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


 
         LEGISLATIVE BRANCH APPROPRIATIONS FOR FISCAL YEAR 2023

                              ----------                              


                        WEDNESDAY, MAY 11, 2022

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

    The subcommittee met at 10:02 a.m., in room SD-192, Dirksen 
Senate Office Building, Hon. Jack Reed (Chairman) presiding.
    Present: Senators Reed and Braun.

 ARCHITECT OF THE CAPITOL, CONGRESSIONAL BUDGET OFFICE, AND THE SENATE 
                            SERGEANT AT ARMS


                 opening statement of senator jack reed


    Senator Reed. Good morning. I will call the hearing to 
order.
    The subcommittee comes this morning to discuss the 2023 
budget for the Legislative Branch Appropriations Subcommittee.
    I look forward to continuing to work with Ranking Member 
Senator Braun and the Distinguished Members of the Subcommittee 
in crafting responsible funding legislation that supports the 
Legislative Branch.
    Today we have with us the Architect of the Capitol, Brett 
Blanton, and the Senate Sergeant at Arms, General Karen Gibson. 
I thank you for joining us here today to testify.
    The Director of the Congressional Budget Office, Phillip 
Swagel, was also scheduled to join us but cannot because he is 
in medical quarantine due to COVID-19. We wish him well and I 
ask unanimous consent that his written testimony be placed in 
the hearing record.

    [The statement follows:]
 Prepared Statement of Phillips Swagel, Director of the Congressional 
                             Budget Office
[GRAPHICS NOT AVAILABLE IN TIFF FORMAT]

    Senator Reed. Let me begin by thanking the women and men of 
your agencies that serve and protect the Capitol and Senate. 
Your agencies play key roles in ensuring that our physical 
space here on the Capitol Campus is safe - not just for Members 
of Congress and staff, but also the millions of visitors who 
are eagerly returning after 2 years as we reopen - and that our 
``virtual'' security--our cyber space and IT infrastructure - 
are also secure.
    During the COVID-19 pandemic, both the Senate and the House 
have continued to meet, which means many of your employees have 
had to show up in person for work. They have provided the 
Capitol Campus with enhanced cleaning, PPE, food services, and 
critical IT enhancements for remote work. And then the January 
6 attack on the Capitol happened, adding a whole new way in 
which we must think about and approach security while 
maintaining an ``open campus'' environment so that all people 
can visit and share this special place.
    We want to make sure the Senate Sergeant at Arms and the 
Architect of the Capitol have the tools needed to continue 
keeping us safe and to keep up with both known and emerging 
threats. But balancing openness with security needs is not 
cheap, and both of your 2023 budget requests clearly reflect 
that.
    The AOC's budget increase for security account alone is an 
eye-popping $637 million. I know this mainly reflects the need 
for adequate facilities and infrastructure support for the 
Capitol Police as they add more sworn officers, analysts, 
contracted security guards, and safety equipment; and the 
recommendations from the Physical Infrastructure Security 
Assessment of the Capitol Campus completed earlier this year.
    However, this subcommittee will want a full accounting of 
those projects and why we need them if we are to provide the 
funding.
    The Senate Sergeant at Arms seeks an increase of $4 
million, including 10 new staff, to support the physical 
security of Senators and staff in and around the Capitol as 
well as in their home States. This is understandable given that 
threats against members increased by a 107 percent last year.
    General Gibson, I want to know how the SAA is making sure 
Senators and their staff know how better to use the Protective 
Services you provide.
    This subcommittee has to make difficult decisions on 
funding, reforms, mission, and operational structure, and 
physical security messages that directly affect our agencies 
and the Capitol Campus.
    We want to make sure we find the right solutions. It will 
be up to us to provide you with the tools you need to implement 
those changes and hold you accountable for implementing them 
successfully.
    I'd also note that the U.S. Capitol was designed to a safe 
accessible place for Americans to come together to witness and 
participate in our democracy, but if officials continue to 
inflame the public with irresponsible rhetoric and outrageous 
and false conspiracy theories, then our country and taxpayers 
pay a steep price and some of that price tag is reflected in 
this elevated budget request.
    Clearly security enhancements are needed, but all the 
security personnel and equipment in the world won't be enough 
to defend our institutions--and our democracy - if this 
corrosive rhetoric continues and incorrect rhetoric continues.
    While we do not have a broader budget agreement yet for 
fiscal year 2023, we do know the legislative branch is not 
insulated from that debate. Hopefully we'll have a top line 
number soon from Chairman Leahy and Vice Chairman Shelby so we 
can consider and move bipartisan appropriations bill.
    And with that, I'd like to turn to my Ranking Member 
Senator Braun. Senator Braun, please.

                    STATEMENT OF SENATOR MIKE BRAUN

    Senator Braun. Thank you, Mr. Chairman, and thank you, Mr. 
Blanton and General Gibson, for being here. I look forward to 
crafting something that's going to make sense.
    Your responsibility, Architect of the Capitol, is for the 
maintenance of the grounds and office buildings. The Sergeant 
at Arms is responsible for a full range of functions, from 
emergency preparedness to telecommunications.
    As members of the Capitol Police Board, you both play a 
significant role in the security decisions made around the 
campus.
    Congress provided $300 million last summer in the Security 
Supplemental for upgrades and we funded a number, a number, of 
priority security-related projects in the Omnibus bill.
    The supplemental funding was on top of substantial 
increases to the Legislative Branch agencies in fiscal year 
2022, a 12 percent boost over 2021.
    Of course, we know there were extra-normal circumstances, 
but this has to be taken in the context that our economy 
generally just grows one and a half to two and a half percent a 
year, and if you're not kind of in line with that, you're going 
to run into problems in the long run.
    Mr. Blanton, you're requesting a significant funding 
increase in fiscal 2023. As we consider these requests, it's 
important that we make wise investments tailored to the most 
likely threats.
    In addition to security, you're both responsible for daily 
maintenance and operations. For hundreds of years, the American 
people have had the ability to freely visit these buildings. 
I've been here a little over 3 years, and part of the beauty of 
being here not only as a Senator or Representative or 
especially the public is that ability to migrate freely and, of 
course, we won't go over the reasons why, but I think that 
everyone here that works here and especially the public that 
wants to visit it would appreciate that we get this thing back 
to normal.
    I sent a letter to Senator Schumer at the beginning of 
April urging him to do so. I was a strong supporter of Senator 
Haggerty's resolution to reopen the buildings, which the Senate 
passed unanimously in March.
    It's past time to fully reopen the Capitol to the way it 
was before COVID. COVID obviously was a hopefully once-in-a-
century challenge. We learned a lot about it. Most of America 
is moving in a way that we know we're going to have to live 
with it. We've learned a lot about it, and we should have never 
thrown caution to the wind in navigating through it, but we are 
where we are. So I think we need to move on.
    Majority Leader Schumer's insistence on keeping COVID 
restrictions in place has real consequences for staff in this 
building, and the Americans who would like to freely flow 
through it I think are wondering about it as well.
    Both of you are involved in reopening the Capitol, and I 
look forward to discussing in a way that has common sense to do 
so beyond where we are currently.
    Fiscal year 2023 requests for all Leg Branch agencies is 
over a billion dollars more than 2022. 20 percent increase, 
seven to eight times the increase in what our net economic 
growth is going to be. You look at the first quarter, we 
actually fell a little bit.
    I don't want to use statistics based on aberrations of the 
last 2 years, but in the long run, it needs to be more in line 
with what we can afford.
    As we look to fiscal year 2023, we must evaluate how these 
resources are going to be spent, and ideally it should be done 
in the process of a real budget consideration. I'm on the 
Budget Committee. It's kind of a useless appendage out here 
since we haven't used it in over 10 years. That is a head 
scratcher to most Americans because you couldn't get by without 
it.
    We ended up bumping spending through an Omnibus bill that 
took it up nearly six percent, and again that's about three 
times the growth of our economy.
    We don't do budgets anymore. We need to get back into that, 
especially for something as important as this. We've got to 
address these structural issues for the future of the country, 
for our kids and our grandkids. The system has got to work 
differently. This is just one small part of it.
    I look forward to working with Chairman Reed here to where 
we at least on what we do maybe set the example for the other 
areas of Appropriations and come up with something that makes 
sense for the American public. Thank you.
    Senator Reed. Thank you very much, Senator Braun.
    Now I will ask our witnesses to both offer their opening 
statements, approximately 5 minutes. Your written statements 
will be made part of the record.
    Let me begin with General Gibson.
STATEMENT OF GENERAL KAREN H. GIBSON, SERGEANT AT ARMS, 
            SENATE SERGEANT AT ARMS AND DOORKEEPER OF 
            THE SENATE
    General Gibson. Thank you.
    Chairman Reed, Ranking Member Braun, Members of the 
Subcommittee, I appreciate the opportunity to testify in 
support of the Sergeant at Arms fiscal year 2023 budget 
request.
    I want to begin by thanking you for supporting our fiscal 
year 2022 request, to include the Business Continuity and 
Disaster Recovery Fund, whose resources will enable the 
Sergeant at Arms to respond to unanticipated business needs, 
whether supporting State Offices in the aftermath of a natural 
disaster or providing support in a communications degraded 
environment.
    I understand my fiduciary responsibilities to our taxpayers 
and remain committed to transparency in all expenditures.
    My team has made steady progress in strengthening our 
physical and cybersecurity posture, pressing forward to 
modernize systems, and enhancing our operational effectiveness 
and service support to the U.S. Senate.
    I am grateful for a strong working relationship with the 
U.S. Capitol Police, the Architect of the Capitol and his team, 
and with my counterparts in the House of Representatives.
    Allow me a moment to highlight just a few examples of the 
SAA's recent work:

  --Together with the Secretary of the Senate, we developed a 
        consolidated Senate Operations Center or SOC. In 
        coordination with the Capitol Police Command Center, 
        the SOC provides a single point of entry for 
        information, situational awareness, events tracking and 
        queries, and communicating with the Senate community.
  --We are working to further enhance the SOC, but their 
        situation tracking, community messaging and support to 
        Senate leadership and other decision-makers already 
        represents a vast improvement over past practices.

    In terms of network communications and cybersecurity, next 
month we will complete migration from a legacy data center to 
two modern data centers, providing two resilient and 
geographically separated centers to ensure the availability of 
Senate networks during the most disruptive potential events for 
years to come.
    We are also expanding and modernizing the services we 
provide the Senate community. We will open a Passport Office 
for Senators and staff in the Hart building in June and are 
already offering notary services at the Post Office in the 
Dirksen building.
    Printing, Graphics and Direct Mail, PGDM, is pioneering an 
online storefront that will enhance customers' ability to 
create, proofread and submit graphic print orders remotely. 
This new software will better enable order tracking, will give 
offices the ability to save frequently ordered items, and 
provide a modern look, feel, and functionality to printing, 
graphics, and direct mail consumers.
    These are but a few of the advances made possible by the 
resources you provided during fiscal year 2022. Thank you.
    For fiscal year 2023, we request $285 million, that's 
approximately 3.5 percent more than our request for fiscal year 
2022, and 992 positions to directly support Senators, their 
staff, and constituents.
    This request reflects an increase of $9.7 million and 35 
additional positions. We seek $5 million in no-year funding to 
upgrade audiovisual equipment in committee hearing rooms and 
$6.3 million to support recently authorized fellowship 
programs.
    Within the fiscal year 2023 budget, we request $4.8 million 
in new funding to strengthen IT continuity programs. These 
funds will enhance the Senate's contingency readiness through 
capabilities such as CMS, Crisis Management Suite kits that 
provide secure deployable communications in an emergency. The 
funds will enable us to purchase satellite phones for State 
offices, providing a reliable contingency communication 
platform in the event cellular communications are unavailable, 
as was the case last year for 11 State offices during the wake 
of Hurricane Ida.
    This budget will also enable our CIO, Chief Information 
Officer, and cybersecurity teams to modernize aging IT systems 
and remain steadfast in defending communication networks both 
at the Capitol Complex and in State offices against 
increasingly sophisticated and aggressive cyber adversaries.
    Of the 35 additional positions requested, 10 will support 
the Senate's Chief Information Officer, reinforcing the 
resiliency of IT systems, improving the quality of online 
applications and services that are developed for Senate users, 
completing the Unified Communications and Collaboration 
initiative, and expanding our capacity to respond to Help Desk 
requests and equipment needs.
    Ten positions directly respond to the growing number of 
threats that are communicated against the Capitol and against 
Senators themselves. These new hires will coordinate with the 
Capitol Police as well as local, State, and Federal law 
enforcement partners to improve our threat intelligence and 
information-sharing and to coordinate additional law 
enforcement support when needed for Senators in transit or in 
their home districts.
    The last 15 positions will provide operational support to 
the Senate community and the Sergeant at Arms' greatest 
resource, its people. These positions support the continued 
demand for the Employee Assistance Program which, thanks to 
your support, remains a free and confidential resource, 
promoting personal resiliency among Senate employees across the 
nation's time zones. Within our Office of Human Resources, 
requested funding will better position us to recruit and retain 
a talented, productive, and inclusive workforce. One position 
provides an additional proctor for the Page Program and another 
ensures our acquisition workforce and contracting officers 
achieve necessary training certifications.
    In sum, the additional FTEs will further strengthen our 
security, support much-needed modernization, and provide better 
support to the thousands of employees who sustain the Senate's 
functions.
    I will close by saying that the Sergeant at Arms has 
accomplished much in the past year but we are just getting 
started, particularly with multiyear modernization and security 
initiatives. I remain deeply impressed by the professionalism 
and commitment of the women and men I am honored to lead and am 
tremendously proud of their contributions. With your support, I 
look forward to sharing many more accomplishments in the year 
to come and stand ready to answer your questions.

