Congressional Testimony
Congressional Testimony
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House Legislative Counsel Burke Testifies Before House Appropriations Subcommittee
WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Legislative Counsel Warren Burke from a March 17, 2026, hearing on fiscal 2027 appropriation request:* * *
Mr. Chairman, Ranking Member Espaillat, and Members of the Subcommittee, thank you for the opportunity to present the fiscal year 2027 appropriation request of $19,202,000 for the Office of the Legislative Counsel (Office).
I am pleased and honored to appear before you today in my capacity as the Legislative Counsel of the House of Representatives. I thank you and ... Show Full Article WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Legislative Counsel Warren Burke from a March 17, 2026, hearing on fiscal 2027 appropriation request: * * * Mr. Chairman, Ranking Member Espaillat, and Members of the Subcommittee, thank you for the opportunity to present the fiscal year 2027 appropriation request of $19,202,000 for the Office of the Legislative Counsel (Office). I am pleased and honored to appear before you today in my capacity as the Legislative Counsel of the House of Representatives. I thank you andyour staff for your past support of the Office, and I look forward to working closely with you in carrying out our mission of advising and assisting the House, and its committees and Members, in the achievement of clear, faithful, and coherent expressions of legislative policies.
Office Budget Request
For fiscal year 2027, I am requesting $19,202,000, a 2.5-percent increase from our fiscal year 2026 enacted budget. Our personnel account (entitled "Draft") is approximately 93 percent of our total budget. The remaining 7 percent is for administrative expenses including expenditures associated with acquiring, maintaining, and enhancing technology.
Our requested budget reflects HOLC's continued commitment to meeting the increasing legislative needs of the House and preserving our traditional high standard of quality through a multifaceted approach involving sufficient personnel, enhanced efficiency and flexibility in workflow, and technological innovation and adoption.
Personnel
Proper staffing is essential to keep up with an increasing workload while simultaneously reducing backlogs and turnaround times and preserving a high standard of quality.
In my fiscal year 2026 testimony, I emphasized the dramatic increase in my Office's workload over the previous decade. For example, the total number of bills introduced in the House increased from 6,536 in the 114 th Congress to 10,564 in the 118th Congress. The actual number of bills prepared by my Office during the 118th Congress was 30,494 (188 percent more than the 10,564 that were introduced). The total number of amendments has also increased. My Office prepared 21,484 amendments during the 118th Congress, a 46-percent increase from the 14,682 amendments prepared during the 114th Congress. These workload levels have continued to increase in the 119th Congress, although less dramatically than in the previous Congresses. During the first 13 months of the 119th Congress, my Office received 23,239 requests, which is a 5.7 percent increase compared to the 21,979 requests prepared during the first 13 months of the 118th Congress.
Thanks to the support of this Subcommittee, my Office continues its progress in recruiting and retaining sufficient personnel to keep up with workload, reduce backlogs and turnaround times, and preserve a high standard of quality. As discussed in my testimony last year, this requires an across-the-board effort by my Office's entire staff because of the "training bottleneck" associated with increased hiring: the same attorneys who are experts in drafting in a particular area of law are also responsible for training new attorneys in that area. The training bottleneck is especially challenging when adding members to a team that is overburdened by workload. I am deeply grateful to the Office's attorneys, paralegals, and other staff who, in addition to their drafting responsibilities, spend substantial time recruiting and training. Legislative drafters take years, not months, to be fully trained and maximize productivity, so the benefits of my Office's commitment to recruiting and retaining new staff will increase for years to come.
The following table depicts my Office's efforts to increase personnel to keep up with workload while preserving high levels of quality: [View table in the link at bottom.]
The table shows that even though there has been a 59% increase in the number of attorneys, the corresponding years of drafting experience and institutional knowledge have decreased.
Expressed another way, for the 1st Session of the 116th Congress, 16% of the attorneys had 30 or more years of service while 41% had less than 10 years of service. By comparison, at the end of the 1st Session of the 119th Congress, 9% of the attorneys had 30 or more years of service while 58% had less than 10 years of service.
Pay and benefits are the cornerstone for compensating and retaining our staff. The Speaker's Pay Orders have been helpful to the Office's success in retaining staff. The cost of living in the Washington, DC metro area, especially the cost of housing and childcare, continues to increase. These costs are a heavy burden and harm staff morale. It is important that staff pay continues to keep up with these costs and inflationary pressures.
Enhanced Efficiency and Flexibility in Workflow
In addition to staffing at appropriate levels, the Office is also tackling the problem of increasing workload through innovative measures to improve efficiency and flexibility in handling requests. One way the Office has done this is by expediting a determination of the client's desired level of review. Not all clients want full legal review. The sooner the Office can determine the desired level of review, the more efficiently the Office can process a request. To this end, over the past year the Office has experimented with a "formatting only" pilot program through which clients who have proposed legislative text can request mere formatting without any legal review.
In addition to expediting the process, this new formatting track allows the Office to focus its resources providing legal expertise on requests where clients do want full legal review and assists the Clerk and Government Publishing Office to more efficiently process text not otherwise prepared by the Office. With more than 200 bills and resolutions having gone through the pilot program, it has proved to be a success and is moving out of the pilot stage.
Another innovative approach was to establish the Office's first-ever "floater team", meaning attorneys who can be reassigned weekly according to the most acute drafting needs of the House.
When I testified last year, the "floater team" was merely proposed. Now, it is reality. The team consists of four members, each of whom split their time between their regular areas of drafting expertise and their service to other attorneys in need. Recently, the team rebranded itself the "Tiger Team", an indication of the team's esprit de corps. Still in its infancy, the team has already reduced backlogs in multiple drafting areas.
Collaborative Drafting
The Office has historically performed an important institutional role by not only drafting legislation but also helping staff to understand the text and the drafting process well enough to advise Members on whether legislation is well-drafted and accomplishes the intended policy goals.
This role is especially important now because of high staff turnover rates and the high volume of legislation.
