking datasets released by the
    legislative branch; providing advice, guidance, and encouragement to
    offices regarding the publication of legislative branch information as
    data; supporting the annual Legislative Data and Transparency
    Conference; and supporting and providing assistance to the public with
    finding and obtaining legislative data.
        The creation of a visible point of contact with a focus on the
    institution as a whole would serve as a rallying point for
    modernization efforts while allowing each component to continue to
    focus on advancing its particularized mission. In addition, it is a
    pragmatic outgrowth of the many ad hoc coordination efforts that exist
    today. Such an office could be small, with one administrative FTE to
    support two full-time Coordination Officers.
        The Legislative Branch would benefit from improved coordination on
    the development of digital processes that facilitate traditional
    legislative operations and practices. Congress must continue to work to
    adapt its technology to modern circumstances in an increasingly mobile
    and volatile world. We look forward to continuing the conversation.
        Thank you again for the opportunity to submit testimony.
    ---------------------------------------------------------------------------
        \1\ For more information, visit https://firstbranchforecast.com/
    ---------------------------------------------------------------------------
                                     ______

                   Prepared Statement of Democracy Fund Voice
    Dear Chairman Hyde-Smith and Ranking Member Murphy:

        Democracy Fund Voice is a nonpartisan organization established by
    eBay founder Pierre Omidyar to help America build a stronger, healthier
    democracy. Effective governance in Washington is critical to this
    mission, and our philanthropic efforts focus in part on ensuring that
    congressional leaders have the resources and capabilities they need to
    represent and serve the American people.
        Through your leadership on this subcommittee, Congress has made
    important progress in restoring the resources needed for the proper
    functioning of the legislative branch. Appropriations for the
    legislative branch in fiscal year 2020 continued to reinvest in the
    people and systems required for the first branch of government to do
    the people's work. In a bipartisan fashion, congressional appropriators
    provided funds to raise staff salaries, bolster legislative support
    agencies, and upgrade information technology systems.
        We urge you to build upon the growing momentum to restore the
    capacity of Congress to fulfill its constitutional responsibilities by
    including adequate resources in the Fiscal Year 2021 Legislative Branch
    Appropriations bill.
        Although Congress has increased funds for the legislative functions
    of the federal government for consecutive fiscal years, from a
    historical perspective it is still significantly behind funding levels
    of decades ago. The legislative branch receives only seven tenths of
    one percent of non-defense discretionary federal funding. Most recent
    increases in spending for the legislative branch, meanwhile, have been
    directed toward critical needs like building renovations and campus
    security. Spending on other areas that are critical to the legislative
    and oversight work of the Senate, like committee allotments and
    personal office allowances (SOPOEA), has been flat for 25 years.\1\
        Members of the 116th Congress have distinguished themselves for
    their interest in strengthening and reforming the first branch of our
    federal system. This Congress has established new offices to strengthen
    positive workplace practices and encourage diversity in staff hiring
    and retention on a bipartisan basis. For the second consecutive year
    the paid internship program was expanded, providing a more diverse pool
    of young Americans with opportunities to begin careers in public
    service. Growing ranks of experts in scientific and technical fields
    are coming to work in legislative support offices, including the newly
    expanded Government Accountability Office (GAO). This subcommittee
    should appropriate funds to continue these and other reform-minded
    innovations that will improve Congress's capacity to face the
    challenges of the 21st century.
                                   staff pay
        The subcommittee should continue to prioritize increasing funding
    levels for staff pay in congressional offices. As every member of
    Congress understands, staffers are both the brain and heart of the
    institution, providing vital support for members of Congress through
    mastery of the complex issues facing a modern nation and providing
    important services to constituents in home districts.
        This subcommittee has led the way on this issue, providing funds to
    pay interns and increasing the SOPOEA in fiscal year 2020. But there is
    still much to do to reverse long-term trends in staff pay that have
    eroded congressional legislative and oversight capacity, and have
    contributed to less representative offices and policies. Even with last
    year's increase, funding for the SOPOEA is 8 percent lower than it was
    in FY 2010 when adjusted for inflation.\2\ The Congressional Research
    Service (CRS) has found that the average salaries for staff have
    declined by thousands of dollars in recent decades,\3\ pushing many
    qualified public servants out the door and reducing the average tenure
    of staff to just a few years.\4\ Spending on Senate committees, where
    staff play particularly vital roles on oversight and legislative
    matters, is down 35 percent over the last decade.\5\
        We recognize that appropriating more funds for the SOPOEA and
    committee allotments is challenging given the sizeable resource
    constraints imposed by building renovations and campus security.
    Nevertheless, the knowledge and skills of congressional staff
    constitute critical infrastructure for the functioning of the
    institution as well. We encourage the subcommittee to think creatively
    about ways to restore funding for congressional staff back to
    established norms of previous decades.
        We especially urge the subcommittee to explore providing additional
    resources for state-based staff. These staff have been on the
    frontlines of Congress's response to the current crisis, from serving
    constituents facing hardships, to coordinating with state and local
    leaders, to channeling important information to shape the legislative
    response. We expect these demands to continue building as this crisis
    unfolds and encourage the subcommittee to ensure that state offices
    have sufficient capacity to support constituents during fiscal year
    2021.
                             representative offices
        Inadequate funding is contributing to the lack of diversity among
    congressional staff, depriving Congress of the experience and expertise
    that are so vital to successful constituent representation and policy
    formation. To support a Congress that looks more like America, the
    subcommittee should continue its support for paid internships and
    consider expanding the program to committees. We applaud the
    subcommittee for commissioning a study on Senate staff pay and
    retention in fiscal year 2019; it should also consider funding
    permanent research on this topic and training personnel to promote
    diverse hiring and inclusive workplace practices.
                         congressional support offices
        Insufficient investment in the legislative branch has far-reaching
    consequences for policy expertise within the Congress. Legislative
    support agencies have suffered significant staff decreases in the past
    35 years, with CRS and GAO operating with a fraction of the staff
    capacity they had in the late 1970s.\6\ Additionally, Congress has
    lacked dedicated in-house resources on science and technology policy
    since the shuttering of the Office of Technology Assessment in 1995,
    when only 3 percent of Americans had ever logged on to the World Wide
    Web.\7\ The subcommittee should continue the investments it made last
    fiscal year in CRS and GAO, particularly as the latter expands the
    capacity of its Science, Technology Assessment, and Analytics (STAA)
    team.
                                   conclusion
        We at Democracy Fund Voice believe deeply in the vital role of the
    legislative branch in our federal system. Along with our sister
    organization Democracy Fund, we support dedicated and resourceful
    nonprofits that train congressional staff in legislative procedure,
    educate members and staff on complex policy issues, strengthen
    committee staff's ability to perform rigorous oversight of executive
    branch agencies, and develop solutions to office communications and
    technology challenges. We are proud to support this work, but only
    Congress itself can solve underlying resource problems in the
    legislative branch.
        As our nation faces dual public health and economic crises of an
    unprecedented scale, the American people will depend on a Congress that
    is properly resourced to craft informed public policy. We believe the
    bipartisan momentum for congressional renewal and reform is very
    encouraging. This moment represents an opportunity to build a modern
    Congress that can serve the American people for decades to come. We
    look forward to supporting your vital role in that process.
    ---------------------------------------------------------------------------
        \1\ ``The Undermining of Congress,'' First Branch Forecast, April
    21, 2020. Available at https://firstbranchforecast.com/2020/02/17/the-
    undermining-of-congress
        \2\ Ibid.
        \3\ Molly Reynolds, ``The Decline in Congressional Capacity,''
    Brookings Institution, February 23, 2018 (citing multiple CRS reports).
        \4\ Eric R. Petersen and Sarah Eckman, ``Staff Tenure in Selected
    Positions in Senate Committees, 2006-2016,'' Congressional Research
    Service, November 9, 2016, accessed April 21, 2020. Available at:
    https://fas.org/sgp/crs/misc/R44685.pdf.
        \5\ ``The Undermining of Congress"
        \6\ Curtlyn Kramer, ``Vital Stats: Congress Has a Staffing Problem,
    Too,'' Brookings Institution, May 24, 2017, accessed April 21, 2020.
    Available at: www.brookings.edu/blog/fixgov/2017/05/24/vital-stats-
    congress-has-a-staffing-problem-too/
        \7\ Pew Research Center, ``Americans Going Online . . . Explosive
    Growth, Uncertain Destinations,'' October 16, 1995. https://www.people-
    press.org/1995/10/16/americans-going-online-explosive-growth-uncertain-
    destinations/Accessed April 21, 2020.