    [The statement follows:]
               Prepared Statement of Hon. Karen H. Gibson
    The Office of the Senate Sergeant at Arms (SAA) respectfully 
requests $285,052,000 and 992 Full-Time Equivalents (FTEs) in 
appropriations for fiscal year 2023. This is a 3.5 percent increase 
over the fiscal year 2022 proposed budget and an increase of 35 FTEs.
    In my second year as SAA, I am pleased to share with you how we 
have made steady progress in strengthening our operational readiness 
and our plans to further improve the safety and security of the Senate, 
as well as our work on new initiatives to increase support to Senate 
offices.
                           capitol operations
Senate Recording Studio (SRS)
    The fiscal year 2023 budget includes a request for $5,000,000 in 
no-year funding to enable the SAA to replace audiovisual equipment and 
systems in Senate Hearing Rooms at, or near, the end of its serviceable 
life. The Senate Recording Studio has a role in monitoring, maintaining 
and repairing the audio-visual systems in all hearing rooms across the 
Senate campus. The SRS plans to make targeted replacements of three to 
four systems per year as they age. The SAA is working towards several 
targeted replacements in fiscal year 2022 and fiscal year 2023, 
including systems in SH-216. At the same time, the SAA is working with 
the AOC on an ongoing program for the complete renovation of hearing 
rooms, starting with SD-342. This ongoing effort to renovate hearing 
rooms will continue in fiscal year 2023 and require a permanent budget 
base increase of $5,000,000 per year. To date, the SAA has completed a 
targeted replacement of broadcast cameras in SD-106 and the full 
renovation of the Commerce hearing room (SR-253), the Intel Hearing 
Room (SH-219), and the Senate SCIF (SVC 217).
    Our request also includes funding for ongoing support of Recording 
Studio services to Senators, and committees. During calendar year 2021, 
the Senate Recording Studio broadcast 1,167 hours of gavel-to- gavel 
coverage of Senate floor proceedings and recorded the proceedings for 
subsequent archiving. Since the first fully remote hearing on April 27, 
2020, the Senate Recording Studio has broadcast 919 remote or hybrid 
hearings enabling Senate committees to review bills, conduct oversight, 
issue reports, and hold hearings despite pandemic constraints. They 
also produced 700 television and 1200 radio productions enabling 
Senators working in DC to communicate with the constituents and news 
outlets at home. Further, the SRS provided broadcast and recording for 
the 2021 Presidential Inaugural Ceremony, three Lying in State/Lying in 
Honor ceremonies and, of course, January 6, 2021.
    Priorities for the SRS consist of the replacement of critical 
infrastructure within studio spaces including video switching, routing, 
and audio mixing systems installed in CY08 which is now near or in some 
cases past the end of its serviceable life. These replacements ensure 
the SRS provides exceptional support in each of its functional areas.
Appointment Desk
    Level funding is requested to support the network of Appointment 
Desks located on the first floor of the Capitol, in the basements of 
the Russell and Hart buildings, and in the Capitol VisitorCenter (CVC). 
During fiscal year 2019, the most recent non-pandemic year, the 
Appointment Desk processed approximately 205,000 visitors. Of these, 
more than 120,000 visitors were in the Capitol complex for official 
business or a meeting with a Senator or staff. The remaining 85,000 
visitors consisted of staff-led tours that were processed through the 
Russell Appointment Desk. In addition, nearly 30,000 international 
visitors relied on the CVC Appointment Desk for Senate Gallery Passes 
and information. Although the pandemic required a significant 
curtailment in operations beginning March 2020, required support will 
steadily increase in fiscal year 2022 and into fiscal year 2023 as the 
Senate returns to normal operations.
    During calendar year 2021 and into calendar year 2022, the 
Appointment Desk staff provided auxiliary staff support to the New 
Member Suites post-election and the Impeachment trial; reopened desks 
to Official Business Visitors; created templates for daily schedules of 
Official Business Visitors to share with USCP; created and implemented 
new policies to allow for limited staff-led tours including 
registration and scheduling; and developed a plan for the possibility 
of three additional appointment desks in the Senate Office Buildings.
    During fiscal year 2022 through fiscal year 2023, the Appointment 
Desk will train staff on use of the new software and efficiently assist 
Senate offices in registering and welcoming official business visitors.
                    chief information officer (cio)
Cybersecurity
    The CIO is requesting an additional two FTEs for the Cybersecurity 
department. The SAA proactively defends the Senate network daily 
against advanced cyber threats. The Cybersecurity Department has 
successfully mitigated critical events and ensured the security of the 
Senate due to the dedicated staff and sophisticated technologies 
deployed on the Senate network. To build on these successes, the CIO is 
requesting two FTEs to support the analysis process by analyzing open-
source, commercial and government threat intelligence data to assist 
with determining the extent of threats, identifying indicators of 
compromise, and drafting threat intelligence reports to make risk-based 
decisions.
    For fiscal year 2023, we will be focused on our five main lines of 
effort: Cybersecurity Resilience Assessment Methodology, Office 
Cybersecurity Resilience Assessment Methodology, Insider Threat, 
Awareness, and Cloud. The development of the Cybersecurity Resilience 
Assessment Methodology was completed, and we are now finalizing the 
testing of the standardized methodology to ensure it is effective and 
efficient. Next, advanced cybersecurity resiliency assessments for 
Senate offices and committees will be conducted, which includes 
coordinated penetration tests, vulnerability assessments, and advanced 
phishing assessments, among other actions. The CIO will concentrate on 
mitigating risk associated with the potential insider threat, through 
education and technical means. The CIO will mature the Cybersecurity 
awareness campaign in collaboration with other agencies. Finally, gaps 
in cyber and privacy security will be evaluated as it relates to cloud-
based services and other technologies.
Process Management & Innovation
    The CIO is requesting an additional $731,000 and three FTEs to 
execute our hybrid cloud strategy framework to provide access to modern 
and secure line-of-business applications and services In fiscal year 
2023, the CIO will build on and adopt software-as-a-service (SaaS) 
solutions to enhance office productivity, communications, and 
collaboration capabilities. The CIO will also expand investments in 
other cloud infrastructure, platform services, and associated 
automation, management, and monitoring tools to increase responsiveness 
to emerging business requirements, and to opportunistically move or 
build applications, websites, and services in the cloud.
    The SAA supports a lot of custom software development to meet the 
unique needs of the Senate. To support this effort, and to ensure a 
pipeline of talented staff, the CIO is requesting the three apprentice 
FTEs for the custom software development team. This team is responsible 
for creating some of the most impactful software applications such as 
Quill, Otis, eFinancial Disclosure, Calendar+ and Office Application 
Manager to name a few.
    In January 2022, the department released the latest enhancements to 
Quill, a web-based application for House and Senate member and 
committee offices to manage letter workflow, with over 90 percent of 
offices enrolled in Quill. Staff use Quill to create letters for their 
Senators to sign and invite other offices to co-sign. Since its 
release, over 1,700 letters have been authored with over 20,000 co-
signers' signatures applied in Quill. This application has modernized 
the process to so that letters can be finalized and sent to industry, 
legislators, leadership, and others in a fraction of the time and staff 
resources previously required to complete this process.
    This team is currently engaged in development of a Security Portal, 
where security-related alerts and information from dozens of sources 
are consolidated and made available to allow the SAA to inform Senators 
of security-related matters. Additionally, the team is developing 
applications for offices to request security-related assistance from 
the SAA. The applications replace paper and email-based processes to 
address security concerns regarding events, hearings, and incidents 
occurring across the Senate and state offices.
Technology and Communications Resiliency
    The CIO is requesting $4,783,000 for this department. The 
Technology and Communications Resiliency Directorate oversees the 
engineering, implementation, and operations for the Senate's IT 
Continuity and Disaster Recovery Programs. This includes management of 
the Senate's radio infrastructure, communications security (COMSEC), 
emergency communications, mobile command vehicles (MCVs), satellite 
communications, datacenter continuity, and support for National 
Security Special Events (NSSE). Over the past year, the BCDR team 
implemented functional testing for DoD Mobile Classified Capabilities 
(DMCCs), satellite phones, radios, and Wireless Priority Service/
Government Emergency Telecommunications Service (WPS/GETS) to improve 
the ability for users to communicate during a disruptive event. Future 
efforts will seek to enhance testing for new capabilities such as 
FirstNet which is a resilient cellular communication's capability.
    Within the fiscal year 2023 budget, the funding will allow for the 
enhancement of the Senate's IT and communication's enterprise, which 
includes the geographic disbursement of technical assets across the 
country to further develop our Continuity of Operations (COOP) and 
Continuity of Government (COG) posture. This also includes building 
more robust communication's capabilities, to include Cellular on Wheels 
(COW) and Crisis Management Suite (CMS) kits for secure communications. 
This funding request also includes the acquisition of satellite phones 
for Member offices, extending the Unified Communications and 
Collaboration (UCC) implementation to COOP sites, and implementing a 
wireless infrastructure to expand network connectivity at COOP 
locations.
Communication & Technology Innovation
    The CIO is requesting an additional $150,000 and one FTE in this 
department. This increase in funding is for expansion the digital 
signage within the Hart, Dirksen, and Russell office buildings. 
Currently the signage is available in seven locations, and we are 
planning to add this signage to 56 new locations over the next 5 years. 
The expanded digital signage system will display wayfinding information 
and emergency notifications, in addition to existing directory 
information and hearing schedules. Additionally, the new digital 
signage will connect to the Joint Emergency Mass Notification System 
(JEMNS), to enable another mechanism to ensure staff are informed 
during a disruptive event.
    The additional FTE is requested to lead technical editing and 
marketing efforts for the CIO. This will improve how the CIO 
communicates technical information to non-technical staff, as well as 
the CIO's overall marketing and communication to the Senate. These 
types of communications include policies, notices, the ``CIO Weekly 
Bulletin,'' and communications on all CIO projects and services.
Enterprise Applications
    The CIO is requesting $4,704,000 and two FTEs to provide enhanced 
support for existing systems and to expand technology modernization 
efforts. In fiscal year 2022, several new initiatives were started to 
modernize applications using modern cloud-based applications, such as 
ServiceNow for Help Desk services requests, Kronos for time and 
attendance, and Cornerstone for Human Resource recruiting, learning, 
and staff career management. These new applications require equipping 
current staff with new skills. The requested FTEs will provide the 
resources to rearchitect our approach, and train SAA CIO staff to 
support these modern cloud technologies. This technology will also 
increase features and functionality available to our users and reduce 
contractor support. The funding request includes additional funds to 
expand cloud-based applications used to provide essential services to 
internal SAA offices and other customers as well as enhancements to 
TranSAAct, Asset Manager, and the Technology Catalog.
Enterprise Operations
    The CIO is requesting $5,375,000 in this department. The SAA had 
traditionally operated two legacy data centers, which provide network 
connectivity and centralized IT support of the virtual environment for 
Senate data and applications. In 2020, we refined the data center 
modernization strategy to include a transition to two geographically 
separated and modern colocation facilities to enhance the resiliency of 
critical IT services delivered to the Senate.
    This funding request is to provide and operate the physical and 
virtual infrastructure that supports most applications and systems that 
run in the data centers. This includes funds for software licensing for 
on-premises virtual infrastructure and container platforms to 
accommodate planned growth, and also includes funds for consolidation 
of existing office applications, such as Constituent Services Systems 
into the enterprise. As such, there will be enterprise capacity 
expansion required to support these systems that were previously 
distributed among resources in the offices. These funds will also be 
used for the new enterprise storage and backup systems and reflects the 
transition from traditional capital investment to annual costs for 
deployed capacity. Finally, this funding provides for the operational 
costs for cloud Infrastructure contracts in support of the hybrid cloud 
strategy. All these efforts directly contribute to ensuring that all 
Senate IT services will be resilient and available when needed.
    Lastly, in fiscal year 2023, the migration to the new Unified 
Communications and Collaboration (UCC) system, which will replace the 
existing telephone system will be completed. This will create a mobile, 
collaborative, secure, and unified environment that is easy to use and 
intuitive for the end-user. The SAA, along with a leading UCC 
integrator, designed a system that supports communication and 
collaboration anytime, anywhere, and on any connected device. This 
includes voice messaging, voice-to-text transcription, video 
integration, conferencing, common directory, Contact Center, mass 
notification, and enhanced 9-1-1 connectivity. The UCC implementation 
focuses on five key priorities: security and privacy, systems 
integration, collaboration, mobility, and user interface and self-
service. Because the legacy telephony system must remain operational 
throughout the migration process, fiscal year 2023 costs include 
licensing, support, and maintenance for both the new UCC components and 
the legacy components.
Technology Governance & Budget
    The CIO is requesting $550,000 and two FTEs. The funding increase 
supports year four of a five-year plan to ensure adequate funds are 
available to support the Senate IT needs through the Economic 
Allocation Fund (EAF). EAF supports the acquisition of hardware and 
software for the DC and state offices. The additional two FTEs will 
include project management support for the newly developed Project 
Management Office, to enhance project management services for the CIO, 
and to better support large scale projects for the Senate. The other 
FTE will be used to develop policy, procedures, and technical 
documentation for the Senate.
                executive office acquisitions department
    An increase of one FTE is requested for a Senior Procurement and 
Contracting Specialist in Acquisitions. This additional position will 
manage procurement activities for the Senate and will prepare long-
range acquisition plans, develop solicitations, manage source 
selections and evaluate proposals for award and develop Independent 
Government Cost Estimates, competitive range determinations, source 
selection decision memoranda, limited competition justifications, and 
other supporting documentation. This new position is critical to the 
development of quality and timely procurements planned by the 
Acquisition Division to support the Senate.
    During calendar year 2022, the SAA restarted an online training 
program to ensure that SAA employees who function as Contracting 
Officer Representatives are trained and supported in their work. 