The main way attorneys perform this role is by working directly with staff on drafting, especially during collaborative drafting sessions. The Office also offers classroom-style training, such as the popular Leg Counsel 201 interactive in-person course through the Staff Academy. The Office also participates in numerous other training activities, such as meeting with Members and staff during orientation meetings and other training and information sessions.
Technology
The Office's major nonpersonnel expenditures are associated with acquiring, maintaining, and enhancing Office technology (hardware and software) to support our mission. As much as possible, we seek to work in collaboration with the Office of the Clerk, the Office of the Chief Administrative Officer, and the Government Publishing Office to plan, test, and place into service tools that improve our processes and allow the wider House community to better interact with us and legislative text. For instance, last year the Office upgraded our document management system from iManage FileSite to iManage Work 10, bringing together previously disparate client emails and drafts into a unified, complete package. This enables us to better track, identify, and consolidate requests and respond more quickly to questions from staff. We have since expanded the use of this technology, in concert with the Office's new Tiger Team discussed above, to identify the drafting teams most in need and provide support to those teams as appropriate.
The Office is also collaborating with other offices across the legislative branch to better understand artificial intelligence (AI) and its potential uses, benefits, and risks in the legislative environment. The Office has organized a group of staff to evaluate how the Office may use Microsoft Copilot as authorized by the House to improve efficiencies, such as by improving legal research. In addition to experimenting with the Office's own use of AI, the Office is responding to the use of AI by our clients. In the near term, we are bracing for AI to expand our workload.
Text produced by outside entities, whether a human or a computer, often takes significantly longer to review and revise as necessary to ensure the text accomplishes the sponsor's intended policy goals.
Legislative Drafting Study
Together with the Clerk of the House, the Office participated in a Legislative Drafting Study whose aim was to facilitate collaboration between the Office and its clients during the drafting process, including through the development of a potential portal or other new software.
The Study is now complete. The Office looks forward to working with other offices of the House and our clients to implement the Study's recommendations.
Conclusion
Thank you for the support this Subcommittee has given our Office. With it, we have provided efficient and expert drafting assistance to the Members and committees of the House.
With continued funding, we look forward to continuing to meet the increasing legislative drafting needs of the House and improving collaboration. I am extremely proud of the Office's work and its continued commitment to meet the legislative needs of the House.
This completes my testimony. I am happy to answer any questions that any Member of the Subcommittee may have.
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Original text here: https://docs.house.gov/meetings/AP/AP24/20260317/119054/HHRG-119-AP24-Wstate-BurkeW-20260317.pdf
House Law Revision Counsel Lindsey Testifies Before House Appropriations Subcommittee
WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Law Revision Counsel Brian Lindsey from a March 17, 2026, hearing on fiscal 2027 budget request:* * *
Mister Chairman, Ranking Member Espaillat, and Members of the Subcommittee:
Thank you for the opportunity to appear before you to present the budget request of $4,085,000 for the Office of the Law Revision Counsel (Office) for Fiscal Year 2027. The Office was established in the House of Representatives by section 205 of House Resolution No. 988, Ninety-third Congress, ... Show Full Article WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Law Revision Counsel Brian Lindsey from a March 17, 2026, hearing on fiscal 2027 budget request: * * * Mister Chairman, Ranking Member Espaillat, and Members of the Subcommittee: Thank you for the opportunity to appear before you to present the budget request of $4,085,000 for the Office of the Law Revision Counsel (Office) for Fiscal Year 2027. The Office was established in the House of Representatives by section 205 of House Resolution No. 988, Ninety-third Congress,which was enacted into permanent law by Public Law 93-554. The Office continues to fulfill its mission and appreciates the continuing support given to us by the Subcommittee and Congress.
Budget Request
For fiscal year 2027, I am requesting a budget of $4,085,000. Of that amount, $3,885,000 is for the Office to sustain operations with respect to existing personnel and ongoing technology needs. The remaining $200,000 of this request is to support development of the new website for access to the United States Code.
Continuing Operations.--The amount of $3,885,000 represents a 2.83 percent decrease from the amount appropriated by the Continuing Appropriations, Agriculture, Legislative Branch, Military Construction and Veterans Affairs, and Extensions Act, 2026, Public Law 119-37. This amount will allow for the continuation of current personnel, including salary adjustments, routine maintenance and replacement of equipment, and the continuation of service contracts for editorial work and technical support.
New Code Website.--The budget request also includes a request for $200,000 to put toward the development of a new website for accessing the United States Code (Code). The current website was designed in 2009, with various software and interface upgrades occurring in 2011, 2017, and 2021. Not only is the website used by Federal agencies, legal professionals, and the public, it also supports critical House operations. Although it has served the Office and other users well over the years, the current website has been greatly outpaced by new technology standards and user expectations. The Office was generously appropriated $1,000,000 in No-Year money in Fiscal Year 2026 to begin development work, and this additional amount will help the Office ensure that the project will be brought to completion.
House Modernization Project.--Work progresses on the House Modernization Project begun at the behest of House leadership. While no additional funding for the House Modernization Project is being requested in the Office's fiscal year 2027 budget, the replacement of the antiquated technology currently used for publishing is a priority. The bulk of the development of the new editing tools for the Office has wrapped up, and the software is currently being deployed to our internal systems. In addition, the Office continues to work with the Office of the Clerk and with the Composition System Replacement Group of the Government Publishing Office (GPO), supporting their efforts to develop the ability to maintain congressional data in United States Legislative Markup (USLM) and to publish directly from USLM files, both online and in print.
Functions of the Office
The principal functions of the Office are specified by chapter 9A of title 2 of the United States Code. They are: (1) to maintain and keep current the official version of the Code, and (2) to prepare legislation to enact individual titles of the Code into positive law.
Maintaining the United States Code
The United States Code contains the general and permanent laws of the United States, organized into titles by subject matter. The two primary tasks in maintaining the Code are classifying new laws and updating the text.