        [This statement was submitted by Joe Goldman, President.]
                                     ______

                        Prepared Statement of Issue One
        Chairman Hyde-Smith, Ranking Member Murphy, and Subcommittee
    members--thank you for the opportunity to submit testimony and to
    address the capacity of the legislative branch.
        My name is Meredith McGehee, and I have been a public interest
    lobbyist for more than three decades, with an emphasis on promoting
    transparency, accountability, and strong ethics in our government. I am
    currently the Executive Director of Issue One, a leading crosspartisan
    organization working with Republicans, Democrats, and independents to
    advance commonsense reforms to fix our broken political system.
        Issue One's mission is to ``fix democracy first.'' We advocate for
    a range of solutions, including rebalancing the role of money in
    politics, securing our elections, and strengthening Congress so that it
    may fulfill its Article One responsibilities. To support our advocacy
    efforts, we formed the bipartisan ReFormers Caucus, which brings
    together more than 200 former members of Congress, governors, and
    Cabinet officials.
        Issue One is deeply concerned about the state of our politics,
    including the polarization that has made it increasingly difficult for
    Congress to get any work done. The current COVID-19 pandemic
    demonstrates that Congress is capable of working together under
    extraordinary circumstances--but Americans also deserve a strong,
    functioning Congress that can address the issues that affect them every
    day. Which is why I would like to highlight a key driver of dysfunction
    in Washington that is hindering Congress' ability to consistently and
    effectively serve the American people. I'm referring to Congress'
    capacity--its capacity to legislate, deliberate, and represent
    Americans. Put simply: Congress' ability to perform these critical
    functions has not kept pace with the challenges of governing a large
    and diverse nation in an increasingly complex world.
        The numbers themselves paint a sobering picture. In the last four
    decades, the U.S. population has nearly doubled \1\ and federal
    spending has increased almost 800 percent \2\--but the total number of
    congressional staff has declined 27 percent.\3\ In the same period,
    Senate committee staff has decreased by 30 percent,\4\ and the staff of
    three crucial supporting agencies--the Congressional Research Service
    (CRS), Government Accountability Office, and Congressional Budget
    Office--has been cut by 40 percent.\5\
        This decrease in Hill staff impacts members of Congress' ability to
    craft policy. Let's be honest: the amount of time that many members
    spend on policymaking has to compete with the demands of the campaign
    cycle. Issue One's research shows that in the last quarter, the typical
    Senator raised an average of $1,700 per day, while Senators up for re-
    election in 2020 raised an average of $15,300 per day.\6\ The need to
    spend hours per week dialing for dollars can leave members with little
    time to focus on policy. As a result, members have to rely more and
    more on staff, many of whom are inexperienced and leave the Hill just
    as they are gaining substantive policy expertise.
        As anyone who visits the Hill regularly knows, staff skew young in
    age and turnover is high. As a recent CRS study shows, the average
    Senate staffer has only been in their position for 2.7 years.\7\ For
    legislative assistants, who advise Senators on key subject-matter
    areas, the average tenure in the position is only 2.1 years.\8\ To put
    this in perspective, if you are a member of the Senate Armed Services
    Committee, and the staffer advising you on the National Defense
    Authorization Act is only in the position for one cycle of the bill's
    annual review, your ability to impact that legislation will be
    seriously undercut.
        Unfortunately, low pay is a major factor contributing to staff
    turnover. Staff who play a vital role in crafting and negotiating
    legislation often earn half of what they can make in the private sector
    or federal government. As a result, staffers get their ``Hill ticket''
    punched and leave, taking with them valuable expertise and
    institutional knowledge.
        Moreover, low entry-level pay can prevent those from middle and
    working-class backgrounds from taking a job on the Hill in the first
    place. Staff assistants--the entry level position in most Senate
    offices--make an average of $43,898 a year,\9\ which is 14 percent less
    than the national average for recent college graduates.\10\ It is worth
    noting that this comparison does not account for the high cost of
    living in Washington, DC. For jobseekers with student loans to repay,
    or those who cannot rely on support from family members to live and
    work in an expensive city, this is simply not a job they can afford to
    take.
        These factors combine to exacerbate a lack of diversity in Hill
    offices, which undermines Congress' ability to represent all Americans.
        Let me be clear, by setting out this state of affairs, I do not
    mean to disparage Hill staff. In more than 30 years of public interest
    lobbying, I have found the vast majority of staffers to be
    exceptionally bright and highly motivated.
        However, pitting staff in their mid-twenties--no matter how
    capable--against lobbyists and executive branch officials with decades
    of experience is a recipe for having special interests or the executive
    branch win every time.
        So, what can be done?
        I want to start by thanking you and the leaders of this Committee
    for the increase you were able to secure for the Senators' Official
    Personnel and Office Expense Account (SOPOEA) for Fiscal Year 2019.
    This funding was a critically important step to improving congressional
    capacity, and Issue One hopes there will be more targeted increases to
    the SOPOEA and committee funding in the future.
        For those who might complain about Congress ``spending money on
    itself,'' I would argue forcefully that having an experienced and
    diverse Hill staff is not about members themselves, but rather about