Dedicated training has also been extended, and will be added to annual 
performance objectives for SAA staff who do technical evaluations of 
contracts.
                   employee assistance program (eap)
    An increase of $103,000 and four FTEs is requested in fiscal year 
2023 for EAP, which offers a variety of emotional, behavioral, and 
work-related support as well as wellness resources and services to 
Senate staff, their family members, Senate Pages, and interns. The 
Senate EAP's mission bolsters resiliency, helps ensure psychological 
readiness, and attends to the overall employee and organizational 
wellness.
    In calendar year 2021, the EAP met the increased demand for 
services as a result of both the ongoing COVID-19 pandemic and the need 
for overarching trauma response by hiring two EAP full-time (FT) 
counselors, providing telehealth and onsite support services, 
delivering customized trainings to requesting Senate offices, extending 
the contract of a contract counselor, and creating an innovative, 
interactive website through which Senate staff can access information 
and contact the EAP more effectively. During this time, more than 68 
percent of Senate staff accessed EAP services across 94 percent of 
Senate offices. This is nearly a 30 percent increase in programmatic 
utilization from 2020. Additionally, 324 employees took an online 
mental health screening; 3,875 employees attended an EAP training 
activity; and 1,711 employees accessed resources for personalized 
information and referrals addressing childcare, parenting, adult care, 
aging, education, legal concerns, and/or financial issues.
    For fiscal year 2023, we are requesting additional resources to 
meet the continued increase in demand for EAP services. We are looking 
to hire two additional counselors whose schedules are able to 
accommodate increased demands for services across the country. These 
counselors would provide confidential emotional and behavioral support 
services for Senate employees and their immediate family members 
through a HIPAA compliant virtual platform. We have also identified a 
need for a full-time administrative specialist to assist with 
scheduling, program coordination, contract management, and referrals. 
The primary mission for this position is to alleviate the 
administrative duties from counseling staff. Finally, EAP has seen an 
increased demand for wellness services such as the popular Weight 
Watchers program, meditation programs, and the maintenance of the EAP 
website which contains on demand wellness and mind care resources.
    The intent of these EAP requests is to minimize barriers to care 
and meet the needs of the Senate community by enabling employees to 
access services in a multitude of ways.
                            executive office
    An increase of two FTEs is requested to support the Executive 
Office's focus on messaging to the Senate community. We need to hire a 
technical writer to assist with internal and external communications. 
In 2021, the SAA began weekly bulletins to all offices and committees 
highlighting information for the coming week: demonstrations, 
announcements, door schedules, food service, training classes. A 
quarterly newsletter called The Chamber also debuted in 2021, and 
allows the SAA to highlight innovations, new offerings, and provide 
information to the community regularly. We also created a weekly CIO 
round up of technical announcements. We are gratified at the positive 
response to these publications. For fiscal year 2023, our goal is to 
work to ensure that SAA policies and procedures speak in one voice, and 
are updated regularly. We also publish a monthly newsletter called The 
Source for SAA employees and this, along with quarterly town hall 
meetings, is our mechanism to announce new policies, highlight the 
excellent work done by SAA teams, and inform our large workforce. We 
also need to hire an Executive Assistant for the Executive Office to 
help coordinate our work, our deliverables, and to assist with 
scheduling and with the many projects in progress within the Executive 
Office.
                    human resources (hr) department
    The increase of seven FTEs is needed to support the additional 
staff we have added to the SAA's roster in recent years. Among the 
requests are a Deputy Director, Diversity Officer, two Human Resource 
Administrators who will work to train and support SAA managers, and to 
train and support newly hired SAA staff. We need to hire a Wounded 
Warrior Fellowship Administrator, and we need two HR Technicians to 
support HR's focus on modernization.
    During fiscal year 2021, the Senate Placement Office received 1,038 
requests for recruitment assistance from Senate offices and processed 
43,441 resumes from applicants seeking Senate employment. This 
represents a three-fold increase in resume traffic from the preceding 
fiscal year. A similar increase in hiring needs across the SAA led to 
the purchase of a Talent Acquisition System which should be implemented 
this summer. This will change the way offices post job openings, and 
will allow application packets to be viewed online instead of in 
printed packets. Interviews can be scheduled through the Talent 
Acquisition System and onboarding of new staff is also handled through 
the same system. Human Resources hired a new Placement Office Manager 
and transitioned SAA recruitment under the Placement Office umbrella. 
The Human Resources team implemented the SAA's new hiring policy which 
gives hiring managers 100 days from a staff member's departure to the 
onboarding of the replacement. This has decreased the length of time it 
takes to fill vacant positions.
    As soon as the Talent Acquisition Program is operational, Human 
Resources will begin implementing a new Performance Management system 
across the SAA, and will be implementing a complementary compensation 
management and succession planning system as well. This effort will 
require dedicated and sustained support from our Human Resources team.
    The SAA also requests $6,277,000 for the McCain-Mansfield 
Fellowship Program and the SFC Sean Cooley and SPC Christopher Horton 
Congressional Gold Star Family Fellowship Program for the Senate, 
established by S.Res. 442 and 443, respectively. Conversations continue 
with the Office of the Chief Administrative Officer of the House of 
Representatives for the joint operation of the programs.
    The additional FTEs requested for fiscal year 2023 will support the 
SAA's endeavors to ensure a productive, fair, and equitable workforce 
throughout the SAA, and will allow us to meet our responsibilities in 
the administration of the new Fellowship Programs.
                              page program
    We request one additional FTE to provide additional supervision of 
Senate Pages. The Senate Page Program provides an opportunity for high 
school juniors from across the nation to witness the legislative 
process firsthand while learning the value of public service. In 
September 2021, the program welcomed pages back to the Senate after an 
18-month suspension due to the COVID-19 pandemic. The Page Program 
developed a robust pandemic management plan requiring routine testing, 
masking, and other precautions, which resulted in few pages testing 
positive for COVID-19. Page Program staff provided comfort care and 
meals for those pages who became positive. The Page Program provides 
supervision of Pages 24 hours a day, 7 days a week. Proctors have 
expanded responsibilities and hours of work due to COVID-19 management 
and increased support of Pages. This FTE will allow us to provide an 
additional proctor for increased supervision.
    In addition, Webster Hall is preparing to undergo extensive 
renovations that will cause the Page Program to need to relocate both 
the residence and the classrooms for about a year. The Architect of the 
Capitol is working on a facilities plan, to include the costs of this 
relocation of the program.
    office of security, emergency preparedness & continuity (osepc)
Senate Operations Center (SOC)
    We request $716,000 and one additional FTE to support the SOC which 
serves as the information and situational awareness hub for the entire 
Senate community. The focus of the SOC serves to relay information on 
mission-critical Senate and Capitol complex activities, daily security-
related events, drills and exercises, messaging, information sharing, 
and coordination. The SOC works with other Congressional and NCR 
operations centers to gather and share information, develop a common 
operating picture, and provide decision support to the Sergeant at Arms 
and Senate leadership. The SOC acts as the clearinghouse for 
information during emergencies, ensuring critical information is 
coordinated and shared with stakeholders and staff.
    Additionally, the SOC develops situation reports and briefing 
materials related to ongoing emergency events. The daily, non-emergency 
mission of the SOC is to maintain visibility on daily events, provide 
facilities operating status, and share routine information on 
activities affecting the Senate and Capitol complex as well as the NCR 
and Senate state offices.
Emergency Preparedness (EP)
    Emergency Preparedness requests one additional FTE to support the 
creation of emergency action plans, to support and train Office 
Emergency Coordinators, plan emergency exercises, and develop new and 
updated training classes. The mission of the SAA's Emergency 
Preparedness team is to educate, train, and exercise emergency plans 
and procedures to ensure Senators and staff are equipped with the 
necessary knowledge, skills, and tools to prepare for, respond to, and 
recover from a variety of emergencies.
    We updated over 200 Emergency Action Plans in calendar year 2021. 
These plans provide information such as detailed evacuation routes, 
elevator locations for the mobility-impaired, and office-specific 
procedures for evacuation, shelter in place, relocation/internal 
relocation, and escape hood use. Emergency quick cards are available 
for staff to attach to their badges. For the remainder of fiscal year 
2022 and fiscal year 2023, we will streamline the Emergency Action Plan 
process by moving it to an online application. We will also digitize 
the emergency quick cards so staff can access them via their Senate 
devices.
    We assisted 26 Senate offices and committees complete their 
Continuity of Operations (COOP) plans, strengthening the Senate's 
ability to continue performing its essential functions during and after 
disruptive events. We also remained focused on working with offices on 
their pandemic response, answering questions and tracking office 
staffing levels throughout the pandemic.
    In the past year, approximately 1,700 Senate staff attended virtual 
or self-paced EP training. New to our virtual training portfolio is the 
self-paced Escape Hood and EP training. For fiscal year 2022 and fiscal 
year 2023, we plan to create virtual self-paced trainings on Active 
Shooter, Office Emergency Coordinator responsibilities, Personal 
Preparedness, and mini life-safety protective actions videos. This 
Congress, we have conducted large scale life-safety training exercises 
evacuation due to an internal threat (fire), and evacuation due to an 
external threat (airspace intrusion).
    Staff in the Senate Child Care Center, Webster Hall, and the Postal 
Square building participated in a Shelter in Place exercise simulating 
an active shooter by following their procedures listed within the 
Emergency Action Plan for this event. We also conducted training in the 
Senate Chamber to review and reinforce the execution of our Chamber 
Protective Actions. The exercise covered Chamber procedures during an 
external threat, an internal threat (shelter in place), evacuation, and 
relocation to the CVC Briefing Center.
    For fiscal year 2022, we will offer Chamber Protective Actions 
training to Senators and key Senate staff such as Staff Directors and 
Legislative Directors who spend a great deal of time on the Senate 
Floor. This 15-minute training will educate key personnel within the 
Chamber of the life-safety procedures, emergency equipment locations, 
and when and how to use the emergency equipment.
    In 2022, a new individual accountability tool will be implemented, 
replacing the current Remote Check-In application. This will allow 
every Senate staff member to account for their whereabouts during an 
emergency. The tool we will be using sends emails and text messages 
that staff can simply reply to in order to let their office know that 
they are either away from campus, or safe on campus, or enroute to the 
office gathering places.
Security, Planning & Police Coordination (SPPC)
    We request one additional FTE to coordinate law enforcement support 
for the Senate community. Our efforts during calendar year 2021 
included coordinating 1,076 Senate campus access requests including 
security coverage for 634 committee hearings and 83 Senate-specific 
security support requests, such as security sweeps and security 
modifications of office space. Further, SPPC partnered with USCP to 
support 24 residential security assessments for Senators. This team 
also conducts Security Awareness Briefings for Senate offices.
    Real-time situational awareness is maintained through the Command 
Center Duty Representative stationed in the USCP Command Center. We 
maintain a presence in the Command Center whenever the Senate is in 
session, and during normal business hours during recess periods. The 
SPPC monitored approximately 791 security events through this program 
in 2021.
Risk & Threat Management
    We request three additional FTE to support an expected increase in 
Senator-specific requests throughout fiscal year 2023 similar to the 
significant increase in personal security requests observed in fiscal 
year 2021 following the events of January 6. These additional personnel 
are needed to increase engagement with law enforcement and the 
intelligence community and obtain information needed to make 
operational decisions, as well as support additional core functions 
such as Law Enforcement Coordination for Senate events held throughout 
the country, as well as an open-source threat monitoring. These FTEs 
will participate in offsite taskforce meetings and assignments focusing 
on trends regarding domestic and international incidents, as well as 
threat information related to Senators, their families and the US 
Capitol complex.
    SAA collaborates with USCP and other law enforcement agencies to 
ensure appropriate notification and communication with specifically 
targeted Senators and staff while continuously monitoring, evaluating, 
and conducting vulnerability, risk, and threat assessments to determine 
and apply suitable security measures and protective operations 
coverage. In 2020 and 2021, we tracked, monitored, and updated Senators 
and staff on almost 600 active criminal threat cases compared to only 
154 in 2019, a 400 percent increase. In 2021, we discovered over 505 
comments of concern, which were referred to USCP, resulting in more 
than 134 criminal threat violations.
Member Outreach & Security Coordination (MOSC)
    Of the three FTEs requested for Risk & Threat Management, one FTE 
will provide increased security support to Senators and staff in the 
District of Columbia (DC) and state offices. Support includes security 
assessments and law enforcement coordination for public and private 
events; law enforcement notifications for identified rest overnight 
locations; escort coordination at airports, train stations, and other 
mass transit locations; enhanced residence patrols; overseas travel 
assessments and coordination; tools for off-campus safety and reporting 
procedures; SAA security training initiatives; and overall security 
posture enhancements.
    MOSC engaged in active outreach and discussions regarding active 
threats and criminal cases directed at Senators and staff, as well as 
weekly reinforcement messages to Chiefs of Staff, Administrative 
Managers, State Directors, Chief Clerks, and Schedulers regarding 
campus safety initiatives. Additionally, MOSC participates in security 
awareness briefings for Senate office staff alongside USCP 
counterparts.
    Each effort is undertaken by MOSC to ensure Senators 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. Through this 
extensive outreach initiative, MOSC has completed approximately 300 law 
enforcement coordination and assessment requests, 813 law enforcement 
escort and travel notification requests, and 25 rest overnight 
notifications and enhanced patrols during the first half of fiscal year 
2022. The total number of travel escort support jumped from 200 
requests in 2020, to over 1,600 in 2021. This represents an 800 percent 
increase, and we are on track to exceed those total requests in fiscal 
year 2023. The SAA will benefit from an additional specialist by 