Classifying New Laws.--Every law enacted by Congress is read in its entirety by a number of attorneys to identify the general and permanent provisions and any amendments that should be classified to the Code and to decide where in the Code they should be placed. The Office gives the highest priority to this classification function, and the classification of a law is normally completed by the time it is signed by the President and issued a public law number. While thoroughness and accuracy are the prime concerns, speed is also important so that classifications can be posted online and so that our work to update the text of the Code can begin as soon as possible.
Updating the Text.--Updating the text of the Code includes not only integrating new statutory provisions into existing text but also preparing extensive editorial material enabling users to find, track, and understand the updates. This editorial material includes statutory citations and amendment notes to help track the legislative history, notes to explain such things as effective dates, cross references appearing in text, and a variety of other matters, tables to indicate the status of statutory provisions and their location in the Code, and an index. A number of Federal court rules and executive documents are also prepared and published as they are often closely connected to statutory material.
The Office publishes the Code, in both searchable and downloadable versions, on its public website and updates it continuously throughout the legislative year. The Office also publishes, in printed form, a complete new version of the Code once every six years and annual cumulative supplements in the intervening years.
Timeliness of Publication; Improvements in Organization
Publication.--The timely update of a publication of the size and complexity of the Code is a challenging task and depends heavily on the training and expertise of the staff of the Office.
The Office places a high priority on retaining existing staff and also seeks to retain the services of retired employees by contracting with them for part-time work. As a result of the efforts of experienced staff, the Office has consistently published online updates in a timely manner without sacrificing the high level of accuracy that is expected and demanded of the official United States Code.
The Office maintains a current, easily accessible online Code in addition to producing the print Code. The Office continues to streamline its editorial practices to tailor them for an online publication that is continuously updated throughout a congressional session. The Office updated the Code online approximately 18 times during the First Session of the 119th Congress. Bulk data is currently made available for download in a variety of formats (XML, XHTML, PDF, and locator text files) with every update, although this will change when USLM version 2.0 becomes the new standard for Code data. The main table indicating the status of statutory provisions and their location in the Code is being updated more frequently to correspond with publication of updates to the Code text. In addition, the new editing tools developed for the Office have been designed to automate various steps currently done manually.
Improvements in Organization.--As part of its ongoing mission to produce both a useful and a usable Code, the Office has undertaken reclassification projects to identify areas of law that have become difficult to navigate or convert into XML and to improve their organization. More detailed information on these projects is available at http://uscode.house.gov/editorialreclassification/reclassification.html.
Positive Law Codification
The second principal function of the Office is to prepare legislation to enact individual titles of the United States Code into positive law as required by 2 U.S.C. 285b. A positive law title is a title that has been enacted into law by Congress in the form of a title of the Code. In contrast, a non-positive law title is an editorial compilation by the Code editors (the Office of the Law Revision Counsel or its predecessors) of various acts separately enacted into law by Congress. The Code currently consists of twenty-seven positive law titles and twenty-six non-positive law titles (one title is reserved).
Positive law codification is an intricate process. It may take a codification attorney a year or more to prepare a codification bill for introduction. There is an extensive period for comment and review as the draft bill is prepared and submitted to the House Committee on the Judiciary.
Congressional committees, Government agencies, legal experts, and members of the public are invited to review and comment on the bill to ensure that the meaning and effect of the law as restated in the new title remain unchanged and to achieve the best possible organizational structure for the new title.
If comments are received requiring revision of the bill after it is introduced in the House, the codification attorneys prepare the necessary amendments. The attorneys may prepare a new version of the draft bill, which is then reported by the Committee on the Judiciary as an amendment in the nature of a substitute. Typically, the bill is passed by the House under suspension of the rules. In the Senate, the bill goes to the Committee on the Judiciary, and the process continues until the bill is passed by the Senate, typically by unanimous consent. Codification bills not enacted by the end of a Congress must be updated to incorporate new legislation and reintroduced in the next Congress. The codification attorneys are involved throughout the process, working with House and Senate committee staff, Government agencies, and other stakeholders to perfect the bill and move it toward enactment.
In the first session of the 119th Congress, the Office submitted nine bills to the Committee on the Judiciary, all of which were introduced and ordered to be reported by the Committee. Four of the bills update statutory references in the United States Code. The remaining five bills incorporate recent enactments into positive law titles, including making technical corrections if necessary. The bills were previously submitted and passed by the House, but not enacted, in previous sessions of Congress. In the second session of the 119th Congress, the Office submitted a bill that would enact Title 21 "Food and Drugs" to the Committee on the Judiciary, but the bill has not yet been introduced. The Office is updating and plans to resubmit two other bills that will enact Title 6 "Domestic Security" and Title 48 "Territories and Insular Possessions" into positive law. The Office is also doing research on and drafting several new codification projects.
House Modernization Project
No additional funding for the House Modernization Project is being requested in the Office's fiscal year 2027 budget, but the work is ongoing. The House Modernization Project was originated in 2012 as a set of interrelated projects being undertaken by the House Office of the Law Revision Counsel and the House Office of the Legislative Counsel in consultation with representatives from the Committee on House Administration, the Legislative Computer Systems branch of the Office of the Clerk, and the Acquisitions Management branch of the Office of the Chief Administrative Officer. The USLM schema is designed to be extensible and is the emerging standard for maintaining congressional data.
In the Office of the Law Revision Counsel, work on the House Modernization Project has proceeded in three stages. In the first stage, a conversion tool was designed and implemented to enable the Office to convert the United States Code into XML using the USLM schema, which was designed to be extensible and has since become the emerging standard for maintaining congressional data. Since July 2013, the Office has made the Code available for use and bulk download in XML through the Office's website.
In the second stage, a new system for drafting codification bills was designed and implemented to enable the Office to produce codification bills and associated material in XML.
In the summer of 2015, the new system was delivered. It is being used for live production work, and refinements are underway to continue to improve functionality.