    protecting and strengthening the voices of the people they serve--their
    constituents.
        It is also worth noting that this is a completely separate issue
    from that of Senator pay--the staff positions I'm referring to when
    expressing concern about retention are not earning anywhere near the
    current cap in staff pay.
        That said, Issue One recognizes Congress is operating in a
    resource-constrained environment, particularly in this current
    appropriations cycle. So, we would also urge you to focus on other,
    cost-effective ways to improve staff retention.
        First, we recommend that this Committee examine options to boost
    the Senate's human resources capacity. One option is to create a ``one-
    stop-shop'' that all Senate offices could turn to for help with hiring
    and management. It could provide hiring managers with tools to recruit
    candidates from a more diverse talent pool, assist them in
    understanding staff benefits and competitive compensation levels, and
    generally identify HR best practices. Expanding HR support Senate-wide
    could improve staff retention and diversity while lessening the
    administrative burden for Senators and staff alike.
        We would also like to highlight the potential to boost retention
    through improved management training for staff. Over my career, when I
    have asked departing staffers why they chose to leave the Hill, about
    half have cited the need to earn more money. But the other half cited
    challenges with their managers.
        I've seen and heard about these management problems time and time
    again. Since there is no required management training as staff move
    ``up the ladder'' on the Hill, staffers find themselves suddenly
    managing people without preparation, as they move from policy-only
    positions to legislative or district director roles. This is just a bad
    business practice that leads to inefficiencies and increased turnover,
    all of which undermines Congress' ability to serve the American people.
        Finally, we urge you to consider, in the next Congress, creating a
    Joint Select Committee on the Modernization of Congress to examine and
    improve congressional operations. As I, along with a number of other
    congressional and public policy experts, wrote to Senate and House
    leadership in a 2016 letter, establishing a Joint Committee could help
    Congress boost its internal policy capacity so it can better compete
    with lobbyists and the executive branch. The current pandemic has
    demonstrated that, ultimately, if Congress is to fulfill its
    constitutional duties effectively, the institution must commit to
    thoroughly examining solutions to these issues.
        One last observation is that work to modernize and improve Congress
    has inspired action from a wide range of organizations with differing
    missions and ideologies, but who still agree that a strong and
    functional Congress is an essential part of our democracy. For our
    part, Issue One has been meeting regularly with an informal coalition
    of nonprofit and advocacy groups, with the goal of better supporting
    critical, bipartisan work to strengthen the legislative branch. We have
    been heartened to see a formalized effort on the House side to improve
    congressional functioning, capacity, and effectiveness through the
    House Select Committee on the Modernization of Congress. We've also
    been impressed at how this desire to improve our first branch has
    united so many of us on the left, right, and in between. We hope that
    this broad support is reflected in this testimony and in the feedback
    you receive ahead of this appropriations cycle.
        In closing, thank you for considering these recommendations, and
    for all your work to promote a strong and competent staff within the
    legislative branch.
    ---------------------------------------------------------------------------
        \1\ Data compiled between 1979-2019 from: United States Census
    Bureau. Historical National Population Estimates: July 1, 1900 to July
    1, 1999. https://www.census.gov/population/estimates/nation/
    popclockest.txt; and: United States Census Bureau (2019, July 1). U.S.
    and World Population Clock. https://www.census.gov/popclock/
        \2\ Data compiled between 1979-2019 from: Chantrill, C. Federal
    1979 Spending by Function. https://www.usgovernmentspending.com/
    fed_spending_1979USmn; and: Chantrill, C. Federal 2019 Spending by
    Function. https://www.usgovernmentspending.com/fed_spending_2019USmn
        \3\ Data compiled between 1979-2015 from: Brookings Institute Vital
    Statistics on Congress. Congressional Staff, 1979-2015. https://
    www.brookings.edu/wp-content/uploads/2017/01/vitalstats_ch5_tbl1.pdf
        \4\ Data compiled between 1979-2015 from: Brookings Institute Vital
    Statistics on Congress. Staffs of Senate Standing Committees, 1947-
    2015. https://www.brookings.edu/wp-content/uploads/2017/01/
    vitalstats_ch5_tbl7.pdf
        \5\ Data compiled between 1979-2015 from: Brookings Institute Vital
    Statistics on Congress. Staffs of Congressional Support Agencies,
    FY1946-FY2015. https://www.brookings.edu/wp-content/uploads/2017/01/
    vitalstats_ch5_tbl8.pdf
        \6\ Ratliff, A. (2020, February 5). Four Things We Learned from the
    Latest House and Senate Campaign Finance Filings. Issue One. https://
    www.issueone.org/four-things-we-learned-from-the-latest-house-and-
    senate-campaign-finance-filings/
        \7\ Petersen, R. E. and Eckman, S. J. (2016, November 9). Staff
    Tenure in Selected Positions in Senators' Offices, 2006-2016.
    Congressional Research Service. https://fas.org/sgp/crs/misc/R44684.pdf
        \8\ Id.
        \9\ Petersen, R. E. and Williams, R. T. (2019, June 11). Staff Pay
    Levels for Selected Positions in Senators' Offices, FY2001-FY2018.
    Congressional Research Service. https://fas.org/sgp/crs/misc/R44324.pdf
        \10\ Koc., E. et al. (2019, Summer). NACE Salary Survey: Final
    Starting Salaries for Class of 2018 New College Graduates, Executive
    Summary. National Association of Colleges and Employers. https://
    www.naceweb.org/uploadedfiles/files/2019/publication/executive-summary/
    2019-nace-salary-survey-summer-executive-summary.pdf
    ---------------------------------------------------------------------------
                                     ______

