Attachment 3 Statement of Work_9.23.2026.pdf

i

Capital Program Management Capacity Study

Statement of Work (SOW)

Architect of the Capitol (AOC)

Office of the Chief Engineer

September 23, 2026

Statement of Work – Management Capacity Study i

CONTENTS

1.0 PROJECT TITLE

2.0 BACKGROUND

3.0 SCOPE OF WORK

4.0 APPLICABLE POLICIES AND STANDARDS

5.0 TASKS

6.0 DELIVERABLES AND DELIVERY SCHEDULE

6.1 Kick-Off Meeting

6.2 Project Management Plan

6.3 Weekly Status Report

6.4 Monthly Status Report

6.5 Government Furnished Equipment / Property (GFE/GFP) Inventory Report

6.6 Transition-Out Plan

6.7 Delivery Instructions

7.0 QUALITY CONTROL PLAN (QCP)

8.0 GOVERNMENT FURNISHED EQUIPMENT / PROPERTY (GFE/GFP)

9.0 CONTRACT TYPE

10.0 PLACE OF PERFORMANCE / HOURS OF OPERATIONS

11.0 OTHER DIRECT COSTS (ODC)

12.0 TRAVEL

13.0 KEY PERSONNEL

13.1 Program Executive

13.2 Program Manager

14.0 SUBSTITUTION OF PERSONNEL

15.0 PERSONAL SERVICES

16.0 INVOICING

17.0 SECURITY

18.0 SAFETY

19.0 ENERGY EFFICIENCY / COMPLIANCE

20.0 SUSTAINABILITY

21.0 POINTS OF CONTACT

22.0 ACRONYMS

1.0 PROJECT TITLE

Capital Program Management Capacity Study

2.0 BACKGROUND

Established as a permanent office in 1876, the Architect is provided permanent authority for the care and maintenance of the United States Capitol based on Section 1811 of Title 2 of the United States Code. The Architect is responsible for the maintenance, operation, development and preservation of 18.4 million square feet of buildings and more than 570 acres of land throughout Capitol Hill. This includes the U.S. Capitol, House and Senate office buildings, the U.S. Capitol Visitor Center, the Library of Congress, the Supreme Court of the United States, the U.S. Botanic Garden, the Capitol Power Plant, and other facilities. The Architect also provides professional expertise with regard to the preservation of architectural and artistic elements entrusted to his care and provides recommendations concerning design, construction and maintenance of the facilities and grounds.

3.0 SCOPE OF WORK

The AOC requires an assessment to achieve predictable success in executing its aggressive capital program.

Goals are to:

• Provide appropriate governance and oversight to ensure projects are on plan

• Ensure a disciplined approach to project management by applying industry standards and conducting continuous evaluations and improvement of project management processes, standards, and tools,

• Ensure timely, accurate, and consistent project program and portfolio status reporting

• Ensure the necessary level of stakeholder engagement given the size and complexity of the AOC’s Capitol Program

4.0 APPLICABLE POLICIES AND STANDARDS

Scope areas may be derived from the following::

• AOC Contracting Manual (Order 34-1)

• Project Management Manual

• Design Standards

• A/E Design Manual

• Preservation Policy and Standards

• Architectural Review Board Charter

• Universal Accessibility Policy

• BIM Guide

• Capitol Complex Master Plan

• Annual Project Submission Guidelines for LICP

• Project Risk Management Program

• Internal Control Program (Order 4-10) 3/2016

The contractor shall not deviate from any of the above documents without express approval granted by the Contracting Officer’s Representative (COR).

5.0 SCOPE OF WORK

Tasks – Tasks listed below may be performed concurrently where practical. Contractor shall provide a plan and schedule to achieve the deliverables within the Period of Performance, not to exceed 184 calendar days.

Task 1 — Organizational Capacity Assessment – Current State

Evaluate AOC’s current management capacity and governance structure.

Activities:

• Review organizational structure and reporting relationships

• Assess leadership roles related to capital planning, finance, facilities, procurement, and project management

• Evaluate decision-making processes for capital projects

• Identify existing program management capabilities

• Assess internal coordination between departments (finance, facilities, legal, procurement, planning)

Task Deliverables:

• Organizational capacity assessment

• Governance structure evaluation

• Identification of capability gaps

Task 2 — Policy and Institutional Framework Review

Evaluate AOC’s policies and procedures necessary to manage a program of this scale.