ensuring Senators' fluid schedules and security requests are handled in 
a timely manner, beyond core business hours.
State Office Operations
    We request $470,000 and three FTEs to support a proposed expansion 
of the Federal Protective Service Protective Security Officer (FPS PSO) 
program. This expansion will extend federally contracted security 
guards to select commercial state offices. The proposed FPS PSO 
expansion will provide on-demand, event, or threat-based security to 
select commercial state offices. This support would be available with a 
48 to 72-hour response time for offices that are pre-enrolled in the 
program (enrollment requires landlord approval, staff training, and 
confirmation of FPS PSO availability to support in the requested 
market). Our request supports a minimum of one-third of commercial 
offices for a 2-week period every year.
    In addition, we request funds to reimburse FPS for conducting 
facility security assessments (FSAs) at commercial facilities housing 
state offices across the country. This proposed assessment program will 
identify potential security risks in commercial facilities, allowing 
the SAA to mitigate them through the installation of customized 
countermeasures or the removal of unsuitable offices from the SAA 
portfolio. This request covers one-third of existing commercial spaces 
and facilities, with the plan to repeat the request annually and 
complete all initial reviews by calendar year 2026. After the initial 
reviews, security assessments will occur for each new commercial space 
and facility or if the Senator maintains the space over a period of one 
term (6 years).
    We appreciate the Committee's support in fiscal year 2021 to 
adequately fund the state office rent program, reimbursement to the 
General Services Administration (GSA) for Federal occupancy agreements, 
and standard increases in FPS security costs for Senate offices housed 
in Federal buildings. The SAA works closely with commercial landlords, 
the GSA, and the FPS to ensure Senator's operational and security 
preparedness needs are met in their state offices. As of February 
2022,we supported 458 state offices for rental payments; renovations; 
installation, maintenance, and monitoring of physical security 
measures; and emergency supplies and security preparedness planning and 
training.
    In calendar year 2021, the SAA completed 99 unique state office 
projects coordinating construction, security, furniture, equipment, and 
delivery of IT services. This higher-than-average workload was the 
result of considerable backlog related to ongoing COVID-19 restrictions 
throughout the country. We are again anticipating a high number of 
projects, as we move into an election year and support numerous 
transitions. Our success in managing the State Office Operations 
portfolio hinges on our close and collaborative working relationship 
with Senate staff, commercial landlords, and our Federal partners.
    We remain committed to ensuring the safety of Senators and staff, 
and leaning forward to provide customized security systems, monitoring 
services, and enhanced office security construction designs to state 
offices without affecting Senate office budgets. Currently, over 98 
percent of state offices have adopted some level of SAA-recommended and 
funded security enhancements.
    In calendar year 2021, we provided initial physical security 
enhancements for 11 state offices and enhanced existing security for 18 
others. Maintaining state office security systems in good working order 
is a priority, and to support this effort our team conducted over 593 
service calls to address issues, conduct inspections, and recommend 
improvements in state offices.
    We believe that EP training and familiarity with security equipment 
equates to higher levels of compliance and readiness. In calendar year 
2021, the State Office Operations team offered twice-monthly emergency 
preparedness webinars and worked closely with USCP on state office 
SABs, offering both onsite and virtual options due to ongoing COVID-19 
related travel restrictions. Our team also introduced two new training 
classes: Security and Emergency Preparedness Review and Unwanted 
Activity in State Offices. Since the deployment of these new courses, 
431 Senate state staff have participated in training and detailed 
security reviews. This represents a greater than 300 percent increase 
in attendance over the last calendar year. Our focus on state office 
readiness remains a high priority as we move into fiscal year 2023.
    In addition, we remain focused on assisting state offices 
contending with the operational impacts of the COVID-19 pandemic. In 
calendar year 2021, State Office Operations worked closely with state 
offices around the country, ensuring they had the resources needed to 
continue operations and serve their constituents. Since the pandemic 
began, our team has coordinated 189 enhanced cleanings of state offices 
(many as a result of confirmed or suspected COVID-19 exposures). We 
focused on efforts to make facilities safer by helping offices assess 
floor plans to better plan for staggered staffing. We funded and 
coordinated furniture relocation and the procurement and placement of 
133 plexiglass partitions to support social distancing. State Office 
Operations reorganized its existing supply program to include an 
expanded inventory of COVID-19 supplies in partnership with the AOC. To 
date, we have provided nearly 162,000 face coverings and distributed 
thousands of bottles of hand sanitizer, as well as sanitizing wipes, 
disinfectant spray, and nitrile gloves to state offices. Most recently, 
our team led efforts to distribute over 4,000 COVID-19 rapid home test 
kits to state office staff. Our State Office Supply Program will 
continue in calendar year 2022.
Access Control and Transportation--ID Access
    We request one additional FTE to allow us to hire an identification 
specialist. The Senate ID Office issued 17,600 new and updated 
Congressional and Press identification badges to 14,700 customers in 
fiscal year 2021, including Senate staff, support personnel, and 
credentialed media. We anticipate our fiscal year 2022 volume to 
increase in support of greater security measures at the Capitol complex 
and state offices. The ID office is working to support various 
capabilities, as outlined in the Homeland Security Presidential 
Directive (HSPD) 12, including digital signatures in fiscal year 2022.
    The SAA has started the evaluation process for upgrading badge 
production software to replace end of life system. Smartcards used for 
digital signatures in the Senate financial management system have been 
offered to all Senate offices, committees, and support offices. We are 
actively researching additional uses for Smartcards, such as point of 
entry, email encryption and two-factor secure remote network access in 
fiscal year 2022.
Access Control and Transportation--Parking Operations
    The SAA purchased new permit printers and tablets to enhance onsite 
customer service in fiscal year 2021. In fiscal year 2022 and fiscal 
year 2023, we will purchase additional handheld devices and the 
necessary software for these devices to instantly identify vehicles by 
scanning permit barcodes or license plates, capturing photos, 
documenting, and printing parking violations and any other associated 
issues.
Access Control and Transportation--Fleet Operations
    The SAA operates the Senate Daily Shuttle service, and provides the 
Senate with emergency transportation and logistics support. The SAA 
fleet includes trucks, vans, buses, SUVs, electric vehicles, 
handicapped-accessible vehicles, and Segways. Due to COVID-related 
reductions, the SAA Shuttle Service resumed in September of 2021, 
transporting more than 1,800 passengers through December 2021. Levels 
are expected to increase as Senators and staff are vaccinated and 
return onsite. In addition to staff regularly sanitizing vehicles, the 
SAA has procured anti-bacterial air filters for passenger buses. Fleet 
Operations plans to exchange several obsolete vehicles for leased 
vehicles saving funds for the Senate.
                           support operations
Printing, Graphics & Direct Mail
    While we are not requesting additional funds this year for 
Printing, Graphics and Direct Mail (PGDM), this department plays a role 
in constituent mail and newsletters, printing Floor Charts, document 
digitization and preservation, logistics, and secure offsite transfer 
of Senate material.
    PGDM is focused on providing services to Senate offices that 
enhance the customer experience and respond to customer needs. They 
will roll out an innovative Storefront in the summer of 2022 that 
enhances the customer experience of ordering services from PGDM, and 
streamlines back in processing, saving time, money, and supplies.
    One of our most successful pandemic innovations is digitization of 
incoming constituent mail and 81 Senate offices are using this service. 
For the next iteration, PGDM has begun to research indexing technology 
that will allow staff to use keywords to search for digital mail 
quickly. The other successful pandemic innovation remote flag 
processing. PGDM continues to innovate this process and is working with 
stakeholders in the Secretary of the Senate, the House of 
Representatives, and the Architect of the Capitol to streamline the 
process of ordering, flying and shipping flags. As of March 2022, 87 
offices have participated in remote flag processing.
    In fiscal year 2021 and fiscal year 2022, PGDM implemented a 
digital inkjet press, allowing for personalized designs, while lowering 
the cost of materials and reducing setup time. This new technology has 
drastically improved productivity while accommodating the demand for 
smaller, more frequent print requests.
    PGDM recently implemented a heat press that will generate 
professional quality products such as table coverings to provide Senate 
offices with better visibility at Town Hall meetings and other events. 
Since February 2022, six Senate offices have requested custom printed 
table coverings. PGDM anticipates requests for this service to increase 
in fiscal year 2023, as the heat press portfolio of services is 
gradually built out in response to the needs of the Senate community.
Senate Post Office
    Level funding is requested to support the Senate Post Office. The 
Senate Post Office staff screens and delivers 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 fiscal year 2021,the Post Office safely processed 
and delivered more than 7.1 million incoming mail items, while 
intercepting 19 suspicious mailings that required an immediate response 
by the USCP. We prevented delivery of an additional 1,569 mailings 
bearing characteristics with the intent to disrupt Senate business and 
requiring further scrutiny by USCP.
    During the pandemic, we established a free forwarding service for 
state offices. Working in conjunction with the United States Postal 
Service, this free forwarding service has assisted with the safety of 
staff during the pandemic and enabled Senate staff to quickly obtain 
constituent mail and promptly respond. The Senate Post Office sorts 
mail for 81 Senate and Committee offices and delivers this to PGDM to 
be digitally imaged and returned to the office electronically.
    With support of the Secretary of the Senate, and approval from the 
Senate Rules Committee, the Senate Post Office will begin accepting 
passport applications in the summer of 2022. The Senate Post Office has 
been approved, by the State Department, to be an official Passport 
Issuance Office through their Special Issuance Passport Program (SIPP). 
We will soon be able to offer official travel and tourism passport 
services for Senate members, staff, and their immediate families. 
Beginning this month, the Senate Post Office offers notary services to 
the Senate community, augmenting services provided by the Disbursing 
Office.
Facilities Management
    Level funding is requested for the Facilities Management services 
to provide oversight of facility projects throughout the Capitol 
Complex and offsite facilities. During fiscal year 2021 and fiscal year 
2022, the Facilities Management team conducted a workplace study for 
SAA staff and contractors. The goal remains to more efficiently use the 
amount of space provided within the Senate office buildings and 
accurately gather requirements for additional space, as the lease of 
the Postal Square building nears its end. The study collected data of 
all SAA employees and onsite contractors, as well as Secretary of the 
Senate (SECSEN) staff located at Postal Square. This encompassed 
surveying 14 buildings and collecting work statuses for over 900 
individuals. Recommendations were provided to classify some spaces as 
shared, either in a hot or hoteling configuration, and reassign other 
spaces, to best utilize all allocated space. Facilities Management 
looks to finalize a space reservation system, to provide staff with the 
ability to reserve space within areas that best suit their requirements 
when onsite. The requirements for leased space are being reviewed and 
the group looks to work with the AOC and GSA to identify locations that 
would accommodate onsite staffing levels.
Photographic Services
    Level funding is requested in fiscal year 2023 to provide photo-
imaging services for Senate offices and committees. The SAA 
Photographic Services team manages and maintains a unified digital 
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 contains more than 1.4 million 
photo image files. Having surveyed Senate offices, Photographic 
Services has begun the procurement of a new photo browser, which will 
be more modern and customer friendly. This will give the Senate 
community access to a unified repository of photographs with the 
ability to order a preexisting or uploaded image. In fiscal year 2021, 
our staff covered 1,864 assignments, photographing nearly 54,000 
images, producing more than 18,000 photo prints, and coordinated 
scanning for end of term archiving of more than 84,000 photo images for 
Senators leaving office. We are providing the same level of service in 
fiscal year 2021 with consistent funding.
Joint Office of Training & Development
    Level funding is requested for The Joint Office of Training & 
Development. The Joint Office of Training & Development provides 
training, coaching, and professional development to Senate staff. 
During fiscal year 2021, Training & Development was able to provide 
remote training classes while continuing to offer development 
instructions to individual Senate offices. The office provided 270 
online classes and facilitated 173 conversations, one-on-one coaching, 
and consultations. The office interacted with 4,332 Senate staff 
through these services. In fiscal year 2023, the office will design and 
implement additional online resources for training through the new 
Cornerstone software suite of tools, which will allow Senate staff to 
optimize efficiencies across departments working on performance, 
learning, compensation, and succession. Once the initial training is 
complete, the office will focus on providing multimodal learning tools 
that enhance staff productivity within the learning-portal of the new 
Cornerstone software suite.
    The mandated Health Promotion section provides activities and 
events for the Senate community that promote healthy living. Each year, 
this section coordinates and hosts the two-day Wellness Fair, which 
supports on average 3,000 participants. The fair offers health 
promotion activities, such as screening for glucose, cholesterol, and 
blood pressure; exercise demonstrations; and seminars on topics 
including healthy eating and cancer prevention.
    Although the pandemic restrictions forced the Senate Wellness Fair 
to be cancelled in fiscal year 2021, we are investigating options to 
expand online wellness to Senate staff in fiscal year 2022, while also 
providing access to onsite wellness resources and activities.
    Health Promotion coordination with the American College of Surgeons 
(ACS) and the Stop the Bleed Coalition provides vital bleeding control 
training for DC Senate staff. ACS cancelled the in-person training in 
2021 and will look to offer a virtual training for Senate staff in 
fiscal year 2022, and a planned return to in-person training in fiscal 
year 2023.
                               conclusion
    Thank you for your support of the SAA and for the opportunity to 
discuss the SAA's fiscal year 2023 budget request. This budget remains 
focused on my three primary lines of effort--hardening the Senate's 
physical and cyber security, developing innovative solutions to 
modernize the Senate, and strengthening our support to the operational 
needs of the Senate community. With this strategy driven budget, we are 
prepared to proactively plan for future events.