In the third stage, a new XML-based system for editing and updating the United States Code is being designed and implemented. Currently, the Office uses a specialized suite of internally developed software programs to edit and update the Code. The current methodology works well to promote accuracy and efficiency, but it is an outdated, locator-based system. The bill classification component and the editing and updating components are essentially complete and currently going through the process of migration and integration into our systems. The goal is to undergo significant user testing once the systems are deployed and transition to the new system for Code production when stability and reliability are verified.
Website for the United States Code
The United States Code website maintained by the Office at https://uscode.house.gov aims to be the definitive and most current source of United States Code data. The website enables the detailed searching of the Code required for drafting legislation and maintaining the Code itself, and it provides a host of unique features related to that work. In addition, the website hosts information on Code codification projects, downloadable titles of the Code in multiple formats, and products related to the Code's updating and publication process. To that end, the website is used by the Office itself for its classification, Code updating, and bill drafting functions. It is also used by other Legislative Branch offices and functions (e.g., House and Senate Offices of Legislative Counsel, the Comparative Print Suite); the Department of Defense and other Federal agencies; commercial publishers of the Code; legal practitioners; law schools and their legal research websites; and the public generally.
The present version of the website was developed in 2009. The website has had maintenance updates since then, but it has largely remained unchanged from the version initially placed online in 2011. Standards for accessibility, user expectations for performance, and the requirements for running a secure website have become significantly more complex over the last 17 years. A new version of the website is now needed to meet current standards.
It is essential that this key website for access to Federal statutory law is upgraded to be able to meet the expectations of its varied users now and in the future and to ensure that access remains safeguarded through the use of more robust security mechanisms. Collaboration with the Office of the Clerk and House Information Resources has already yielded benefits in terms of helping to navigate this complex process, and the Office of the Law Revision Counsel looks forward to a continued partnership.
Conclusion
Thank you for giving me the opportunity to present the fiscal year 2027 budget request of the Office of the Law Revision Counsel and for the Subcommittee's support for the Office and its mission. This support has enabled the Office to maintain, update, and improve the United States Code. I will be pleased to respond to any questions that you may have.
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Original text here: https://docs.house.gov/meetings/AP/AP24/20260317/119054/HHRG-119-AP24-Wstate-LindseyB-20260317.pdf
House Sergeant at Arms McFarland Testifies Before House Appropriations Subcommittee
WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Sergeant at Arms William P. McFarland from a March 17, 2026, hearing on fiscal 2027 budget request:* * *
Good morning Chairman Valadao, Ranking Member Espaillat, and Members of the Committee. I appreciate the invitation to appear before you today to testify in support of the fiscal year (FY) 2027 budget request for the Office of the Sergeant at Arms (SAA), which totals $147,281,000 and 211 full-time equivalents (FTEs); an increase of $6.675 million, or 4.75% and 5 FTEs, ... Show Full Article WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Sergeant at Arms William P. McFarland from a March 17, 2026, hearing on fiscal 2027 budget request: * * * Good morning Chairman Valadao, Ranking Member Espaillat, and Members of the Committee. I appreciate the invitation to appear before you today to testify in support of the fiscal year (FY) 2027 budget request for the Office of the Sergeant at Arms (SAA), which totals $147,281,000 and 211 full-time equivalents (FTEs); an increase of $6.675 million, or 4.75% and 5 FTEs,from the FY 2026 enacted level.
Since becoming Sergeant at Arms three years ago, my focus has been clear: strengthen the security of Members and their families while improving the safety of and service to the House community. Over that time, we have made substantial progress on both fronts.
We have worked to make Members and their families safer through:
* The launch of the Member Personal Security Program, which makes available to every Member $20,000 per month for protection and security services.
* The deployment of a Mobile Duress application to provide Members with an additional safety tool when they are away from the Capitol complex.
* Enhancements to the Residential Security Program, strengthening the protections available at Members' homes.
* The launch of the SAA Secure Member Portal, creating a centralized platform where Members and their offices can access security resources and services.
* The establishment of the Member Cybersecurity Program focused on Member data privacy, helping Members and their families mitigate risks related to personal data exposure.
We have worked to make the House community safer through:
* The expansion of the Stop the Bleed Program, improving medical emergency preparedness across the campus.
* Significant advancement of the Joint Audible Warning System (JAWS) Program to ensure critical information reaches every part of the House campus during an emergency.
* Strengthened coordination with the United States Capitol Police (USCP) while onboarding a new Chief.
* Advancement and execution of several high-impact physical security projects around campus, including upgrades to doors and windows.
While we are proud of the progress made over the past three years, our focus now is on strengthening these programs and continuing to build the capabilities that Members and the House community will rely on in the years ahead. To name just a few, we aim to drive the completion of a Capitol screening facility, upgrading House Sensitive Compartmented Information Facilities (SCIFs), and completing development of a SAA Common Operating Picture capability.
Alongside each of these major initiatives, we remain committed to delivering the highest level of service to the House community every day. This includes preparations for the 120th Congress, which are already well under way to ensure that new Members understand and can easily enroll in our programs from day one.
This work collectively drives our three Strategic Goals, Cultivate Excellence in People, Exceed Service Expectations, and Innovate Ahead, which remain the backbone of this FY 2027 budget request.
Cultivate Excellence in People
Our first Strategic Goal for this Congress reflects our dedication to the organization's most important asset--our people. We strive to attract, empower, and develop a respected, dynamic workforce through a high-standard culture of trust and respect.
Included in the FY 2027 budget request, the SAA is requesting $23.75 million in support of 211 FTEs, an increase of five FTEs from the FY 2026 enacted level. These new FTEs support our operations and coordination for Member-attended events, provide dedicated personnel to critical continuity programs, and support the growing volume, complexity, and strategic importance of data within the SAA. In addition to base salaries, this figure includes a projected cost of living adjustment (COLA), longevity increases, and $200,000 for meritorious increases to be awarded as part of the SAA's performance management program. Additionally, as part of the non-personnel request, the SAA is requesting $345,000 to continue providing training and professional development opportunities and investments in the workforce. This builds on recent progress to strengthen the SAA workforce, including standardizing job descriptions across the organization and providing a pathway for in-seat promotions. Together, these efforts are directly improving how we support and empower employees.