Policies to Review:

• AOC Order 1-1 Assignment of Authorities and Responsibilities in the Architect of the Capitol

• Capital planning policies

• AOC Procurement and Contracting Policies (including authorities, limitations, Congressional Reporting and Accountability Requirements)

• Project approval processes

• Financial oversight and auditing procedures

• Change management policies

• Risk management policies

• Transparency and reporting requirements

• Project Management Body of Knowledge (PMBOK) Guide (PMI)

• Rayburn Renovation Project Management Plan

• Policy gap analysis

• Recommended policy updates or new policies

Task 3 — Program Governance Framework Develop a recommended governance structure for managing a long-term capital program.

Governance Components:

• Executive steering committee

• Program oversight board

• Program management office leadership

• Cross-organizational integration with other legislative branch agencies

• Project review and approval process

• Financial oversight structure

• Governance model

• Decision authority matrix

• Program reporting framework

• Rayburn Renovation Program Management Plan Updates for Design and Construction Phases

Task 4 — Program Management Office (PMO) Development Strategy

Develop a roadmap for establishing and scaling a Program Management Office (PMO). The Roadmap below is for illustrative purposes only and the AOC requests the contractor provide an appropriate strategy/roadmap based on the outcome of the previous tasks:

Phase 1 — Program Initiation Focus on planning and early project development.

PMO functions should include:

• Program planning

• Budget and schedule control

• Risk management

• Procurement coordination

• Stakeholder engagement

• Technical oversight, reporting, coordination

• Client Interface

Phase 2 — Program Delivery As construction ramps up, PMO expands to include:

• Program controls

• Workforce Management and Sustainment

• Cost management

• Schedule oversight

• Construction oversight

• Contract management

• Change management

• Quality assurance

Phase 3 — Program Wind-Down As projects are completed, PMO transitions toward:

• Commissioning oversight

• Close-out management

• Lessons learned

• Asset transition to operations

• PMO staff reduction

• PMO organizational model

• Recommended staffing plan by program phase

• Role descriptions and responsibilities

Task 5 — Staffing and Resource Planning Develop a staffing strategy appropriate for a $2–$4 billion capital program.

Analysis Areas:

• Internal staff vs external consultants

• Owner’s representative roles

• Leadership Identification and Roles

• Program controls staff

• Financial management staff

• Construction oversight staff

• Training, Education and Staff Development

• Training Requirements by Discipline

• Knowledge Transfer Methods and Mechanisms

• Staffing model by program phase (Permanent, term and contract staff)

• Organizational chart for PMO

• Estimated staffing levels at peak and wind-down

Task 6 — Program Controls and Oversight Framework Evaluate and recommend program controls required to manage cost, schedule, and risk.

Areas to Evaluate and Address:

• Cost estimating standards

• Schedule management

• Program budget control

• Change management

• Risk management systems

• Reporting dashboards

• AOC PMIS Capacity

• AOC CAD Standards, BIM Operationalization and Data Governance

Task Deliverables:

• Program controls framework

• Recommended software tools

• Reporting standards

• Case studies

• Best practice recommendations

Task 7 — Implementation Roadmap Develop a phased implementation plan for building organizational capacity.

Components:

• Policy adoption timeline

• PMO establishment plan

• Staffing recruitment timeline

• Governance implementation

• Program launch milestones

Task Deliverables:

• Implementation roadmap (3–5 year horizon)

• Key milestones and decision points

Project Deliverables The consultant shall produce the following deliverables:

1. Existing Conditions and Capacity Assessment Report

2. Policy and Governance Gap Analysis

3. Program Management Office (PMO) Organizational Model

4. Staffing and Resource Plan

6. Program Controls Framework

7. Implementation Roadmap

8. Final Management Capacity Study Report

6.0 DELIVERABLES AND DELIVERY SCHEDULE

Estimated Schedule

Total Estimated Study Duration: 184 calendar days

6.1 Kick-Off Meeting

The contractor shall present a kick-off meeting seven (7) days after contract award, to include an overview of the project team, scope of work, deliverables, transition activities, communication approach, initial risks, and next steps.

6.2 Project Management Plan

The contractor shall submit a Project Management Plan fifteen (7) days after award that outlines the project execution and project control approach, roles, responsibilities, cost, schedule, and scope. The plan shall be used to facilitate key decision points, milestones, and communication among key stakeholders.

6.3 Weekly Status Report

The Contractor shall prepare a weekly status report. The intended audience includes Government and Contractor project managers. During the period of performance, the contractor shall attend weekly progress meetings to be held in-person or via teleconference.

Weekly status reports are due by 12:00 PM Eastern Time each Thursday. The weekly status report shall include:

• Accomplishments - Description of work accomplished;

• Planned Activities - Work planned for the following week;

• Milestone Schedule - Work planned out to six months;

• Quality Assurance - Compliance to Quality Assurance tasks;

• Scope Change - Deviations from planned tasks; and

• Open Issues - Outstanding issues and risks to include a remediation plan.