                     Prepared Statement of Lincoln Network
    Dear Chairman Hyde-Smith, Ranking Member Murphy, and members of the
    committee:

        Thank you for the opportunity to submit testimony. Over the past
    two years, there has been considerable interest and new research
    surrounding the question of how to enhance science and technology
    capacity in the legislative branch, and in particular whether it should
    revive the Office of Technology Assessment or a invest in a similar
    entity such as the Government Accountability Office's Science,
    Technology Assessment, and Analytics (STAA) team. Given our current
    crisis with COVID-10, and the unprecedented new expenditures
    surrounding it, the conversation around building deeper science and
    technology expertise and oversight capacity is more important than
    ever.
        As you know, following a provision in the fiscal year 2019
    appropriations bill, the National Academy of Public Administration
    conducted a wide-ranging study examining science and technology
    resources within Congress.\1\ NAPA's report identified important gaps,
    and reaffirmed a narrative of historical decline in the legislative
    branch's staffing and capacity. This narrative has been supported and
    augmented with additional studies by Harvard University (including one
    I co-authored),\2\ and numerous reports by think tanks on both the left
    and right. This literature, including the NAPA recommendations, is also
    reviewed in-depth in a new report from the Congressional Research
    Service.\3\
        In its report, CRS outlines five approaches:

        1.  Reestablish OTA Without Changes to Its Statute
        2.  Reestablish OTA with Changes to Its Statute
        3.  Charge an Existing Agency or Agencies with New or Expanded
    Technology Assessment Authorities and Duties
        4.  Use the National Academies for Technology Assessment
        5.  Rely on a Broad Range of Existing Organizations for Scientific
    and Technical Analysis and Technology Assessment

        Of these options, (2) and (3) have drawn the greatest support, and
    arguably have the fewest drawbacks. While there are many both inside
    and outside of Congress who favor restoring the Office of Technology
    Assessment, most recognize the need to update its model, which was
    conceived in the 1960s and designed for how Congress worked in that
    era. Other analysts have pointed to STAA as a more politically feasible
    vehicle for this work, but also warn of the institutional challenges it
    has yet to overcome.
        Since 2019, STAA has grown to over 80 FTE staff and undertaken
    thorough reviews of its methodological approach for technology
    assessment (as well as developing other products). But if it is to fill
    this role, there is still much that needs to happen for it to mature
    both institutionally and in terms of staffing capacity. The remainder
    of my remarks are focused on addressing this challenge.
                       serving congress beyond committees
        A major design limitation of OTA was that it primarily served
    committee leadership (this small support base also facilitated its
    political downfall). GAO's request process, governed by its
    congressional protocols, operates along similar lines. Yet, the need
    for science and technology expertise and analysis extends beyond just
    committee chairmen and ranking members. While this system is meant in
    part to manage scarce resources, there are potential approaches to open
    up shorter form analytic products to a broader constituency within
    Congress. To that end, we request the following report language:

            Review of Congressional Protocols for S&T.--The Government
            Accountability Office is requested to provide a report within
            180 days on options to amend its congressional protocols, with
            respect to technology assessments and other non-audit reports
            generated by its STAA team, to address requests from
            congressional committees on a bipartisan basis, as well as make
            services available to individual member offices. This analysis
            may wish to consider factors in request prioritization such as
            bicameral and bipartisan requests, report type and length, as
            well as the number of Members making the request.
                           leveraging outside talent
        As Comptroller General Gene Dodaro discusses in his recent
    testimony in the House of Representatives, GAO is actively exploring
    this use of temporary project-based staff for science and technology
    work at STAA. The use of rotators and project-based staff helps promote
    an interchange between academia and government, leading to the
    development of expert networks and staff expertise that otherwise
    wouldn't be possible to get in government. To encourage utilization and
    adoption of this model, we request the following report language:

            Report on Hiring Authorities.--The Government Accountability
            Office is requested to provide a report to this committee and
            to publish online within 180 days a report on available hiring
            authorities and their utilization for science and technology
            work in STAA, as well as how it might adapt talent and
            networking models from DARPA, the National Science Foundation,
            and the former Office of Technology Assessment.
                            creating a stronger staa
        Recent criticism of STAA, including analysis in the NAPA report and
    from CRS, have pointed to its challenges in moving quickly and
    separating itself from GAO's audit-focused culture and bureaucracy. To
    address these issues and build consensus around STAA, policymakers
    should explore additional ways to give STAA greater autonomy. This
    might include a separate appropriations line item, or modeling the
    relationship between the Congressional Research Service and the Library
    of Congress (see: 2 U.S.C. Sec. 166). This issue could also potentially
    be addressed through report language, such as:

            Research Independence.--The Comptroller General is requested to
            study and implement changes to afford STAA and its director the
            maximum practicable research administrative independence within
            GAO, including hiring and firing authority, consistent with its
            strategic objectives to serve as a science and technology
            advisor to the Congress.

        Additionally, while we know there are significant limitations to
    what can be funded, we respectfully urge you to support GAO's budget
    request to provide additional resources for this important work. As
    with GAO and the original OTA, we believe a fully-funded STAA can
    provide a return to taxpayers that greatly exceeds its budget.
        Thank you for your ongoing attention to this issue, and thank you
    for the opportunity to testify.
    ---------------------------------------------------------------------------
        \1\ We've conducted a detailed examination of its findings here:
    https://lincolnpolicy.org/2019/12/04/evaluating-the-2019-napa-report-
    on-st-policy-assessment-and-resources-for-congress/.
        \2\ See: Mike Miesen, Laura Manley, et al., ``Building a 21st
    Century Congress: Improving Congress's Science and Technology
    Expertise,'' Belfer Center for Science and International Affairs,
    September 2019. https://www.belfercenter.org/CongressSciTech; Zach
    Graves and Daniel Schuman, ``Science, Technology, & Democracy: Building
    a Modern Congressional Technology Assessment Office,'' Ash Center for
    Democratic Governance and Innovation, January 2020. https://
    ash.harvard.edu/publications/science-technology-and-democracybuilding-
    modern-congressional-technology-assessment.
        \3\ ``The Office of Technology Assessment: History, Authorities,
    Issues, and Options,'' Congressional Research Service, April 29, 2020.
    https://www.everycrsreport.com/reports/R46327.html.

        [This statement was submitted by Zachary Graves, Head of Policy.]
                                     ______

     Prepared Statement of the National Association of Latino Elected and
                          Appointed Officials (NALEO)
    Dear Chair Hyde-Smith, Ranking Member Murphy and Members of the U.S.
    Senate Appropriations Legislative Branch Subcommittee:

        On behalf of the National Association of Latino Elected and
    Appointed Officials (NALEO) Educational Fund, I respectfully write you
    to urge the U.S. Senate to establish a Senate Office on Diversity and
    Inclusion and fund it adequately to operate in an independent and non-
    partisan manner.
        NALEO Educational Fund is the nation's leading nonprofit
    organization that facilitates the full participation of Latinos in the
    American political process, from citizenship to public service. Our
    Board members and constituency encompass the nation's more than 6,800
    Latino elected and appointed officials and include Republicans,
    Democrats, and Independents.
        In November 2017, NALEO Educational Fund launched ``Staff Up
    Congress,'' a national initiative to build a representative
    congressional workforce. The initiative is working to grow the pool of
    candidates of color for senior positions, develop candidates' skills
    and networks, build a sustainable pipeline of candidates from entry-
    level to the chief of staff, and urge hiring managers to actively
    consider, recruit, and hire in an inclusive manner.
               inclusion helps legislatures function effectively
        Congressional staff provides indispensable assistance and
    irreplaceable institutional knowledge that legislators need to meet
    their policymaking, oversight, and constituent service
    responsibilities. As the Congressional Management Foundation notes,
    ``talented and experienced employees are the most valuable assets in
    any knowledge-based workplace, and Congress is one of the most
    important, complex and information-rich knowledge-based workplaces in
    the world.''
        Extensive research has shown that teams of capable, intelligent
    people with diverse personal characteristics work better than
    homogenous groups. For example, social scientists have observed that
    when people of varied backgrounds work together, they surpass groups
    with similar personal characteristics in recognizing broad ranges of
    needs and opportunities, brainstorming, and generating creative
    solutions to emerging problems.
        Emerging research also provides increasingly direct and conclusive
    proof that inclusive teams make Members more effective policymakers. A
    2018 study of Congressional committees' work determined that the more
    racially diverse the members of a committee were, the less likely it
    was that that the committee's reports and other written products would
    include minority or dissenting views. According to this study's author,
    diverse perspectives help build legislative consensus, and therefore
    ``efforts underway to further increase diversity in Congress are
    important in potentially contributing to a better functioning
    legislature.''
        In addition to positively influencing the speed and effectiveness
    of policymaking, inclusive legislative staff teams enhance Congress's
    legitimacy in the eyes of its constituents. Researchers have found that
    constituents tend to trust and engage more with their representatives
    when those elected officials are individuals who share the experiences
    of constituents' racial or ethnic communities.
        This suggests that inclusive staffing will also tend to strengthen
    democracy by increasing voter participation and other civic activity.
    Staff who reflect the diversity of Members' constituencies also are
    ideally equipped to anticipate and effectively address those
    constituents' concerns.
        Congress has much to gain from taking action on a public commitment
    to inclusive hiring. As the partisan conflict has intensified, Congress
    has found itself in ever more acute need of people who are willing and
    able to work together across dividing lines. Congress must improve its
    ability to reach consensus by deliberately pursuing greater inclusivity
    in staffing.
                    congress has fallen short on inclusivity
        Members of Congress and the workforce that powers the legislative
    branch do not yet reflect the diversity of the constituents for whom
    they work. Congress works to ensure that federal agencies and private
    employers make inclusion a priority, but it has not yet held itself
    accountable in the same way. Congress must take concrete steps and
    remain open to new administrative approaches to make progress and
    demonstrate a meaningful commitment to diversity to its constituents.
        Although there are few data available from official sources,
    available indicators universally show that the Congressional workforce
    is not representative of the population for which it works. In its 2015
    report on Senate staff, George Washington University's Joint Center for
    Political and Economic Studies found that while 37.9 percent of United
    States residents were people of color, just 7.1 percent of Senate
    Chiefs of Staff, Legislative Directors, Communications Directors, and
    Staff Directors were people of color. Congress can take effective
    action to address these disparities. For example, since initiating
    annual surveys, creating an inclusive resume bank, and urging Member
    offices to adopt policies like the Rooney Rule, the Senate Democratic
    Caucus has measured incremental and consistent improvement in markers
    of inclusive hiring. It is essential that Congress make an explicit and
    active commitment to building a workforce that more closely resembles
    the nation's broad diversity.
                    house office of diversity and inclusion
        The U.S. House of Representatives passed a Rules package that
    established the House Office of Diversity and Inclusion in 2019, a
    significant step toward increasing staff diversity and inclusion in the
    House of Representatives. In addition to establishing the Office of
    Diversity and Inclusion, the Rules package required the appointment of
    a Chief Diversity Officer and the development of a diversity plan, to
    include a survey to evaluate diversity in House offices and policies to
    direct and guide House offices to recruit, hire, train, develop,
    advance, promote, and retain a diverse workforce.
        The House of Representatives administered the required diversity
    survey in the summer of 2019, and the responses will be incorporated
    into a series of recommendations to help enhance diversity and
    inclusion across the chamber. In March 2020, the House of
    Representatives appointed a Chief Diversity Officer to lead the House
    Office of Diversity and Inclusion, and it will add a Deputy Director to
    address effective and inclusive and hiring in a bipartisan manner.
        The bipartisan Select Committee on the Modernization of Congress
    unanimously endorsed the efforts of the House Office of Diversity and
    Inclusion, and the full House overwhelmingly adopted House Resolution
    756, which charged the Office with submitting reports for the
    foreseeable future and anticipates its findings.
                    senate office of diversity and inclusion
        NALEO Educational Fund urges the United States Senate to bring
    itself into parity with the House of Representatives by establishing a
    Senate Office of Diversity and Inclusion, appointing a Senate Office of
    Diversity and Inclusion Director, and preparing a Senate Inclusion
    Report. The Senate falls behind the House at the task of diversifying
    its workforce at its own peril: over the long term, it risks becoming a
    less-attractive workplace that is not as creative or effective as it
    could be.
        Employers across the nation in both large and small enterprises
    increasingly implement inclusive hiring practices because they ensure a
    workforce that is representative of their communities, and they
    generate efficiency, innovation, and other strategic advantages. The
    United States Senate should attract the best and should be proactive
    and transparent about diversity, and implement strategies that address
    fair employment opportunities for individuals of diverse races,
    ethnicities, religions, genders, disabilities, and veteran status.
                                   conclusion
        NALEO Educational Fund urges the creation of the United States
    Senate Office of Diversity and Inclusion, and we look forward to
    working with Senators to implement measures that make future Congresses
    more representative and more effective as public servants. Thank you
    for your attention to this important matter.