Exceed Service Expectations
Our second Strategic Goal for this Congress is centered on our service to the Congressional community. We strive to ensure exceptional, secure, and positive experiences by strengthening the culture of accountability and building strong relationships. Put simply, we seek to exceed the expectations you have of us.
SAA has worked diligently with this Committee, House Leadership, the Committee on House Administration, USCP, and our other institutional partners to mitigate the threats that Members of Congress face. In 2025, we saw a continued increase in threats directed toward Members of Congress. USCP investigated 14,938 threat assessment cases--a 57.7% increase over the 9,474 cases handled in 2024.
At the start of FY 2026, SAA expanded the lifetime limits of the Residential Security Program and started a Personal Security Program for Members directly. Given the lifetime increases for residential security, we anticipate an additional 200 installations throughout the calendar year.
For FY 2027, we are requesting a slight 2%, or $2.1 million, increase to our Residential Security Program. This request reflects a reasonable estimate of costs required based on current adoption trends. We will continue to closely monitor program usage and adjust future budget requests based on actual adoption.
In addition to the Residential Security Program, we are requesting a 2.5%, or $2.8 million, increase to the District Office Security Program. We are projecting to install 150 security systems in calendar year 2026 and the increase in FY 2027 will support the transition to the 120th Congress.
SAA, in partnership with the Office of the Chief Administrative Officer, continues to provide cybersecurity support to Members. Since October 2024, when this program was established, a majority of Members have enrolled. We are projecting an additional 75 participants over the course of FY 2026. In FY 2027, the SAA budget request includes $441,000 to support this initiative.
Furthermore, in response to direction from this Committee and funding support, SAA implemented a Mobile Duress Program for Members. After a successful pilot program in FYs 2024 and 2025, the SAA launched the program at the start of this fiscal year and participation in the program has steadily grown since. The SAA looks to use this tool as a way of expanding the security umbrella and protective communications for Members of Congress. Our FY 2027 budget request includes $2.0 million for continuation of the Mobile Duress Program.
Also included in the budget request is funding for the SAA to continue to provide, in conjunction with USCP, in-person Security Awareness Briefings in Members' districts. Security Awareness Briefings provide Members and staff with an overview of how to respond to typical security issues that an office encounters and include security best practices.
Since I began as Acting Sergeant at Arms in 2023, SAA has delivered 391 Security Awareness Briefings in partnership with law enforcement agencies around the country, including 157 in 2025 alone. The FY 2027 budget request
includes $150,000 for Security Awareness Briefings and $60,000 to visit district offices to provide information on security systems, mail hoods, and other security functions.
Lastly, the SAA FY 2027 budget request funds several recurring and new initiatives that help keep the SAA in a ready state to ensure the security of the House. Some of these initiatives include:
* $1.6 million for the 20% annual lifecycle replacement of the emergency escape hoods;
* $1.0 million to begin necessary security enhancements to SCIFs in accordance with the new standards as prescribed in Intelligence Community Directive 705;
* $830,000 for the House's cost share and cloud migration of WebEOC, a tool leveraged by the House, Senate, Architect of the Capitol, and USCP to support incident management and situational awareness; and
* $500,000 for the annual maintenance and continued modernization of the House Operations Center.
As Chairman of the Capitol Police Board, it is my goal that both the SAA and USCP continue strengthening the culture of accountability and building strong relationships to foster a safe environment on Capitol Hill and in district offices for Members of Congress, staffs, and visitors.
Innovate Ahead
Our final Strategic Goal for this Congress accounts for the need to forecast and continuously adapt to the needs of the Congressional community. We strive to leverage technology and adaptive processes to drive innovation and proactively anticipate evolving needs.
The budget request includes funds to modernize the House Chamber visitor experience and to aid communication with foreign visitors to the House galleries. This includes an initiative to translate guidance and signage covering prohibited items in the galleries, the gallery rules, and historic information about the Hall of the House.
Additionally, the budget request supports SAA's initiative to modernize and upgrade its badge management system, a central component of issuing House identification badges to House and Architect of the Capitol staff and contractors. Lastly, the budget request continues the SAA's work to expand a Human Resources Information System (HRIS), modernizing the ways in which we process time and attendance, conduct performance management, and onboard new employees.
These requests build on our continuing progress to modernize our internal systems and improve how we serve the House. Recent accomplishments--including the rollout of a centralized work management platform to better coordinate work across SAA Divisions, the launch of the SAA Hub as a centralized internal resource, and the initial establishment of HRIS--are helping create a more efficient and responsive organization. As we look ahead to the 120th Congress and the 2028 nominating conventions, SAA will continue to explore all available tools and resources to best execute our Mission.
Closing
In closing, the FY 2027 SAA budget request has been prepared in the spirit of zero-based budgeting, remaining fiscally responsible without jeopardizing mission-critical services provided to the House community. For FY 2027, the Office of the SAA requests a total of $147,281,000. This includes $23,757,000 for personnel expenses to fund 211 FTEs, as well as $123,524,000 for non-personnel items.
My office is fully committed to delivering top-tier, non-partisan security services for Members, their families, and staff. We recognize the immense responsibility entrusted to us and are dedicated to upholding the highest standards of professionalism and efficiency.
I look forward to working with this Committee and my fellow House Officers here today, and I welcome any questions you may have.