6.4 Monthly Status Report

The Contractor shall prepare a monthly status report. The intended audience includes senior management and executive leadership from the Government and from the Contractor.

Monthly status reports are due by the 1st day of each month for actions that occurred during the previous month.

The Contractor shall include historical information for trending purposes, and include the following elements:

• Milestone Schedule - An outlook on the milestones and deliverables 1month out;

• Quality Assurance - Compliance to Quality Assurance tasks;

• Scope Change - Deviations from planned tasks; and

• Open Issues - Issues and risk(s) summary.

6.5 Government Furnished Equipment / Property (GFE/GFP) Inventory Report

Not Applicable

6.6 Transition-Out Plan

The Contractor shall be responsible for the transition-out of all technical activities identified in this requirement during the final, awarded period of performance. The Contractor shall submit the Transition-Out Plan one (1) month prior to the completion of the period of performance. The contractor’s Transition-Out Plan shall be approved by the COR. The Contractor shall complete the transition by the end of the period of performance. The following technical activities shall be included as part of the Transition-Out Plan:

• Inventory and orderly transfer of all GFE/GFP, software, and licenses; and

• Submit all contract deliverables to date, including designs, documents, briefings, reports, spreadsheets, and source code.

The Contractor shall fully support the transition of all contract requirements to the successor to ensure no disruption in operational services.

Delivery Schedule

Deliverable/Description Type Delivery Method(s) Delivery Date/Frequency

Kick-Off Meeting Briefing MS PowerPoint Seven (7) days after contract award

Project Management Plan Document MS Word Seven (7) days after contract award

Quality Control Plan Document MS Word Seven (7) days after contract award

Weekly Status Report Report MS Word Each Thursday by 12:00

PM ET

Monthly Status Report Report MS Word Monthly, by the 1st day (for previous month)

Transition-Out Plan Document(s) MS Word One (1) month prior to completion of Period of Performance (PoP)

6.7 Delivery Instructions

The contractor shall provide electronic and 4 hard copies ( hand Delivered to Ford House Office Building) of the preaward and postaward documentation for review, approval, and appropriate action. Electronic copies shall be delivered via email attachment to the CO and COR as appropriate. The electronic copies shall be compatible with Microsoft Office 2010 or other applications as appropriate and mutually agreed to by the parties.

The Contractor shall provide electronic copies of the weekly and monthly report for review, approval, and appropriate action within the designated due date. Electronic copies shall be delivered via email attachment to the COR as appropriate. The electronic copies shall be compatible with Microsoft Office or other applications as appropriate and mutually agreed to by the parties.

The Contractor shall follow the invoicing instructions outlined in the contract to submit their invoices.

Once created, deliverables and work products are considered the property of the Federal Government

The deliverables shall be considered final upon receiving Government approval. The Government shall provide written notification of acceptance or rejection of all deliverables, except for invoicing, within seven (7) days of receipt. Approval or rejection of invoicing is within 30 days. All notifications of rejection will be accompanied by an explanation of the specific deficiencies causing the rejection. Items must be approved by the COR to be considered “accepted.”

Deliverables shall be deemed acceptable if the document adequately covers all required topics, meets general quality measures, and is professionally prepared in terms of accuracy, clarity, format, and timeliness. Quality measures, as set forth below, shall be applied to each work product received from the Contractor.

• Accuracy: Documents shall be accurate in presentation, content, and style;

• Clarity: Documents shall be clear and concise;

• File Editing: Documents shall be editable by the Government;

• Format: Documents shall be transmitted via mutually agreed upon media; and

• Timeliness: Documents shall be submitted on or before scheduled due date.

7.0 QUALITY CONTROL PLAN (QCP)

The Contractor shall provide a comprehensive Quality Control Plan (QCP), which is the driving force behind service quality. The QCP is intended to verify that the contractor’s quality control program is working and provides the measures needed to lead the contractor to project success.

Deliverables shall be deemed acceptable if the document adequately covers all required topics, meets general quality measures, and is professionally prepared in terms of accuracy, clarity, format, and timeliness. Quality measures, as set forth below, shall be applied to each work product received from the Contractor.

8.0 GOVERNMENT FURNISHED EQUIPMENT / PROPERTY (GFE/GFP)

9.0 NOT APPLICABLE.CONTRACT TYPE

Firm-Fixed Price (FFP)

10.0 PLACE OF PERFORMANCE / HOURS OF OPERATIONS

On site work may be required from time to time. On site work requirements will be coordinated at the time of Project Kick-off. The period of performance for this requirement is anticipated to be 184 calendar days from date of award. This requirement will also include an option to extend services up to six (6) months, in accordance with FAR 52.217-8, Option to Extend Services.