        [This statement was submitted by Arturo Vargas, Chief Executive
    Office.]
                                     ______

               Prepared Statement of the National Taxpayers Union
    Dear Chairwoman Hyde-Smith, Ranking Member Murphy, and Members of the
    Subcommittee:

        Thank you for the opportunity to submit testimony regarding the
    Fiscal Year (FY) 2021 Senate Legislative Branch Appropriations bill. On
    behalf of National Taxpayers Union (NTU), the nation's oldest taxpayer
    advocacy organization, we urge you to require a report from the
    Congressional Budget Office (CBO) on the costs, benefits, and
    feasibility of allowing lawmakers to request and receive formal CBO
    cost estimates prior to legislative markups. NTU recently submitted
    similar testimony on this proposal to the House Appropriations
    Subcommittee on the Legislative Branch.\1\
        CBO produces hundreds of formal cost estimates for proposed
    legislation every year, but almost 90 percent of these estimates are
    produced after a bill has been reported out of committee and to the
    full House or Senate.\2\ While CBO receives ``thousands of requests for
    informal reviews each year,'' and will provide informal cost estimates
    for some bills prior to committee markup, it is clear that the vast
    majority of legislation marked up by Congressional committees come with
    no formal cost estimate.\3\
        For a group like NTU, this is troubling. NTU has had a major impact
    on tax, spending, and regulatory policies for decades, and like the
    Committees of Congress we rely in part on CBO cost estimates to make
    the case for or against legislation with our grassroots network.
    Providing lawmakers with access to official, public cost estimates
    prior to legislative markups would allow Committee Members, NTU, and
    other stakeholders to address the spending, revenue, and deficit
    impacts of legislation before bills are considered by the full
    chambers.
        Fortunately, there is bipartisan interest in asking CBO to produce
    more formal cost estimates prior to legislative markups. In 2017,
    amidst the debate over House Republican replacements for the Affordable
    Care Act (ACA), Congressman Ro Khanna (D-CA) introduced legislation
    that would have required CBO to produce cost estimates before any ACA-
    related legislation was considered by the House Committees on Ways and
    Means, Energy and Commerce, or Rules.\4\ The legislation garnered 13
    Democratic co-sponsors representing 10 states.\5\
        Many Republicans are also interested in this policy. The Republican
    Study Committee (RSC), which includes 147 House Republicans, included
    the following proposal in their FY 2020 Budget:

            `` . . . allow the chairman of a committee or the chair of the
            Committee on the Budget to request CBO prepare a preliminary
            report including estimated budgetary authority on legislation
            to be considered in committee.'' \6\

        In 2018, then-House Budget Committee Chairman Steve Womack (R-AR)
    asked CBO how feasible it would be for CBO to provide cost estimates
    prior to markups. CBO answered in short, ``about 65 analysts are
    devoted to producing cost estimates after full committee markup, but
    producing estimates [on a routine basis] before markup would eliminate
    some of the work that now occurs afterward. Nevertheless, the
    additional resources that would be required would probably be
    substantial.'' \7\ CBO added it would be happy to prepare a detailed
    estimate if helpful.
        Despite the potential need for additional resources at CBO, making
    cost estimates available prior to markups would allow lawmakers to more
    fully analyze and consider the budgetary impact of bills at an early
    stage in the legislative process. CBO should conduct a detailed study
    of this proposal. To that end, NTU is requesting that the following
    language be included in the FY 2021 Legislative Branch appropriations
    bill:
        Congressional Budget Office Cost Estimates Prior to Committee
    Markups.--Within 180 days of enactment of this legislation, the
    Congressional Budget Office (CBO) shall provide to appropriators and
    make publicly available a report on the costs and benefits of allowing
    certain lawmakers to request and receive formal cost estimates of
    legislation prior to committee markups. CBO should examine the
    feasibility, cost, benefits, and drawbacks of allowing either the Chair
    of a committee, or the Chair and Ranking Member of a committee, or the
    Chairs and Ranking Members of the Committees on the Budget, to request
    formal cost estimates, and provide guidance on the amount of time and
    resources such requests would demand from CBO. It also shall assess
    whether and how many additional personnel might be required to
    accomplish this task.
        As previously mentioned, NTU strongly supports allowing lawmakers
    to request formal cost estimates from CBO prior to legislative markups.
    However, we seek a clear picture of the additional burdens such a
    proposal will put on CBO, and request their input on the matter. We
    believe a report from CBO is the best way to receive this input. Thank
    you for your time and consideration, and I am happy to answer any and
    all questions the Subcommittee may have.
    ---------------------------------------------------------------------------
        \1\ Lautz, Andrew. ``NTU Testifies to House Subcommittee on
    Congressional Budget Office Reform.'' National Taxpayers Union, March
    5, 2020. Retrieved from: https://www.ntu.org/publications/detail/ntu-
    testifies-to-house-subcommittee-on-congressional-budget-office-reform
        \2\ Congressional Budget Office. (February 2018). ``How CBO
    Prepares Cost Estimates.'' Retrieved from: https://www.cbo.gov/system/
    files/115th-congress-2017-2018/reports/53519-costestimates.pdf
        \3\ Edelberg, Wendy, and Gullo, Teri. ``CBO's Cost Estimates.''
    Congressional Budget Office, October 29, 2015. Retrieved from: https://
    www.cbo.gov/sites/default/files/114th-congress-2015-2016/presentation/
    50934-costestimates.pdf#page=7
        \4\ Congressman Ro Khanna. (March 8, 2017). ``Release: CBO Score
    Needed Before Health Care Replacement Bill Markup.'' Retrieved from:
    https://khanna.house.gov/media/press-releases/release-cbo-score-needed-
    health-care-replacement-bill-markup-2
        \5\ Congress.gov. ``Cosponsors: H.Res.178--115th Congress (2017-
    2018).'' Retrieved from: https://www.congress.gov/bill/115th-congress/
    house-resolution/178/cosponsors?searchResultViewType=
    expanded&KWICView=false
        \6\ Republican Study Committee. (May 2019). ``Preserving American
    Freedom: Republican Study Committee Fiscal Year 2020 Budget.''
    Retrieved from: https://mikejohnson.house.gov/sites/
    mikejohnson.house.gov/files/
    Final%20RSC%20FY%202020%20FOR%20PRINT.pdf#page=135
        \7\ Congressional Budget Office. (July 26, 2018). ``Answers to
    Questions for the Record Following a Hearing Conducted by the House
    Committee on the Budget on CBO Oversight: Economic Assumptions,
    Baseline Construction, Cost Estimating, and Scoring.'' Retrieved from:
    https://www.cbo.gov/system/files/2018-07/54205-QFR-
    9HBC_Oversight.pdf#page=8