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Original text here: https://docs.house.gov/meetings/AP/AP24/20260317/119054/HHRG-119-AP24-Wstate-McFarlandW-20260317.pdf
House IG Stevenson Testifies Before House Appropriations Subcommittee
WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Inspector General Christen Janell Stevenson from a March 17, 2026, hearing on fiscal 2027 budget request:* * *
Chairman Valadao, Ranking Member Espaillat, and Members of the Subcommittee, thank you for this opportunity to present the Fiscal Year (FY) 2027 budget request for the Office of Inspector General (OIG), U.S. House of Representatives. The OIG respectfully requests $6,361,000 to support its oversight program and 25 authorized full-time equivalent (FTE) positions. ... Show Full Article WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Inspector General Christen Janell Stevenson from a March 17, 2026, hearing on fiscal 2027 budget request: * * * Chairman Valadao, Ranking Member Espaillat, and Members of the Subcommittee, thank you for this opportunity to present the Fiscal Year (FY) 2027 budget request for the Office of Inspector General (OIG), U.S. House of Representatives. The OIG respectfully requests $6,361,000 to support its oversight program and 25 authorized full-time equivalent (FTE) positions.This amount represents an increase of $134,000 (2.15 percent) above the FY 2026 enacted level.
The requested increase primarily reflects mandatory personnel adjustments and targeted program needs necessary to sustain existing operations. The request includes:
* $5,050,625 in mandatory personnel costs, including prorated cost-of-living adjustments, longevity increases, and meritorious step increases.
* $17,000 in projected non-personnel price level increases.
* $1,293,375 in program changes to support operational requirements, technology upgrades and replacements, and training needs.
This request does not include an increase in authorized staffing levels.
Instead, it allows the OIG to continue to meet its statutory responsibilities in a risk-based, fiscally responsible manner while maintaining compliance with House Rules and government-wide auditing standards.
The OIG remains mindful that its funding derives from the American people and is committed to sound fiscal stewardship while providing independent, objective oversight of House operations.
Organization History and Background
The OIG was established by the House of Representatives in 1992 pursuant to the House Administrative Reform Resolution to conduct independent audits of House financial functions. Pursuant to House Rule II and subsequent revisions to the Rules of the House, the OIG provides audit and advisory services in a non-partisan manner, subject to the policy direction and oversight of the Committee on House Administration.
The OIG supports effective House governance by identifying risks, evaluating internal controls, conducting independent reviews, and providing recommendations that strengthen accountability, operational effectiveness, and stewardship of House resources. The Office conducts its work in accordance with government-wide auditing standards and applies a strategic, risk-based approach to prioritize engagements that address the most significant risks impacting House operations.
The OIG is staffed by experienced professionals with expertise in auditing, cybersecurity, information systems, and advisory services.
Through its work, the Office helps improve transparency, efficiency, and integrity across House support functions and institutional operations.
Highlights of the First Session of the 119th Congress
During the first session of the 119th Congress, the OIG issued six reports from our audit and management advisory services. These reports focused on strengthening risk management and operational efficiency in areas including cybersecurity and information technology resilience; human capital and succession planning; and space utilization. In addition, the OIG completed five projects in areas, including data governance, system interconnections, and the childcare center's revolving fund.
The OIG remains committed to working with House Officers and Officials to reduce identified risks and improve internal controls. Accordingly, during the first session of the 119th Congress, the House Officers closed, and we validated 16 outstanding audit recommendations.
During this period, the OIG also developed and enhanced its System of Quality Management to align with the Government Accountability Office's 2024 revisions to Generally Accepted Government Auditing Standards, reinforcing its commitment to high-quality, independent oversight and continuous improvement.
The OIG continued to employ a strategic, risk-based approach to engagement planning, prioritizing projects that address enterprise-level risks and management challenges.
Second Session of the 119th Congress
In the second session of the 119th Congress, the OIG will continue to apply a deliberate, risk-based approach to engagement planning and execution. The Office will prioritize projects that address evolving risks across critical areas of House operations, including cybersecurity, financial management, continuity of operations, human capital, and the integrity of administrative processes.
The Office will also continue to monitor the implementation of outstanding recommendations and work collaboratively with House Officers and Officials to ensure corrective actions are taken in a timely and effective manner.
As new technologies, operational challenges, and governance risks emerge, the OIG remains committed to providing timely, objective, and actionable recommendations that enhance accountability, transparency, and stewardship of House resources.
Budget Formulation Approach
The OIG formulates its budget using a zero-based budgeting approach to ensure that each program requirement is evaluated annually and aligned with mission priorities. The FY 2027 request reflects a disciplined assessment of mandatory personnel costs, projected inflationary adjustments, and operational requirements necessary to sustain existing services.
The OIG's budget is structured to support its three recurring programs: Audit and Advisory Program; Administration and General Operations Program; and Training and Personnel Development. The request does not include an increase in authorized staffing levels and is primarily driven by mandatory personnel adjustments and technology upgrades.
Consistent with its commitment to fiscal stewardship, the OIG continues to examine opportunities to contain costs, leverage existing House-wide resources, and prioritize expenditures that directly support risk-based oversight activities.
Audit and Advisory Program
The Audit and Advisory Program supports the OIG's core mission by providing independent audit, advisory, and investigative services focused on cybersecurity, financial accountability, operational effectiveness, and internal controls. Engagements are prioritized using a risk-based approach.
The FY 2027 request supports audit personnel, the annual independent audit of the House Financial Statements, required quality assurance activities, recurring software and research subscriptions, and technology upgrades. The request primarily reflects mandatory personnel adjustments and contractual obligations necessary to sustain audit coverage and compliance with government-wide standards.
Reductions in this program would limit the scope and frequency of oversight engagements and increase institutional risk.
Administration and General Operations Program
The Administration and General Operations Program provides administrative, budgetary, procurement, and information technology support necessary to sustain OIG operations.
The FY 2027 request includes salaries for support staff, enterprise software licenses, communications services, and planned technology upgrades and equipment replacements. These investments ensure operational continuity, cybersecurity resilience, and alignment with House infrastructure requirements.
Delays in funding core support services or technology replacements would increase cybersecurity and operational risk.