11.0 OTHER DIRECT COSTS (ODC)

The Contractor may be required to buy supplies to support the requirements of this SOW. Supply purchases must be approved in advance by the COR for reimbursement and shall remain the property of the Government.

Such ODCs may include:

• Unique project software and/or equipment;

• Hosting Environments; and

• Licenses and Tools.

In addition to adherence to the security standards outlined below, Commercial Off‐The‐Shelf (COTS) and Government Off‐The‐Shelf (GOTS) products shall be approved through the Information Technology Division (ITD) prior to purchase and implementation.

12.0 TRAVEL

Travel will be authorized under this requirement. All travel outside of the Washington Metropolitan area in support of this contract must be approved by the COR in advance. No travel will be reimbursed without prior approval from the COR. It is anticipated that the contractor may be required to travel at least six (6) times during the course of the engagement. Costs for transportation, lodging, meals and incidental expenses incurred by the contractor in its capacity under this contract are allowable and are subject to FAR 31.205-46, Travel Costs. These costs will be considered to be reasonable and allowable only to the extent that they do not exceed on a daily basis the maximum per diem rates in effect at the time of travel as set forth in the Federal Travel Regulations (FTR). The contractor will not be reimbursed for travel and per diem within a 50 mile radius of the contractor’s worksite. A worksite is the same as a contractor’s place of performance location. If the contractor is required to travel outside of the Washington Metropolitan area, the contractor shall provide the COR with a completed Request for Travel Authorization Form at least 10 calendar days prior to the requested travel date. The contractor shall not incur costs in excess of the funded value of the travel CLIN, without prior written approval from the Contracting Officer.

13.0 KEY PERSONNEL

The Government has identified the need for two (2) key personnel under this requirement. The Contractor shall propose a Program Executive (PE) and Program Manager (PM) who meet the required skills outlined below. Required certifications may be substituted for experience, provided a written justification is approved by the Government and the labor rate is reduced by 15%. Key personnel must exhibit critical soft skills including:

• Excellent active listening and verbal communication skills;

• Strong business writing ability;

• Flexible and adaptable attitude;

• Conforms to shifting priorities, demands, and timelines;

• Ability to elicit cooperation from a wide variety of stakeholders; and

• Ability to discuss technical issues with non-technical, executive-level government officials.

13.1 Program Executive

The Program Executive (PE) shall have overall responsibility of the contract activities: planning, organizing, directing, controlling, staffing and reporting status, deliverables and schedules to the Government. The PE shall be a full-time corporate employee of the prime contractor.

Functional responsibilities include:

Recognized for strong expertise in Construction industry issues and trends. Utilize functional area expertise gained through direct industry experience to assess the operational and functional baseline of an organization and its organizational components. Work with AOC to provide industry vision and strategic direction with regard to their Capital Program experience. Guide the determination inadequacies and/or deficiencies that affect the AOC’s ability to support/meet organizational goals. Generate functional area strategies for enhanced operations in a cross-functional area mode throughout the organization. Participate in strategy sessions, strategic assessments and reviews to validate enterprise approach and associated work products.

Required Skills/Experience:

• Years of experience required: Minimum 20 years;

• Minimum Education: Bachelor’s Degree in Engineering, or Architecture, or Construction/Project

Management, or a related field and an advanced degree in Business Management and Professional Engineer (PE), or Registered Architect;

• Demonstrated experience as a Project Executive or Similar Leadership Role with Program Management Office Design and Implementation in the context of Construction/Capitol Programs; and

• Demonstrated experience as a Project Executive or Similar Leadership Role in multi-year, multi-phase construction Projects or Programs over $500 million, at the State and or Federal Government level.

13.2 Program Manager

The Program Manager (PM) shall have overall responsibility of the functional requirements; requirements include but not limited to the following:

• Responsible for the overall management of the specific task order(s) and ensuring that the technical solutions and schedules in the specific deliverables are implemented in a timely manner. Organizes, directs and coordinates the planning and production of all activities associated with assigned deliverables. Demonstrates competent writing and oral communication skills. Ensures quality products and services are delivered. Is available daily to communicate with the CO, COR and AOC Project Executive.

Required Skills/Experience:

• Shall have a minimum of 15 years of experience working across the project and program lifecycle of major complex Capital Projects and Programs;

• Demonstrated experience as a PM with Program Management Office Design and Implementation in the context of Construction/Capitol Programs; and

• Demonstrated knowledge of the PMBOK (Project Management Book of Knowledge) with a Project Management Professional (PMP) Certification;

• Minimum Education: Bachelor’s Degree in Engineering, Architecture, or Construction/Project or Business Management.