STATEMENT OF J. BRETT BLANKTON, ARCHITECT OF THE 
            CAPITOL
    Mr. Blanton. Thank you, Chairman Reed, Ranking Member 
Braun, and Members of the Subcommittee.
    I do thank you for your support for our fiscal year 2022 
budget, as well, and the opportunity to testify today.
    In particular, I appreciate the leadership and long hours 
by the two lead staffers for the subcommittee, Majority Clerk 
Jessica Berry and her counterpart Margaret Wiles.
    During these last 2 years, we have faced unprecedented 
challenges. Every day I'm struck by the commitment and talent 
of our hard-working employees. Day and night, rain or shine, 
AOC employees are serving Congress and maintaining the 
treasured buildings and grounds around the Capitol Complex.
    AOC's budget request seeks support for critical measures to 
ensure the safety of Members of Congress, staff, and visitors 
across campus. United in our shared mission and goal, we are 
constantly coordinating with Chief Thomas Major and the Capitol 
Police to keep the campus safe.
    As a member of the Capitol Police Board, I am grateful for 
the strong collaboration with my partner here General Karen 
Gibson as well as General William Walker on the House. 
Together, we are aligning resources to reflect our shared 
priorities.
    While some security challenges are more visible than 
others, we are working continuously on physical security 
improvements. At the same time, the AOC also seeks resources to 
continue rapidly responding to unplanned critical security 
events.
    In the area of cybersecurity, the AOC needs continued 
support to safeguard our networks and utility systems from 
malicious threats. The AOC's budget also reflects essential 
life safety projects to protect everyone who works and visits 
here.
    There are areas of our aging infrastructure that are 
hundreds of years old. One critical area is the very serious 
and pressing need to address utility tunnel repairs. 
Deteriorating concrete and high-pressure steam piping 
components need immediate repair to reduce the risk of tunnel 
failure. These repairs are urgent for life safety, to avoid 
interruptions of electrical, water, steam, and communications 
services across the Capitol for an extended period of time.
    As this Committee knows, delayed funding has consequences. 
We must take immediate steps to address deferred maintenance 
and infrastructure repairs across the Capitol Campus.
    In addition, we are requesting resources to train and 
prepare AOC staff to respond to emergency situations, including 
natural disasters, and other life safety emergency events.
    While security and infrastructure improvements are a top 
priority, I also remain focused on transformative change within 
AOC. We need to cultivate and maintain a safe and positive and 
productive work environment where people have the necessary 
skills, training, equipment, and support to succeed.
    AOC employees are constantly working across the campus to 
maintain these treasured buildings and grounds. This strong 
work ethic reflects the cultural transformation happening 
across our agency during these tough times.
    We are working constantly to reconcile the cost of historic 
preservation with the pressing modern demands. Across the 
agency, our team of exceptional professionals is working 
tirelessly to upgrade our capabilities and facilities.
    To achieve our mission, we need adequate resources to meet 
the technological, space, sustainability, and accessibility 
needs of a 21st Century workforce.
    With the Committee's support, we can ensure the success of 
Congress, the Supreme Court, and the library of Congress.
    Looking ahead, I remain optimistic and determined that we 
will carry out the legacy of perseverance and patriotism that 
these historic buildings and grounds inspire of all who visit 
here.
    On behalf of the Architect of the Capitol staff, I thank 
you for your support and look forward to answering your 
questions.
    [The statement follows:]
                 Prepared Statement of J. Brett Blanton
    Chairman Reed, Ranking Member Braun, and members of the 
Subcommittee, I appreciate the opportunity to present the Architect of 
the Capitol's (AOC) fiscal year 2023 budget request of $1.67 billion.
    Crowned by the magnificent Dome, the U.S. Capitol is the center of 
the Capitol campus, as well as a widely recognized icon of the American 
people and their government. The building's origins go back to our 
nation's early years. Pierre Charles L'Enfant designed the city of 
Washington with the U.S. Capitol Building at the center, and President 
George Washington approved the building's original design in 1793.
    As the nation has grown so has the U.S. Capitol: today it covers 
more than 1.5 million square feet, with over 600 rooms and miles of 
corridors. It has been burnt, rebuilt, extended and restored. Today, 
the AOC is committed to preserving L'Enfant's legacy and to ensuring 
that the U.S. Capitol endures as one of the most architecturally 
impressive and symbolically important buildings in the world.
    As this Subcommittee knows, the AOC is working constantly behind 
the scenes to support the day-to-day operations of Congress, the 
Supreme Court and the Library of Congress. Carrying on traditions of 
unique craftsmanship and ingenuity, the AOC is responsible for the 
operations and care of more than 18.4 million square feet of 
facilities, 570 acres of grounds and thousands of works of art. There 
are 30,000 people working across campus every day, and more than 2,200 
AOC employees work around the clock, serving in diverse roles to 
maintain and preserve the buildings and grounds.
    Working together, the AOC team is committed to providing a safe and 
inspiring experience for visitors as well as those who work here. The 
AOC's daily success relies upon the exceptional professionalism and 
hard work of our staff.
    I would like to extend my appreciation for the Subcommittee's work 
to achieve the bicameral, bipartisan Consolidated Appropriations Act of 
2022. The Subcommittee's support for the AOC's work is truly 
appreciated, and I commend the efforts of the Legislative Branch 
Subcommittee Members and staff for their ongoing support of the AOC's 
work and goals.
    As we move forward from the incredible challenges over the last 2 
years, I would like to work with the Subcommittee to identify areas 
where multi-year funding will enable us to be more efficient and 
effective in the planning, design and execution of ongoing 
improvements. Otherwise, we may face vulnerabilities associated with 
the deterioration and deferred maintenance of these historic buildings 
and treasured grounds. As I have testified previously, delayed funding 
has consequences.
    This budget proposal reflects changing programs and resource needs. 
The AOC's funding request seeks resources for campuswide architectural 
and engineering design; project, property and construction management; 
planning and development for buildings and major projects across the 
Capitol campus; procurement, including major construction contracts; 
congressional move designs; information technology; financial 
management; legal services; and management of historic preservation and 
sustainability programs.
    AOC employees need to have and maintain the necessary skills and 
equipment to achieve our mission on behalf of the American people. 
Moreover, we are seeking support for efforts focused on our employees' 
well-being and professional development. In addition, we are requesting 
resources for new strategic initiatives like AOC University, an effort 
to expand training and professional development opportunities for 
staff.
    To achieve our shared goals, we need this Subcommittee's support to 
maintain a positive, productive and safe environment for AOC employees 
as well as all who work and visit here. Across the board, the AOC is 
focused on recruiting and retaining critical staff to accomplish this 
important work and, accordingly, our fiscal year 2023 budget request 
includes necessary funding to maintain a sufficient workforce.
    We need to work together to adopt a long-term and comprehensive 
approach for planning, design and completion of major projects. 
Finally, this request reflects agencywide efforts to transform the 
Capitol campus by implementing a more predictive and effective approach 
to facilities maintenance.
               i. prioritizing physical security projects
    As this Subcommittee knows, physical security across the Capitol 
campus is a top priority. In close and continuous coordination with my 
counterparts at the U.S. Capitol Police (USCP) and the House and Senate 
Sergeants at Arms, I am working tirelessly to make the Capitol campus 
as safe and open as possible.
    The AOC's fiscal year 2023 budget request demonstrates an emphasis 
on security needs throughout the Capitol campus and, accordingly, these 
prioritized projects constitute a significant portion of our budget 
request, reflecting the urgent and significant recommendations of the 
comprehensive physical security assessment completed by the AOC on 
behalf of the Capitol Police Board. Working with this Subcommittee, as 
well as my partners on the Capitol Police Board, we must address the 
top priorities arising from this assessment.
    While some projects can be executed swiftly, the complexity of 
others demand greater planning, consultation and design.
    To that end, the AOC is requesting proportionate funds to support 
and complement the USCP's increased operations and allow for full 
implementation of programs to address pressing security needs. This 
budget demonstrates the interdependence of the AOC and USCP security 
improvement projects.
    For example, the AOC seeks funding to improve direct communication 
lines with USCP related to incident management, security responses and 
coordination. In addition, the AOC is seeking funding to support 
emergency response, security and resilience requirements of the AOC's 
life, health and safety responsibilities to the Capitol Police Board. 
In addition, the requested funds provide necessary support for exigent 
requirements and special events that arise unexpectedly. At the same 
time, the AOC is requesting resources to provide rapid response support 
to unplanned critical security events as well as rapidly deployable 
security elements.
    In addition, the AOC is requesting resources to address a finding 
by the AOC's Inspector General regarding Emergency Management Training. 
With this requested funding, the AOC will be able to train and prepare 
AOC staff to respond to emergency situations, including natural 
disasters or other life safety emergency events. The budget request 
also reflects the AOC's ongoing efforts to improve cybersecurity and to 
protect our networks from any intrusion by malicious threats. The AOC 
maintains continuous 24/7 monitoring to detect and respond to any cyber 
incidents.
    Finally, this request reflects the AOC's increased responsibility 
to acquire and maintain pandemic response materials.
    We know our work is essential for the safety of Members and the 
staff working on the Capitol campus, and we are dedicated to ensuring 
continuity of operations. With the Subcommittee's full support, the AOC 
can fulfill its responsibilities to support our partners. With adequate 
resources, we can keep the campus safe and secure.
    ii. tackling aging infrastructure with technological approaches
    I am continuing efforts to bring transformative change across 
campus by deploying modern tools to tackle the challenges of aging 
facilities and infrastructure. Over the past 2 years, the pandemic has 
affected costs of all major projects in the form of supply chain 
shortages, raw material cost increases and increases in competition for 
skilled labor.
    The AOC's capital budget request is focused on projects with 
immediate urgency. Project funding will support the lifespan of the 
facilities as well as address critical needs ranging from preserving 
priceless artwork to replacing roofs, installing emergency generators 
and improving campus security. The AOC's priority projects reflect 
identified needs. These are well-documented areas where the period of 
useful life has already been exhausted or is approaching its end.
    Looking ahead, we are working on solutions that will improve 
predictability of maintenance needs and create efficiencies to save 
taxpayer dollars. With this approach, the AOC can mitigate future costs 
associated with deferred maintenance requirements.
    With the Subcommittee's support, the AOC is already launching a new 
Enterprise Asset Management (EAM) system that will provide a thorough 
asset management strategy to inform work priorities and provide for 
data-driven fiscal decisions and prioritization. Specifically, EAM will 
serve as a new tool to aid decisionmaking about operating, maintaining, 
and renewing building and infrastructure assets such as machinery, 
vehicles and construction equipment. With sufficient resources for 
ongoing implementation, EAM will allow the AOC to manage maintenance-
based strategies proactively, mitigate obsolescence, restore 
reliability, reduce long-term costs and forecast resource requirements.
    EAM will also maximize return on investment while enhancing 
decisionmaking priorities. I am committed to implementing a 
disciplined, consistent approach to annual inspections and anticipating 
key infrastructure lifecycles.
    Every day we work to preserve our historic and aging infrastructure 
for the benefit of future generations. At the same time, we are working 
tirelessly to upgrade our capabilities and facilities to meet the 
technological, space, sustainability and accessibility needs of a 21st-
century workforce, some of whom are working in 19th-century buildings.
             iii. supporting safety standards and solutions
    The safety of everyone on the Capitol campus is a top priority. The 
budget request reflects prioritization of projects based on imminent 
needs. Life and safety issues, as well as components that are beyond 
their service life, are high on the list. The AOC manages safety, fire, 
environmental, code compliance and facility safety programs across the 
Capitol campus. We serve as the main point of contact for external 
regulatory agencies for occupational safety and health, fire 
protection, accessibility, and environmental matters. The AOC budget 
also includes the Office of Attending Physician as a service offering 
medical surveillance and support of health units on campus.
    The AOC's fiscal year 2023 budget request includes funding for 
several life and safety related projects. Fire alarm and sprinkler 
system upgrades in the U.S. Capitol and other critical areas around the 
Capitol campus will address code deficiencies, reduce the risk of 
system failure, and improve facility safety for building occupants.
    For example, we have requested funds to replace key fire alarm 
components in the Dirksen Senate Office Building. Similarly, we have 
requested funds to upgrade the fire alarm system in the Library of 
Congress' James Madison Memorial Building and the sprinkler systems in 
the John Adams Building.
    Another critical area is the very serious and pressing need to 
address utility tunnel repairs. Within the utility tunnels, 
deteriorating concrete and piping components need immediate repair to 
reduce the risk of tunnel failure. These repairs are urgent to avoid 
interruptions of electrical, water, steam and communications services 
to the Capitol campus for an extended period.
    In this area and others, we continue to dedicate time and attention 
to training, safety procedure review and communications, and 
supervision of our workforce to ensure they are operating in the safest 
manner possible across the entire campus. A critical component of this 
effort is ensuring that all staff have access to the proper personal 
protective equipment (PPE). PPE used by AOC employees is as diverse as 
the jobs they perform. From hard hats to insulated tools, PPE helps 
keep employees safe. Most commonly, AOC employees rely on safety 
glasses, safety shoes and hard hats. But there are many not-so-common 
items that our employees depend on to keep them safe. Our arborists 
need specialized gear compliant for safe arboricultural operations, 
including fall-resistant harnesses and safety helmets. AOC painters 
wear full face respirators, gloves, head socks and lab coats to protect 
lungs, eyes and skin as well as bump caps to protect their heads when 
working in tight spaces or near ceilings. At times, these expert 
professionals must also wear light-adjusting, ballistic-proof safety 
glasses to protect against paint and UV light that provides support for 
employees like stone masons, sheet metal mechanics and painters who 
switch between indoor and outdoor work.
    In addition, AOC electricians must wear 100 percent cotton uniforms 
to prevent melting of fibers in the event of an arc flash. Metal 
buttons, grommets or zippers must be avoided to circumvent shock 
hazards, and employees must work with insulated tools such as 
screwdrivers, ratchets, pliers and electrical hazard rated safety boots 
and leather gloves to avoid workplace injuries due to shock, 
electrocution or other hazards. When working around high voltage, AOC 
employees must wear ear plugs, safety glasses and special suits.
    All of these efforts, as well as extensive monitoring and reporting 
on medical surveillance, demonstrate the AOC's deep commitment to safe 
standards and environments for all employees and visitors.
                   iv. senate priorities and programs
    Working with the U.S. Senate Committee on Rules & Administration, 
the AOC is beginning a multi-year program to renovate hearing and 
committee meeting rooms in the Senate office buildings. As part of this 
collaborative process, the AOC will develop a comprehensive schedule 
for the hearing and committee room renovation program. Each hearing 
room renovation will require approximately 1 year to complete, with a 
plan to renovate two hearing rooms under construction at one time. With 
this endeavor, the AOC will strive for the greatest efficiencies 
beneficial to the entire Senate community.