Training and Development Program
The Training and Development Program supports required continuing professional education and professional development activities necessary to maintain compliance with government auditing standards. This program funds training materials and instructional courses that support staff proficiency in auditing, cybersecurity, information technology, internal controls, and emerging risks.
The FY 2027 request reflects projected inflationary adjustments and supports compliance with mandatory continuing education requirements, including those associated with the 2024 Yellow Book revisions.
Insufficient funding for required training resources would impact the OIG's ability to maintain compliance with House Rules II and applicable auditing standards.
For FY 2027, the OIG requests $6,361,000, an increase of $134,000 (2.15 percent) above the FY 2026 enacted level.
The request consists of:
* $5,050,625 in mandatory personnel costs, including annualized and prorated cost-of-living adjustments, longevity increases, and meritorious step increases.
* $17,000 in non-personnel price level increases.
* $1,293,375 for program requirements, including current services and targeted program adjustments.
The overall increase is primarily driven by mandatory personnel adjustments necessary to sustain existing staffing levels ($7,489), nonpersonnel price level increases associated with inflation ($14,000), and program adjustments totaling $112,511 to support contractual obligations, technology upgrades and replacements, and required professional development.
The OIG continues to evaluate expenditures annually through a zero-based budgeting process to ensure resources are aligned with mission priorities and institutional risk. The FY 2027 request represents the minimum funding necessary to sustain independent oversight activities at current levels.
The OIG's FY 2027 budget request reflects a careful balance between fiscal restraint and the responsibility to provide independent, objective, and non-partisan oversight of House operations. The slight increase requested is largely due to mandatory personnel adjustments and essential operational needs to carry out our mission.
The OIG appreciates the Subcommittee's ongoing support of independent oversight and its dedication to responsible management of House resources. Effective oversight is enhanced by a collaborative partnership between the OIG and this Subcommittee.
The OIG remains committed to identifying risks, strengthening internal controls, and providing objective, actionable recommendations that enhance accountability and promote public trust in the stewardship of House resources. This concludes my written statement. I would be pleased to respond to any questions the Subcommittee may have.
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Original text here: https://docs.house.gov/meetings/AP/AP24/20260317/119054/HHRG-119-AP24-Wstate-StevensonC-20260317.pdf
House General Counsel Berry Testifies Before House Appropriations Subcommittee
WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House General Counsel Matthew Berry from a March 17, 2026, hearing on fiscal 2027 budget request:* * *
Chairman Valadao, Ranking Member Espaillat, and Members of the Subcommittee, I appreciate the opportunity to testify about the fiscal year 2027 ("FY 2027") budget request of the Office of General Counsel ("OGC") of the U.S. House of Representatives ("House"). OGC requests $2,120,000 for FY 2027, a sum that includes $1,884,000 for personnel costs and $236,000 for non-personnel ... Show Full Article WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House General Counsel Matthew Berry from a March 17, 2026, hearing on fiscal 2027 budget request: * * * Chairman Valadao, Ranking Member Espaillat, and Members of the Subcommittee, I appreciate the opportunity to testify about the fiscal year 2027 ("FY 2027") budget request of the Office of General Counsel ("OGC") of the U.S. House of Representatives ("House"). OGC requests $2,120,000 for FY 2027, a sum that includes $1,884,000 for personnel costs and $236,000 for non-personnelcosts. This budget request represents an increase of slightly less than 2% over the OGC allocation for FY 2026. In this testimony, I will first discuss the important work carried out by OGC and then set forth the justification for OGC's FY 2027 budget request.
Functions of the Office
Pursuant to Rule II.8(a) of the Rules of the House (119th Cong.), OGC provides legal advice and representation to the House, and as appropriate, to its Members, Committees, Officers, and employees, without regard to political affiliation, on matters related to their official duties. With respect to litigation matters involving the House, OGC consults with the Bipartisan Legal Advisory Group (consisting of the Speaker, the Majority and Minority Leaders, and the Majority and Minority Whips). See House Rule II.8(a), (b). While it is difficult to furnish an exhaustive list of the types of advice and representation that OGC provides, OGC is involved in the following types of matters with some frequency:
* Judicial Proceedings: OGC represents the House in litigation, and also represents House Members, Committees, Officers, and employees, both as parties and as non-party witnesses, in litigation arising from or relating to the performance of their official duties, at the pre-trial, trial, and appellate levels.
Among other responsibilities, OGC defends civil suits; moves to quash or limit subpoenas; represents the House and its Committees in suits for affirmative relief, such as enforcement of House subpoenas; represents the House in defending Acts of Congress that the Department of Justice declines to defend; files amicus curiae briefs on behalf of the House or one or more of its constituent entities in cases that raise issues of significant institutional interest to the House and its Members; and applies to district courts, on behalf of Committees, for immunity orders for witnesses.
* Committee Subpoenas: OGC provides advice to House Committees in connection with the preparation, issuance, and enforcement of subpoenas, including advice and assistance in dealing with recalcitrant witnesses.
* Requests for Information: OGC provides advice and representation to House Members, Committees, Officers, and employees in connection with responses to informal and formal requests for information (e.g., grand jury subpoenas, trial and deposition subpoenas, and FOIA requests) from governmental agencies (including the Department of Justice), as well as from private parties.
* Privileges: OGC provides advice to House Members, Committees, Officers, and employees regarding the applicability of various privileges including, most particularly, the Speech or Debate Clause privilege (U.S. Const., Art. I, Sec. 6, cl. 1), but also executive, Fifth Amendment, attorney-client, attorney work product, and other privileges.
* Social Media Guidance: OGC advises House Members, Committees, Officers, and staff regarding best practices for the use of official social media accounts.
* Tort Claims: OGC reviews and evaluates tort claims for possible administrative resolution by the Committee on House Administration and, where appropriate, refers such claims to the Department of Justice for defense under the Federal Tort Claims Act, and then assists the Department with such defense.
* Constituent Casework: OGC provides advice to Members and their staff regarding the legal issues related to the handling of constituent casework, including responding to questions that concern the confidentiality and discoverability of constituent communications and information.