        [This statement was submitted by Andrew Lautz, Policy and
    Government Affairs Associate.]
                                     ______

         Prepared Statement of Washington Intern Student Housing (WISH)
        Good afternoon Members, I am Jackie Lewis, CEO and founder of
    Washington Intern Student Housing (WISH). Thank you for the opportunity
    to present a witness testimony regarding Fiscal Year 2021
    Appropriations.
        WISH provides fully-furnished, intern-only housing for students who
    wish to live and work in Washington, DC. More specifically, WISH is
    dedicated to providing a safe and affordable short-term residential
    option for interns working on the Hill. It is important that interns
    who are traveling to Washington, DC receive compensation, either
    through a stipend or hourly pay, for their hard work in Congressional
    Members' offices.
                       intern compensation helps congress
        Paid congressional internships provide opportunities for more young
    Americans who simply do not have the financial means to dedicate an
    entire semester or summer to a congressional internship without pay.
    Young people from the middle class or from more modest backgrounds are
    unable to live without income in an expensive city such as Washington,
    DC. Paid internships will diversify the applicant pool and make the
    Congress more inclusive and representative of the United States of
    America.
                  further assistance to congressional interns
        Today, many offices are able to take on multiple interns, including
    those from university-sponsored programs, volunteers from members'
    districts, and stipends provided through appropriated funds.
        For FY2020, the Legislative Branch Appropriations Bill provided $6
    million for Senate intern pay, an increase of $1 million from FY2019,
    which allowed for an average of $60,000 to each Senator's office. Due
    to the success of the intern compensation, Congress is now able to
    attract and hire the most qualified interns, regardless of
    socioeconomic status.
        For this reason, we urge the Legislative Bran Appropriations
    Subcommittee to continue to retain and expand funding for stipends for
    congressional interns.
        WISH and its Foundation strive to create opportunities that allow
    disadvantaged students to complete congressional internships and use
    their experience to advance their careers in public service. A
    congressional internship provides an immense amount of legislative
    experience, firsthand know-how on the political processes of the U.S.
    government, and the ability to forge professional relationships with
    congressional staffers. Yet all of these rewarding experiences do not
    outweigh the need for offices to provide monetary compensation.
        We are pleased that each office has provided a stipend as
    compensation for the interns, but we believe that more needs to be done
    given the high expenses of living in Washington, DC.
        Washington, DC is a very expensive city. Housing, food,
    transportation, and everyday living expenses are much higher than in
    the typical city or town that potential interns call home. Without a
    stipend, many congressional interns struggle to cover the expenses that
    arise over the course of their congressional internship.
        We propose that all offices be allocated a $3,000 stipend for high
    living expenses in Washington, DC. If there are students at a four-year
    institution and need further assistance, this $3,000 stipend will
    enable them to come to study and work in Washington, DC for a semester
    or summer.
        We suggest each Senate office receive $3,000 stipends for fall,
    spring and summer sessions with a range of 2-6 stipends per office
    depending on the office's size.
                    offices vary their intern pay schedules
        Even before dedicated funding was available, Senate offices were
    familiar with paying interns out of their standard office allowances.
    Some offices were able to pay some of their interns, but not all. Many
    offices selected college students with the understanding they wouldn't
    have been able to receive academic credit for their internship if they
    received compensation.
        For other offices, paying interns depends on the time of the year.
    It is quite common to see some Congressional offices choose to use
    funds out of their own annual staff appropriations in order to pay for
    fall and spring interns, but not summer interns. Essentially, these
    offices are able to take advantage of the surplus of student applicants
    who are only able to come to D.C. for a congressional internship during
    the summer.
        Our proposal will ensure that students who are interested in spring
    and fall internships, as well as summer internships, have equal access
    to stipends that will help cover their living expenses and
    transportation costs to Washington, DC.
        Our mission at WISH is to create upward mobility for first
    generation college students my giving them the chance to have a
    rewarding, productive, and intellectually stimulating careers. Our
    proposal for $3,000 stipends is meant to further support students
    interested in completing a congressional internship as a step towards
    their post-graduate career.
        With the well-being of congressional interns and the success of
    FY2020's appropriation for Senate intern pay in mind, we suggest that
    the Appropriations Subcommittee on the Legislative Branch should
    appropriate $3,000 stipends for congressional interns.
        Thank you for your consideration.