AOC Initiatives: The AOC is enhancing its project planning, tools and development and management processes to ensure the efficient, effective delivery of its large portfolio of design and construction projects. These include the development of an assignment matrix to clarify roles, responsibilities and accountability of all participants in the project delivery process throughout the project life cycle. The AOC recently completed an analysis of the design-build project delivery method, including an investigation of best practices and an evaluation of lessons learned.
The AOC uses a multipronged approach to address its energy stewardship and sustainability challenges, including utilizing diverse energy sources such as solar, steam, natural gas and electric.
After selecting an energy service company and completing an investment grade audit to outline the scope of work under the ESPC, the AOC will enter the implementation phase of the contract in FY 2020. The energy savings capital improvements in the Library of Congress’ facilities will be completed in late 2021. The installation of energy-efficient DDCs in the Thurgood Marshall Federal Judiciary Building and the O’Neill House Office Building will provide additional savings. The AOC is developing a long-range Building Automation System master plan to identify additional energy savings opportunities through infrastructure upgrades and performance monitoring. In addition to energy savings, the AOC is focusing on sustainable practices — for example, ways to use water more efficiently — to reduce operating costs. For additional information, see the Energy and Sustainability Performance Management Report located in Section IV: Other Information.
Management of Concurrent Construction Projects
Challenge: The AOC manages and executes multiple, simultaneous, high-visibility, large-scale and long-term projects to meet the critical infrastructure needs of the Capitol campus. These include projects such as the Cannon Renewal Project and the Capitol Power Plant’s Refrigeration Plant Revitalization Program, plus other large construction programs such as the U.S. Capitol Building Exterior Stone and Metal Preservation Project. The agency must successfully manage schedules, risks and costs for these large-scale, phased projects that, due to their criticality, are occurring simultaneously. Management must ensure the timely, safe and cost-efficient completion of these projects, while minimizing operational disruptions and sustaining the administrative support needed to manage the increased construction.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT
The AOC recognizes the importance of project planning and initiation, including an analysis of client impact. This year, the AOC evaluated and refined project delivery metrics to provide transparency on the status of its managed design and construction projects. In addition, the AOC continued the process of implementing a new project management information system to replace the current obsolete system. This will enable the agency to more effectively track, manage and resource a portfolio of major construction projects. Once implemented, the new system will assist in the life cycle design and construction management process. This will permit project managers to provide better project execution data, including information as costs, schedules, resources and data analytics.
In addition, the AOC will continue to advocate for more funding to bring staff to an adequate level to manage multiple approved restoration projects. As validated in the recently completed workforce study, this includes direct staff such as project managers, construction managers, project controllers, engineers, planners and construction inspectors. Just as important, the agency has begun to communicate the need for the administrative staff to support this workload — including the procurement, human resources and financial workforce to manage the contracts, staff and invoice payments associated with additional construction activity. In the short run, the AOC staff have actively stepped in to address needed functions. The agency has also used temporary staff and contracted construction managers and inspectors. However, these are not permanent solutions and risks to project execution develop when staff is overworked and taking on additional duties.
The AOC continues to improve project management while also focusing on how the entire capital project portfolio is coordinated. By improving high-level analytical tools, as well as investing in the e-Builder project management information system, the agency will enhance its effectiveness and its understanding of project and program interdependencies.
Attracting and Retaining a Skilled and Engaged Workforce
Challenge: Attracting and retaining a highly qualified workforce is essential to carrying out the AOC's mission. The AOC requires a high-performing and engaged workforce of talented
Management’s Discussion and Analysis • Section I 51
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