    After substantial time is allowed for consultation, planning and 
design, this renovation program will achieve important infrastructure 
upgrades; install advanced lighting, audiovisual and HVAC systems; 
enlarge the daises to support current committee sizes; and address 
accessibility as well as current fire and life safety codes.
    The program will also prioritize historic preservation, updating 
the rooms' carpeting, furniture and finishes while ensuring that the 
rooms remain true to their original architectural intent. This 
important and long-term effort will benefit from the AOC's new Building 
Official program, a group of dedicated experts ensuring stakeholders 
follow the same set of established building codes and consistent 
processes for permitting.
    I am also well-aware of stakeholders' concerns to address the 
limited capacity of the existing Senate Employees' Child Care Center 
(SECCC), especially at the infant and toddler levels.
    A congressionally directed study, completed in April 2021, 
presented alternatives that would increase the capacity of the SECCC at 
alternate locations. Working with this Subcommittee and the U.S. Senate 
Committee on Rules & Administration, the AOC is exploring cost 
estimates for the potential scope of work. Throughout this planning 
process, the AOC will continue to work closely with this Subcommittee 
on planning, pre-design activities, timelines and cost estimates.
    Concurrently, at the Subcommittee's request, the AOC will provide 
support and technical expertise for a report on an additional Senate 
office building. To achieve the goals of this effort, the AOC is 
already seeking input from this Subcommittee as well as the U.S. Senate 
Committee on Rules & Administration on the space requirements. A 
critical element of the planning process will be an updated space needs 
assessment to develop program requirements for the new facility. While 
there seems to be a strong consensus about the need for space, the 
planning process will provide clarification about the specific types of 
spaces required as well as inform the necessary design process.
    Since substantial time has passed since a new building was 
completed on campus, the design and construction of any new facility on 
the Capitol campus would be a major project spanning a multi-year 
period. At the same time, necessary and planned improvements to 
existing Senate office buildings would still need to take place.
    Accessibility also remains a significant priority, with 
accessibility considerations incorporated into every project. This 
Subcommittee's support enabled the installation of an accessible lift 
on the Senate floor last year. As another example, part of the U.S. 
Botanic Garden Conservatory Security Upgrade Project will include the 
installation of automatic door openers to improve accessibility.
    The Senate Office Buildings jurisdiction recently completed the 
second sequence of the Russell Exterior Envelope Repair and Restoration 
Project. This multi-phase project is designed to preserve the exterior 
envelope of the historic Russell Senate Office Building, including its 
exterior stone, wood windows and glazed doors. The second sequence of 
the project focused on the south and east sides of the building, with 
the area directly facing the U.S. Capitol finishing shortly before the 
2021 Presidential Inauguration. The AOC's work will restore the 
stonework and window restoration on the final sequence of the project, 
which includes the west side of the building and the Rotunda area.
    In addition, the ongoing Russell Courtyard renovation will address 
several accessibility issues so that everyone in the Senate community 
can enjoy this renewed green space. The full renovation of the Russell 
Courtyard will be completed and fully opened this year. While providing 
a refreshing and accessible outdoor area for senators, staff and 
visitors, this project is also integral to the AOC's commitment to 
preserving historic stonework across the Capitol campus.
    The AOC is working hard to provide modern and functional office 
space to offices across campus. For example, the Hart Senate Office 
Building provides offices for 50 Senate offices, three committees and 
several subcommittees. All Member suites received modular walls and 
furniture between 2003 and 2008, and Senate committees received modular 
walls and furniture between 2007 and 2011. As part of our effort to 
renovate aging furniture and improve workspaces, the AOC plans to 
replace modular furniture in 50 Member offices and 15 committee spaces 
over a 16-year period.
    The AOC is continuing efforts related to the Mountain and Clouds 
sculpture by Alexander Calder in the Hart Building. Mountains and 
Clouds was the last work of Calder (and his only work with a separate 
mobile and stabile). It was originally designed as a mountain-shaped 
floor installation and four oscillating clouds suspended from a single 
shaft from the Hart Building roof.
    The AOC has completed the parameters study to establish safety 
standards for possible fabrication and installation of a new Clouds 
portion of the sculpture. Presently, the Calder Foundation is 
developing an official proposal for the re-creation of the Clouds 
mobile that will be sent to the Senate Commission on Art for 
acceptance. If approved, the AOC will help facilitate the installation 
of the Clouds mobile, provide engineering information and act as a 
building consultant.
    While private funds will be used for the fabrication and 
installation of any new mobile, the AOC will require adequate resources 
to support the design, fabrication, establishment of engineering 
parameters and oversight of installation.
    In the fiscal year 2023 budget request, the AOC requested 
substantial funding to address the 26 air handling units (AHUs) in the 
Hart Building. In December 2012, a design was completed for replacement 
of the AHUs. Unfortunately, funds provided in fiscal year 2020 for the 
project's first year had to be allocated to emergency contingency 
expenses. Presently, the AOC is conducting a redesign to update 
previous drawings, provide further refurbishment details and phasing, 
mitigate risks, and provide an updated Independent Government Cost 
Estimate for the project.
    In doing so, the AOC is seeking a cost-effective solution for this 
identified need. Refurbished AHUs will have the same expected life span 
of 20-30 years at approximately a third of the cost of replacement. 
Refurbishment will also have less impact on the Senate community, along 
with a shorter construction duration.
    As a further initiative to improve services to the Senate 
community, the Senate restaurant master plan study will set forth a 
plan for a food service program which will transform current eating 
spaces into a dining experience representative of the history, heritage 
and prestige of the Senate. The study will also recommend facility 
modernization concepts that will increase operating efficiencies, 
improve the business model, and provide more convenient service for 
customers through the implementation of technological advancements, 
including online ordering and remote pick-up.
    There are nine food service operations in the Senate office 
buildings and on the Senate side of the U.S. Capitol Building. The 
Senate kitchen and dining areas cover approximately 36,500 square feet 
of space. The AOC is requesting $8.1 million in the fiscal year 2023 
budget for the first phase of restaurant modernization, which includes 
the design of all food service outlets in the Senate office buildings.
    In a companion request, the Capitol Building jurisdiction is also 
requesting $40.2 million in the fiscal year 2023 budget for 
modernization of Senate food service outlets in the U.S. Capitol 
Building. Funding will cover the redesign and construction of all food 
service outlets in the U.S. Capitol Building.
    Throughout the U.S. Capitol, the AOC seeks to maintain compliance 
with fire and life safety codes, to avoid potential hazards to building 
occupants as well as the building's historic art and architecture. 
Kitchen equipment, fixtures and interior finishes have reached the end 
of their lifespan, requiring constant maintenance. This project will 
combine the food service venues on both levels into a consolidated, 
efficient food service venue on the basement level, with the ground-
floor kitchen exclusively supporting the Senate Dining Room. New 
equipment, fixtures and finishes will support popular menu offerings, 
allow for new offerings and increase service efficiency.
    Increased labor is necessary to effectively address the needs of 
outdated kitchen infrastructure. For instance, the existing exhaust 
system jeopardizes the safety of building occupants, the U.S. Capitol's 
priceless art and architecture, and the efficiency and quality of food 
service on the Capitol campus.
    The AOC is also working with partners at the Senate Recording 
Studio to upgrade the rooms' audiovisual equipment since the current 
equipment is not designed for multimedia presentations or video 
conferencing.
           v. sustaining our commitment to future generations
    We are doing all that we can to adopt best practices to reduce the 
environmental impact of Senate operations. Across campus, the AOC is 
focused on sustainability and energy conservation efforts that 
prioritize resource conservation. In fact, over the last 15 years, the 
AOC has reduced its energy intensity levels by 50 percent, reducing 
energy requirements and ultimately saving taxpayer dollars. Through its 
practices, the AOC sequestered 700,000 pounds of carbon dioxide, saved 
nearly 8 million gallons of water, and saved over 250,000 kilowatt-
hours of energy on an annual basis.
    The AOC's Senate team is pursuing certification with the Green 
Restaurants Association. This process will demonstrate our ongoing 
efforts to ``green'' our operations by using transparent, science-based 
standards. Working with the food-service contractors, the Senate 
restaurants will be even more environmentally sustainable in energy, 
water, waste, food, chemicals and disposables.
    The agency has also coordinated with its food service providers to 
reduce plastic waste with a wide range of approaches. We have reviewed 
every aspect of the service to find ways to improve our practices. In 
the Senate, the use of Styrofoam has been eliminated completely. In 
addition, we have adopted compostable straws and eliminated the use of 
single-use plastic straws. There is also greater use of wax paper 
instead of plastic, and we have transitioned certain beverages from the 
product line to large cans instead of plastic bottles. A similar effort 
was made to ensure that milk could be available in bulk containers.
    As another way to encourage individual practices around consumption 
and waste, the Senate has continued its modest discount program for 
anyone that brings their own container for coffee. In addition, we have 
eliminated use of portion-controlled products (i.e., ketchup packets) 
and replaced offerings with condiment wells wherever possible.
    At the same time, the AOC continues to improve recycling programs, 
not only for personal use inside facilities but also on construction 
sites. For example, the AOC diverted 10,000 tons of construction and 
demolition debris from the landfill, recycling 98 percent of all 
construction debris generated. We also continue to implement 
sustainable groundskeeping practices such as reducing water demand by 
capturing runoff and using native plants and perennials.
    In the Senate office buildings, the AOC has proposed a formal study 
of waste and recycling operations by conducting a multi-phase pilot 
with interested senators and committees. The pilot will collect waste, 
recycling data and client feedback. With this information, we can make 
informed decisions about effective recycling bin configurations, waste 
collection tools and options for post-consumer compost collection.
    Throughout the Senate office buildings, the AOC seeks to improve 
the waste and recycling program by increasing recycling rates; creating 
consistent waste and recycling bin standards; promoting awareness on 
waste separation; improving AOC collection efficiency; and decreasing 
clutter and tripping hazards of excess bins in workspaces.
    This project also aligns AOC operations with industry best 
practices by instituting centralized collection bin placement of all 
waste and recycling material. In doing so, the AOC will evaluate and 
analyze the impact of centralized collection bins on recycling. We will 
also examine behaviors by measuring recycling rates before and after 
implementation. To implement the most effective solutions, the AOC will 
gather participant feedback specific to recycling collection to 
understand occupants' experiences of different collection 
configurations and to assess feasibility of centralized collection in 
office and committee spaces. In addition, the AOC will engage with 
recycling champions to identify gaps in recycling program 
communications as well as the most effective methods to disseminate 
information.
    Beyond this initiative, the AOC will evaluate resource requirements 
for post-consumer composting collection in offices and dining spaces. 
As directed by this Subcommittee in 2021, the AOC is developing a 
formal study to assess the feasibility of restarting post-consumer 
composting in the Senate buildings, which was terminated previously. 
The study includes a multi-phase pilot program and third-party 
analysis, culminating in a report of recommendations, anticipated 
resource requirements and prospective benefits to the Senate. The AOC 
will evaluate the resources and authorities required to add post-
consumer composting to the current waste management program in both 
public spaces and private offices in the Senate buildings. We will also 
analyze the benefits of key aspects of the larger waste management 
program, including collection methods, labor allocation and resource 
use.
    For example, the pilot program will contrast baseline waste 
management processes with several small-scale pilot phases to assess 
real-world impacts of four specific variables: bin location 
configurations, waste collection procedures, post-consumer composting 
collection in designated pilot offices and post-consumer composting 
collection in dining spaces. Baseline and piloted processes will be 
evaluated through several qualitative and quantitative methods, 
including waste sampling, surveys, and measurement of resource 
allocations for waste collection and transport.
    Subsequently, third-party analysis will validate baseline and pilot 
data; observe and analyze procedural changes; and recommend options to 
improve waste management efficiency and restart a post-consumer 
composting program in the Senate buildings. The AOC expects to begin 
the pilot program soon.
    The AOC is also pioneering new practices at the U.S. Botanic Garden 
(USBG), a treasured public institution. With the Subcommittee's 
support, we seek to continue the USBG's Urban Agriculture Program, 
which provides educational resources, training for veterans, capacity 
building programs with other public gardens, and educator professional 
development programming. In a short period, this program achieved 
demonstrated success to support communities facing food access 
challenges.
    In addition, the USBG is requesting funding to complete the design 
phase of the Production Facility Renewal Project. With resources for 
substantial renovation and renewal of this critical support facility, 
the USBG can continue to achieve key goals related to horticulture, 
operations and maintenance, education and outreach, and sustainability.
    Looking to the future, the AOC will begin work on an updated 
Capitol Complex Master Plan, which will serve as a foundational 
document for master planning over the next 20 years. With the 
Subcommittee's support, the AOC will be able to engage in necessary 
planning for the future. This report will set forth a robust vision for 
tomorrow's generations.
               vi. pandemic procurement and preparedness
    While all of us look forward to better and healthier days ahead, 
the COVID-19 pandemic is still impacting our operations and projects. 
As the Congress labors day and night, AOC employees are working nonstop 
to keep the entire campus clean, sanitized and well maintained. From 
day one of this pandemic, the AOC team has worked very closely with the 
Office of Attending Physician. The AOC was designated as the 
legislative branch purchasing agent for PPE and provides weekly 
inventory updates as part of ongoing work to ensure that there are 
adequate and authentic supplies. In addition, the AOC has ensured the 
specialized cleaning of spaces throughout the Senate office buildings 
whenever it has been needed. In response to a request from the Senate 
community earlier this year, the AOC worked diligently to procure at-
home COVID testing kits that were distributed widely to Senate staff 
working in D.C. offices. Taken together, these efforts reflect the 
AOC's comprehensive effort to promote a healthier work environment for 
all.
    As the Subcommittee is aware, school group tours have returned to 
the U.S. Capitol. As we plan to welcome even more visitors back, we are 
excited to launch the CVC's Exhibition Hall Redesign Project later this 
year. This project aims to provide visitors with an engaging 
environment to learn about the legislative process and democracy. We 
look forward to welcoming students of all ages to this wonderful new 
space.
                            vii. conclusion
    While I remain committed to ongoing improvements in our daily 
operations, the AOC has already made significant progress on 
transformational efforts.
    Across the board, I am committed to leading the agency in long-
term, strategic planning that will prepare the campus for the next 
century. With your ongoing support, we can protect and preserve this 
cherished institution as well as all of those who serve here.
    Thank you for your thoughtful consideration of our fiscal year 2023 
budget request, and I look forward to the opportunity to address any 
questions.

