Integration of facility condition assessments, master plans, and capital improvements programming
Architect of the Capitol
The U.S. Capitol Complex has been evolving for over two hundred years, beginning with the completion of the Capitol building in 1800. Since then, numerous facilities have been added under the jurisdiction of the Office of the Architect of the Capitol (AOC). The AOC is now responsible for maintaining the nearly fifteen million square feet of space on close to four hundred acres of land. The Capitol Complex has been in continuous operation since its construction and poses many unique challenges for its efficient operation, management and preservation. The AOC must succeed in this mission to assure transparent and continuous Congressional and Supreme Court operations.
As the Complex ages, the deferred maintenance, capital renewal, capital improvement, expansions and/or reconfigurations become critical to the continued success of the facilities’ ability to support Congress and the Court. Until several years ago, data about the facilities was kept in various forms and locations, but a comprehensive database using a consistent lexicon that also reflected current information about the conditions of the facilities did not exist.
Prior to 2003, the Office of the Architect of the Capitol did not have a formalized Program Development Process, nor had it produced a Capital Improvement Plan (CIP) as a byproduct of such a process. Projects and associated funding requests changed dramatically from year to year, leaving Congress without a clear vision of the AOC’s long range capital requirements and priorities. As a result, the Architect was directed by Congress to establish a Program Planning Process and associated 5-year CIP.
Development of the component parts of this Program Planning Process, including new facilities management, project development and budget development processes, began several years ago. Since the start of the initiative, a cycle has been established for assembling project nominations, assessing priorities, synchronizing the annual capital programs with the Capitol Complex Master Plan (CCMP) and completing the budget process. Integration of these data-driven sources has led to an increased confidence in the capital project information as it moves through the Congressional appropriations process, using the systems and source documents to produce objective, defensible budget requests.
Transforming the basic information resources available to the management and staff of the AOC is met as these tools and methodology are infused in the facilities management culture at the AOC. Training and deliberate change management techniques are aiding to adopt the new methods (NRC, 2004).
As this is being accomplished, and the cycles of providing information to Congress are becoming routine, the care and maintenance of the Capitol Complex is transcending individuals, and institutional processes are assuring continuity, anticipation of life cycle facilities requirements and adequate lead time for financial planning.
Contact
Nancy Skinkle
Deputy Director, Division of Facility Programming and Planning
Office of the Architect of the Capitol
Planning and Project Management Division
nskinkle@aoc.gov