• Demonstrated experience in multi-year, multi-phase construction Projects or Programs over $500 million, at the State and or Federal Government level.

Team Members:

Each Team Member shall have a minimum of 7 years demonstrated experience along the Design and Construction Project Life Cycle.

Minimum Education: Bachelor’s Degree in Engineering, Architecture, or Construction/Project or Business Management. Accounting Degrees may be considered so long as the proposed team member has the requisite experience in Construction.

Functional responsibilities include:

• Developing DRAFT deliverables.

• Performing day to day activities

14.0 SUBSTITUTION OF PERSONNEL

Key personnel are critical to performance under this requirement. During the period of performance, key personnel shall only be replaced with people of comparable education and experience levels. The Contractor shall obtain approval from the Government prior to replacement of any key personnel.

No changes in key personnel shall be made within the first 90 days after award. After 90 days, the contractor may substitute Key Personnel, but shall demonstrate how the qualifications of prospective replacement personnel are equal to or better than the qualifications of the key personnel being replaced. The CO shall be notified in writing of any proposed substitution at least 15 calendar days in advance of the proposed substitution. Such notification shall include:

• An explanation of the circumstances necessitating the replacement;

• A resume of the proposed substitute that outlines their education, and basic and specialized experience; and

• As requested by the CO or COR, any other information, which will enable them to assess whether the contractor is maintaining the same level of high-quality key personnel.

The Government will evaluate key personnel substitutions. The CO will promptly notify the Contractor of their approval or disapproval in writing. All disapprovals will require submission of another substitution to fill key positions within 15 calendar days from the date the Contractor was notified.

Additionally, the Contractor shall immediately replace any individual under this Statement of Work who fails to perform their duties or conducts themselves in a manner that is inconsistent with AOC policies and practices or engages in practices that are disruptive to the working environment.

15.0 PERSONAL SERVICES & PRIVACY ACT

N/A.

16.0 INVOICING

The Contractor shall follow the invoicing instructions outlined in clause AOC52.232-1, Payments, when submitting invoices. The AOC will approve or reject an invoice within 30 days.

17.0 SECURITY

All contractor employees shall submit an E-Verify form and a United States Capitol Police background check form (CP-491) prior to the performance of work. Contractor employees shall also complete a contractor badging request form. All members of the team working on-site will be required to always wear an identification badge. On-site work may be interrupted because of Congressional events or U.S. Capitol Police requirements. All work to be performed is subject to Government interruptions.

Please be advised, the AOC does not follow certain exceptions as described in the E-Verify federal contractor rule. Contractors are required to use E-Verify to verify that all employees working on AOC contracts are authorized to work in the United States.

18.0 SAFETY

The Contractor shall comply with all AOC safety policies and shall require all employees to wear appropriate clothing apparel for the assigned tasks. No sandals or any style of open toe shoes shall be allowed for any position that requires lifting of 5lbs or greater as this would pose a risk of injury.

19.0 ENERGY EFFICIENCY / COMPLIANCE

There are no special energy efficiency requirements. The Contractor shall minimize energy use while on Government site.

20.0 SUSTAINABILITY

This is not applicable to this requirement.

21.0 POINTS OF CONTACT

Contract Specialist (CS):

Michael Hoover Phone: 771-219-5313 Email: michael.hoover@aoc.gov

Contracting Officer (CO):

Katie Vereen Phone: 202-580-9583 Email: katie.vereen@aoc.gov mailto:michael.hoover@aoc.gov mailto:katie.vereen@aoc.gov

Contracting Officer’s Representative (COR):

Stephen Titus Phone: 202-215-8642 Email: stephen.titus@aoc.gov

22.0 ACRONYMS

CO Contracting Officer

COTS Commercial Off-The-Shelf

COR Contracting Officer’s Representative

GFE Government Furnished Equipment

OCE Office of the Chief Engineer

ODC Other Direct Costs

PMBOK

POP Period of Performance

PE Program Executive

PM Program Manager

QASP Quality Assurance Surveillance Plan

23.0 FUNDING

Funding is available.

24.0 INSPECTION AND ACCEPTANCE

Inspection and Acceptance shall be accomplished in accordance with the contract clauses.

25.0 PROPOSAL SUBMISSION

Proposals shall be accepted electronically to the Contracting Officer by the date specified in the Request for Proposal. The proposal shall be in itemized detail to include all applicable labor disciplines.

mailto:stephen.titus@aoc.gov