    Senator Reed. I want to thank you very much, Mr. Blanton, 
and let me now ask a few questions and then recognize Senator 
Braun.
    Both of you play critical roles in the security of the 
Capitol from different perspectives. Both of you sit on the 
Capitol Police Board. So we are now 17 months past January 6.
    How have you changed your posture and mission on security 
and protection? How have you had to adjust your own roles, and 
how are the agencies working together? Let me start with 
General Gibson and then Mr. Blanton.
    General Gibson. Thank you, Senator Reed. I would begin with 
some of the work that we've done together as part of the 
Capitol Police Board.
    Our first priority last year, in alignment with the 
hearing, study, and recommendations from the Rules Committee, 
was to select a new Chief of Police, and I think Chief Major 
has done a superb job in beginning to transform the department.
    Some of the other work we did was associated with revising 
our Manual of Procedures for the Capitol Police Board, work 
that had not been addressed since a GAO study of 2017. As a 
result, we have begun to conduct our business in a manner that 
is far more transparent, inclusive, and we are responsive, and 
we are formalizing and memorializing deliberation and decision 
in a way that was not previously done.
    We have supported the department's efforts to increase 
recruiting and retention, which is very critical to our ability 
to reopen the Capitol in the way that it was opened prior to 
the pandemic of 2020. We have worked closely with the Capitol 
Police and Physical Security Working Groups and also with the 
Office of the IG to get at some of those shortcomings.
    I'll leave it to the Architect to talk about some of the 
prioritized physical security enhancements that we've 
identified. I will mention that we've built and sustained some 
strong collaborative relationships with other entities, like 
the Secret Service, the FBI, Metropolitan Police, Department of 
Homeland Security, and others to ensure that we have a common 
understanding of the threats that we face here in the National 
Capital Region.
    Internal to the U.S. Senate and the Sergeant at Arms, I 
previously mentioned standing up the Senate Operations Center 
together with the Secretary, not as a separate and competing 
operations center from the Capitol Police Command Center, but 
as one that is complementary. I think this concept has 
demonstrated an ability to much better track events as they are 
occurring and to more efficiently communicate with the Senate 
community.
    We are also looking to revamp the training we provide, such 
as emergency preparedness, life safety, and continuity 
training. We want to get beyond the in-person training that 
periodically occurs, and to make sure that it's also available 
on-demand, and online for those who want to refresh their 
knowledge at any time.
    I've mentioned in my opening statement some of the things 
that we would like to do in terms of enhancing our ability to 
track the threats to Senators and their families, particularly 
in light of the dramatic increase in threats that you 
mentioned. Our goal is to deliver a clearer understanding to 
Senators, provide recommendations, and conduct outreach so 
there's a full understanding of the security suite available to 
them to enhance their personal security or the security of 
their families.
    Senator Reed. Thank you. Mr. Blanton, please.
    Mr. Blanton. Thank you, and I want to echo the comments 
about the Capitol Police Board. It has truly been a 
transformative year for the Board and it was needed and I want 
you to understand that we have a great team now and are working 
on some great initiatives.
    I also wanted to say that with the funding we received last 
year in the Security Supplemental, it's going to go a long way 
to protecting the Capitol Campus. We spent the last year 
utilizing in-house designing and planning resources in order 
for us to be able to maximize the amount of actual product that 
we were going to put into the security measures as opposed to 
using those funds by having a contractor have to design it.
    In addition, we had our Comprehensive Physical Security 
Assessment and the biggest outcome of that Physical Security 
Assessment, besides the projects and the dollars, and I realize 
they're expensive, is the fact that we now have agreement of 
Security Standards on the Capitol Campus. That's something that 
we had not had previously, and it's very important for everyone 
to know that we have standards now to maintain the safety for 
members, staff, and visitors.
    Internal to the organization, we also took a really strong 
look at our Emergency Management Program in conjunction with 
the work done by the Capitol Police and the Capitol Police 
Board for the drills with the Sergeant at Arms.
    We had to really realize that in an emergency situation, 
many times AOC's work begins after the drill actually is over 
and so then we had to really focus on how are we responding 
when everybody can evacuate a building and now we need to make 
sure we get people to come back in and so we're focusing our 
training on that aspect of the emergency response.
    Senator Reed. Well, thank you very much.
    General, you mentioned the coordination with local 
authorities. Can you--and again I think I'll commend you, and 
the Sergeant, the Architect of the Capitol and local 
authorities for the recent incident involving the truck 
demonstrations--but are there other steps that you must take to 
improve coordination?
    General Gibson. Thank you for that question, Senator. I 
think that while the strong relationships we have built, both 
with domestic agencies and local law enforcement require 
continued sustainment to keep those relationships strong, there 
is an understanding within the law enforcement community at the 
Capitol that imminent threats, like the trucker convoy, remains 
very strong.
    One area specifically where we do need increased support, 
and I thank you for the language that was in the National 
Defense Authorization Act, is in the area of cybersecurity.
    What we've found is that policies for sharing intelligence 
between the Executive and Legislative Branch are written 
entirely with legislative oversight in mind without having 
previously considered that there might be people in the 
Legislative Branch, such as our cyber-security teams, that need 
to make operational decisions in real-time.
    And so, thanks to that language, our collective counsel 
teams have begun work with the Office of the Director of 
National Intelligence to re-craft some of the policies that 
would allow intelligence-sharing for operational requirements, 
separate from oversight, and my greatest priority would be for 
cybersecurity so we can have immediate communications with our 
Cybersecurity Operations Center instead of having to run those 
types of threat reports through legislative liaison channels. 
Thank you.
    Senator Reed. Thank you very much.
    Senator Braun, please.
    Senator Braun. Thank you, Mr. Chairman.
    So, of course, the Capitol has been basically shut down 
since the pandemic. We currently are in Phase 1 where school 
groups can come in through office buildings. Phase 2 is 
supposed to begin on May 30 and that means that school groups 
and maybe pre-identified groups can enter through the Capitol 
Visitor Center.
    Is that still definitely going to happen on May 30? That's 
just around the corner. General Gibson.
    General Gibson. Thank you for that question, Senator, and I 
appreciate the opportunity to address the phased reopening.
    I, too, am eager to reopen the Capitol in the way that it 
was before the pandemic and share the beauty and history of 
this building with the American public and foreign visitors.
    The limiting factor right now is not COVID-related but, 
rather, an insufficient number of Uniformed Police Officers to 
man the many positions associated with the Capitol Visitor 
Center. To answer directly your question, yes, we do anticipate 
entering Phase 2 as planned.
    Senator Braun. On May 30.
    General Gibson. On May 30, yes.
    Senator Braun. Okay.
    General Gibson. The shortcoming of officers is due to three 
principal factors. One, increased attrition in 2020 and 2021, 
largely due to the pandemic, January 6 and the aftermath of 
January 6, and the bubble due to the large number of officers 
who joined after 9/11, becoming retirement eligible.
    Second, a lack of recruitment due to the Federal Law 
Enforcement Training Center being closed during the pandemic. 
So, we had a larger than normal attrition and no recruitment 
offset.
    And the third is an increased number of policing posts, 
some of which are associated with ongoing repair to damage that 
was done in 2021. So increased attrition, no recruitment, and 
increased policing requirements, all contribute to the 
shortfall of trained officers.
    The Capitol Police Board has been working with the Chief on 
a get-well plan that includes offering retention incentives and 
updating pay schedules and increasing recruiting efforts.
    We've also begun to bring on contracted Capitol Security 
Officers to augment the Uniformed Force at some of the 
secondary positions, places like the Library of Congress, the 
Botanical Gardens, and parking garages. This allows us to put 
more USCP officers in the Capitol Visitor Center and eventually 
the Senate galleries. Also, with the Federal Law Enforcement 
Training Center reopening, we've had a new class of 
approximately 115 recruits who recently joined and seven 
additional classes are scheduled for fiscal year 2022.
    So that's the get-well plan, but it does not allow us to 
immediately reopen to the extent that we would like because 
there are significant posts that are associated with the 
Capitol Visitor Center and in and around the Senate floor.
    We do anticipate entering Phase 2 as planned and I would 
offer that, in addition to the school groups, we remain open to 
staff-led tours in the Capitol. We look forward to expanding 
further to the extent that we can as additional police staffing 
allows.
    Senator Braun. So Phase 2 is scheduled on time. It's just a 
little under three weeks.
    General Gibson. Right.
    Senator Braun. So Phase 3, let's just call that back to 
normal, which to me that should be the real aspiration.
    General Gibson. Yes.
    Senator Braun. I think it would beg the question has there 
been any imminent threat? January 6 obviously being the focal 
point. You mentioned truckers earlier. Many wonder how 
palpable, how real that threat is, and would you care to 
discuss--you mentioned--have the truckers done anything during 
that issue to where it impacted the Capitol or was that just on 
the roadways in the city?
    General Gibson. Certainly. I'll address that in two parts, 
first the trucker convoy and then, more generally, threats as 
we see them to the Capitol.
    As for the trucker convoys, I think we were able to learn a 
great deal from the example in Ottawa where the Parliament was 
essentially besieged. As soon as we began to see that situation 
evolving in Canada, the Capitol Police and others started to 
talk to their counterparts in Ontario to gain an understanding 
of what was occurring and to develop a plan with the rest of 
the local government and law enforcement entities in the D.C. 
region to counter any similar activities should it occur.
    It was largely traffic-related, but it did impose a 
significant manpower cost initially for the Capitol Police as 
they were required to man additional posts.
    Senator Braun. Did you erect fence during that stage? 
Because that's a really costly and timely process. I'm just 
curious.
    General Gibson. We did not erect fencing.
    Senator Braun. Okay.
    General Gibson.
    Senator Braun. You did enough to where you learned from 
what happened in Canada----
    General Gibson. Absolutely.
    Senator Braun [continuing]. And so was there any other 
incident that you'd call an imminent threat, other than that?
    General Gibson. Yes, I would actually. When I think of 
threats, and I'll set aside cyber threats, which are daily, but 
in terms of physical threats to the Capitol, State offices, and 
Senators, I would say the most likely threat is always lone 
actors, individuals, whether those with mental health issues, 
like we----
    Senator Braun. But I know that, but were there any?
    General Gibson [continuing]. Yes, April 2, August 19, and 
October 5 of last year.--In fact, we had a fatality on April 2, 
August 19 was the gentleman who parked his truck outside the 
Library of Congress and threatened to blow up the Library of 
Congress, and October 5, when another gentleman in a truck who 
refused to move it from in front of the Supreme Court.
    Senator Braun. And that would have been out of character 
with what happens routinely in prior years?
    General Gibson. No. I think that that is something
    Senator Braun. Well, and you don't need to--what I'm saying 
is generally it looks like, just from my observation, we've 
gotten back into a rhythm where we've learned a lot from the 
incident, even with averting the truckers from maybe impacting 
the Capitol, and I just think there's a strong kind of err on 
the side of caution, especially since our heads are up.
    I mean, we're attentive to it, to get back into where we're 
erring on the side of Phase 3 or what was happening before all 
of this.
    So, what is the timeline in your mind of where we get it 
back to where it was before?
    General Gibson. Sure. I would defer to the Chief, but I 
think he anticipates that it will not be until 2023, until we 
have enough of the new recruits on the force to open and man 
the positions in and around the Capitol that were manned in 
2019.
    Senator Braun. And is the workforce--this will be my last 
question before I hand it back over. Is the workforce--how 
close is it with the new recruits to where it was pre-January 6 
number-wise?
    General Gibson. I didn't come prepared, Senator, with those 
numbers. We can easily get them.
    Senator Braun. I'd say with the additional over hundred 
that you've brought on that it's got to be close to where it 
was, and then it's a question of how you manage that risk of 
getting back to where we were before and that you know you're 
going to add more individuals over time. I would personally 
like to hear when in 2023, if you could say January versus 
December, that would be good for the country and for the people 
that work around here. Thank you.
    Senator Reed. Thank you, Senator Braun.
    Let me begin Round 2. Mr. Blanton, your request includes 
$500 million in construction projects recommended by the 
Physical Security Assessment of the Capitol Campus. It also 
includes a $100 million for the design and construction of 
screening vestibules for the Capitol and Senate and House 
Office Buildings. These are significant amounts of money.
    General Gibson, in your role on the Capitol Police Board, 
feel free to comment as well. But to the extent you can share 
with us what security construction projects are considered to 
be the most important and urgent to the campus so we can have a 
sense of priorities?
    Mr. Blanton. Thank you, Senator, for that question, and I 
will----
    Senator Reed. Would you bring your microphone a little bit 
closer?
    Mr. Blanton [continuing]. I will say that we are going to 
provide you within the next couple of weeks a fidelity, a very 
high fidelity list of projects that are prioritized from one to 
N.
    In general, I would say that the completing of the exterior 
doors and windows to meet the standard that we have developed 
as part of the assessment would be the highest absolute 
priority.
    Senator Reed. In looking at these projects, there's always 
a tension and a balance between security and aesthetics, for 
want of a better term. So this doesn't look like a fortified 
zone. It looks like the Capitol of the United States.
    So in fact things like the anti-scale fencing up around the 
court today obviously detract from the historic vision of the 
Capitol.
    Have you been able to balance those successfully and I 
would assume we would obviously increase the costs of the 
project to do so?
    Mr. Blanton. Yes, I'll say that's actually one of the 
specialties of my Chief Security Officer that does the security 
projects. I always say that a good security project is 
something that you don't recognize. You don't realize it's 
there.
    We have artisans that can take the historic nature and 
preserve that while still having the doors or equipment look as 
if it did when it was originally installed and I would 
reference--I know it's not on the set-aside, but I would 
reference the work we did at the Speaker's Lobby on the House 
Chamber where there's brand-new doors look exactly like the 
original doors but they're now rated.
    Senator Reed. Thank you very much.
    The issue of the personnel and, General, you spoke about it 
in terms of the major factor, it's also related to the type of 
security infrastructure you have to have. If you've got more 
personnel, then presumably you need more infrastructure and 
that's another question of balance.
    Has that been taken into consideration by both of you in 
terms of your overall plan, the number of personnel you and the 
Chief need, and the facilities you're building? I'll start with 
you, General.
    General Gibson. Yes, Senator, I would say it is, which is 
why we are requesting 35 additional FTEs. A high number of 
those will go to our Chief Information Officer and to our 
Physical Security/Operational Security Teams.
    Senator Reed. And with respect to the Visitor Center, you 
pointed out that that's a major issue in terms of the personnel 
drains. My assumption is that you're not expanding the number 
of personnel in the Center, you just don't have----
    General Gibson. And actually it's----
    Senator Reed [continuing]. The numbers.
    General Gibson. Senator, it's not me, it's the Capitol 
Police.
    Senator Reed. Capitol Police.
    General Gibson. When the Capitol Visitor Center is open, it 
requires some number of officers, and I don't want to speak for 
the Chief, but I believe it's in the range of 50 to 70 officers 
to man the Capitol Visitor Center----
    Senator Reed. Thank you.
    General Gibson [continuing]. As it was in 2019.
    Senator Reed. So we're not----
    General Gibson. It is not an increase.
    Senator Reed [continuing]. We're not enhancing the number, 
we're just----
    General Gibson. No.
    Senator Reed [continuing]. Simply trying to get back----
    General Gibson. We're trying to get back to 2019.
    Senator Reed [continuing]. To 2019 which was the norm that 
we thought at that point.
    This is an area you've touched upon and I don't know if you 
can add further details, but part of your request, General, is 
for additional resources for the protection of Senators, staff, 
both here and at home.
    Can you further elaborate on, you know, the monies you 
need, how you're going to spend them, and the threat?
    General Gibson. Thank you, Senator. That is an area where 
we seek to increase the number of personnel and it would be 10 
personnel, 3 of them specifically for State operations, and 3 
of them for threat tracking together with the Department of 
Homeland Security, Capitol Police, and other agencies, in order 
to do liaison and information-sharing with the Senators and 
their officers, increase understanding of the security kit 
available to them, and to ensure we have adequate security at 
State offices, not just here at the Capitol itself.
    Senator Reed. And with respect to State offices and State 
locales, it'll be a coordinated position. You'll be using local 
law enforcement presumably as the actual physical security 
personnel.
    General Gibson. Absolutely, Senator. It is very rare when 
that's been the reason for a plus-up of Capitol Police. It is 
typically law enforcement liaison per the Senator's request. It 
is always at their request that they may want augmented 
security at an event or if we've had a heightened spike of 
threats against a Senator.
    Sometimes we coordinate with law enforcement support, again 
at the Senator's request to have additional drive-bys of 
residences. We also provide physical security. The Capitol 
Police do physical security assessments of the residence and 
make recommendations for ways in which a Senator and his or her 
family might be better protected.
    Senator Reed. Thank you.
    Senator Braun. Thank you. Mr. Blanton, so I think our 
restaurant operations within the Capitol have been hurt 
significantly because we haven't had any people here. That 
again was one of the highlights, I think, of some visits, 
especially when Senators would be able to take folks into the 
dining room and so forth, but general traffic is just way down.
    I think that they are getting some type of help through the 
end of the year, and that's why I think it's important if 
2023's the target for normal that we need to really aspire to 
get there then, otherwise that will rise again as an issue.
    What is the health and status of the restaurant services 
currently? And rather than have to put a stipend, enhanced help 
in there, I think that fixes itself, saves the taxpayers money, 
and we have services that I think the public appreciate back to 
normal--what's the status currently?
    Mr. Blanton. So due to COVID and the restrictions in the 
building, the revenue from the restaurants at one point was 
down 90 percent. It has since rebounded 37 percent above that, 
but there's----
    Senator Braun. That means it's still off around 60 percent 
or so.
    Mr. Blanton [continuing]. Yes, and they are still 
hemorrhaging money. There is a delta between what the Senate 
expects the restaurants to be able to deliver and the cost for 
the services that they are providing.
    Senator Braun. Have you calculated what Phase 2 reopening 
will do for the restaurants?
    Mr. Blanton. So right now, it will do more for the CVC 
restaurant than it would be for the restaurants in the Senate 
buildings because it's just pure amount of traffic coming in 
and sitting down and eating.
    We spent the past year working with the Senate community on 
a restaurants master plan and in this actual budget, we have 
$8.1 million for the Senate side to redesign their restaurants 
and $41 million on the Capitol Building to re-envision the 
kitchens for the Senate Dining Room so they'd be more 
efficient.
    Senator Braun. And that's all good. So you've eliminated 
the COVID as a reason for whatever the current status is. It'd 
just be general security concerns, correct?
    Mr. Blanton. As the Sergeants at Arms said, it's the 
concern with the number of police personnel to open up the CVC. 
I can say from a business continuity perspective, I would love 
to have the two million plus visitors a year back because that 
will make a----
    Senator Braun. So COVID is endemic. We're all going to be 
dealing with it from government to business with everything 
we've learned from it. There's no imminent threat, other than 
the others that you cited that may happen now and then during a 
normal year.
    I just think that everything I'm hearing, we're kind of 
erring on the side of maybe this thing occurring deep into 
2023, and I believe that's not an aggressive enough goal, and 
it begs the question will those basic services that we were 
using before be able to hang on without more government help.
    So let me move to another concern, fencing. I see that 
there's $6.4 million there, and is that a fee that we're paying 
to the fencing company regardless of whether we use fencing or 
not? Is that kind of like just a contingency fee, and would it 
cost us any more than that, say, if you had to put fencing up 
seven or eight times in a year versus once or twice? Explain 
the $6.4 million.
    Mr. Blanton. So the fencing budget is a combination of a 
readiness fee so that we can have the fencing available to be 
installed within 24 hours and an expectation of the number of 
installations that we would do the fence for large events.
    Senator Braun. And is there another cost in addition to it 
once you'd actually have the need for fencing to put up on some 
occasion?
    Mr. Blanton. Yes, you pay for the labor now for the 
contractor who's installing the fencing.
    Senator Braun. You're kind of reserving the ability for 
$6.4 million to have them on call, you said within 72 hours?
    Mr. Blanton. 24 hours.
    Senator Braun. 24 hours. Okay. Again, that may in the big 
scheme of things here not sound like a lot of money. In most 
places that is a lot, and I'm not saying that we shouldn't have 
some type of holding fee for it, but again this is above and 
beyond what we would have ever done before, and I think you're 
going to need to find that proper balance and not maybe 
generalize based upon what did occur. I'm assuming this would 
be an annual fee that we'd need to renew each year?
    Mr. Blanton. Yes.
    Senator Braun. Okay. Keep me informed, keep us informed 
here on this Committee, and again I think that that is 
something that we've got to be careful with because we're 
building in another cost that I wonder, especially as we can 
taper away from it over time, whether it's necessary.
    This may not mean much, but I'm going to mention it because 
it's maybe symptomatic, emblematic of how the place runs in 
general. Inspector General review found that the Architect of 
the Capitol had reimbursed $38,529 in unallowable costs to a 
contractor over in the Cannon Building, including items such as 
baby gifts, florist costs, and business cards. While this is, I 
guess, chump change in the big scheme of things here anymore, 
it's concerning that there were so many unallowable costs that 
were reimbursed and the renewal project, by the way, is a $182 
million in total over budget to begin with.
    You care to comment on either the being over budget that 
much or the fact that somehow 38 grand slipped through in what 
should have been caught fairly quickly before it got 
reimbursed?
    Mr. Blanton. Yes, Senator. So I'll address the 38,000. 
Remember, this is a program that is $900 million. So it is 
small and our goal is zero obviously, but the bulk of that 
money was reimbursed in previous phases of the contract and we 
have since received a credit back from the contractor for the 
unallowable costs.
    In the current phase, it was only $1,550 worth of 
unallowable costs that we did receive a credit for.
    Senator Braun. Would that normally be caught by an 
Inspector General review or would that normally--do you have 
protocols in place where your own auditors or accountants would 
try to find that before it had to be caught at the last resort?
    Mr. Blanton. So ideally it's during the invoicing process, 
but as you may guess, in a $900 million program, the invoices 
are large and sometimes things slip through.
    We have set much more rigor involved in our invoice 
processing which is why the number in this phase is so low 
comparatively.
    Senator Braun. I would agree with your proportionality. I 
think the $182 million over budget would be a much more 
concerning figure.
    Thank you for the answer.
    Senator Reed. Do you have any additional questions, 
Senator?
    Senator Braun. I'm good.
    Senator Reed. Thank you very much then.
    There could be and likely additional written questions that 
we'll submit to you and ask you to respond, but this concludes 
the Legislative Branch Appropriations Subcommittee hearing 
regarding fiscal year 2023 Funding for the Architect of the 
Capitol, the Senate Sergeant at Arms, and the Congressional 
Budget Office.
    I want to thank Mr. Blanton and General Gibson for their 
testifying today.

                     ADDITIONAL COMMITTEE QUESTIONS

    The hearing record will remain open for 7 days, allowing 
Members to submit statements and/or questions for the record 
which should be sent to the subcommittee by close of business 
on Wednesday, May 18, 2022.
    The next hearing of the subcommittee will be held on 
Wednesday, May 25, at 3:30 p.m., in S-128 of the Capitol when 
we will hear testimony from the Chief of the U.S. Capitol 
Police, the Librarian of Congress, the Comptroller of the 
Government Accountability Office regarding the fiscal year 2023 
budget request.
    [The following questions were not asked at the hearing, but 
were submitted to the agencies for response subsequent to the 
hearing:]
[GRAPHICS NOT AVAILABLE IN TIFF FORMAT]

                          SUBCOMMITTEE RECESS

    Senator Reed. Until then, the Committee will stand 
adjourned. Thank you much.
    [Whereupon, at 10:54 a.m., Wednesday, May 11, the 
subcommittee was recessed, to reconvene subject to the call of 
the Chair.]

                            [all]