* Internal Policies: In consultation with the Speaker's office and other leadership offices, OGC assists in drafting, amending, and evaluating internal House policies, rules, and regulations.
* MPCECA Claims: OGC reviews and evaluates claims for administrative resolution by the Committee on House Administration under the Military Personnel and Civilian Employees' Claims Act, which provides an administrative remedy for House employees whose personal property was damaged incident to their federal service.
* Tax Matters: OGC advises House offices and vendors regarding applicable tax exemptions for official purchases.
* Other Matters: OGC provides a great deal of day-to-day advice on a wide variety of other legal matters including, but not limited to, immigration, intellectual property, debt collection, jury duty, landlord/tenant disputes, and miscellaneous constitutional and separation-of-powers issues.
Demand for OGC's services has been extensive in recent years, as has the number of complex and high-profile legal matters that the office has been asked to handle.
Justification for the FY 2027 Budget Request
At normal staffing levels, OGC is comprised of the General Counsel, Deputy General Counsel, several senior attorneys with extensive legal experience, multiple law clerks, and an office administrator/member services director.
Based on the proposed funding level set forth in OGC's FY 2027 budget request, I expect OGC to be able to continue to deliver the same level of effective service we currently provide to the House. The vast majority of OGC's budget request, almost 90%, is for the personnel compensation needed to retain the highly qualified attorneys and staff who handle the bulk of OGC's workload.
As noted in our budget request, there exists a distinct probability that OGC will be required to undertake significant litigation during FY 2027. Such litigation may include cases in which Committees or Members are sued as well those where the House authorizes OGC to initiate litigation, intervene or file amicus briefs in pending cases, or seek judicial enforcement of subpoenas issued by various House Committees. It is therefore critical that OGC have the resources necessary to maintain a staff of talented attorneys capable of skillfully handling such matters.
In past years, OGC has on occasion, before my tenure as General Counsel, utilized private attorneys to handle certain cases. Such legal services have been provided to OGC by private attorneys on a pro bono basis, and OGC has also entered into contracts with private attorneys for paid legal services. Previously, such contracts have required the reprogramming of funds to increase OGC's budget. In FY 2027, OGC will seek to utilize its own staff to litigate cases wherever possible. And if the need for private attorneys should arise, OGC always will first seek to have such legal services provided on a pro bono basis; during FY 2027, OGC will only enter into contracts for paid legal services with private attorneys as a last resort.
Non-personnel costs represent roughly 10% of the OGC budget request. The primary drivers of non-personnel costs include computers and technology, printing costs for submitted court documents, subscription access to research platforms, and standard office supplies and equipment. We also anticipate increased travel-related expenses with OGC attorneys representing the interests of the House in-person outside of Washington, DC.
In conclusion, it is an honor to serve the House and to lead OGC's talented team of professionals. OGC's FY 2027 budget request will give us the resources necessary to continue to provide the House with high-quality legal advice and representation. Thank you for considering this request, and I would be pleased to respond to any questions the Subcommittee might have for me today.
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Original text here: https://docs.house.gov/meetings/AP/AP24/20260317/119054/HHRG-119-AP24-Wstate-BerryM-20260317.pdf
House Clerk McCumber Testifies Before House Appropriations Subcommittee
WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Clerk Kevin F. McCumber from a March 17, 2026, hearing on fiscal 2027 budget request:* * *
Chairman Valadao, Ranking Member Espaillat, and Members of the Subcommittee: It is my pleasure to testify on behalf of the Office of the Clerk and our fiscal year 2027 budget request.
First, I would like to express my sincere gratitude for your support over the last year.
Your fulfillment of our fiscal year 2026 budget request, as well as the funding you provided through the Modernization ... Show Full Article WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Clerk Kevin F. McCumber from a March 17, 2026, hearing on fiscal 2027 budget request: * * * Chairman Valadao, Ranking Member Espaillat, and Members of the Subcommittee: It is my pleasure to testify on behalf of the Office of the Clerk and our fiscal year 2027 budget request. First, I would like to express my sincere gratitude for your support over the last year. Your fulfillment of our fiscal year 2026 budget request, as well as the funding you provided through the ModernizationInitiatives Account for the Committee Records Modernization project, shows your deep commitment to and confidence in our Office.
We truly appreciate your support and do not take it for granted.
I would like to provide you with a summary of what your funding has allowed the Office to achieve over the last year and context for our fiscal year 2027 request of $51,789,000.
As this Committee is aware, the Office of the Clerk has supported the legislative and institutional work of the House since 1789. Our nonpartisan Office has 255 full-time equivalent positions across nine divisions that are central to the House's operations.
From our Office of Official Reporters that provides the Committee stenographers like the one here today and our Legislative Operations staff you see on the Rostrum, to our Legislative Computer Systems (LCS) team that drives modernization efforts and our Capitol Service Groups that support Members and their families, each employee of the Office of the Clerk contributes directly to the daily function of the House.
I want to highlight key accomplishments over the last year that demonstrate the Office of the Clerk's continued commitment to supporting the legislative process while pursuing cost savings. We are dedicated to strengthening transparency and modernizing House operations in a cost-effective way to improve our service to Members, Committees, staff, and the public.
ADVANCEMENT OF LEGISLATIVE DATA AND TRANSPARENCY
Information is helpful only when it is accurate. Our Office takes great pride in ensuring the information we provide is reliable. The Legislative Resource Center (LRC) redesigned the House Directory Card to include a QR code that links to the online directory, which we update monthly, and we have posted the updated cards across campus. Our team also provides the Office of the Chief Administrative Officer (CAO) with access to our dynamic directory dataset, which contains authoritative Member and staff information, office and Committee assignments, district data, and photos to populate LegiDex profiles.
The Office of the Clerk also maintains the Member Recognition (memrec.house.gov) and Staff Recognition (staffrec.house.gov) websites and their companion PDF guides. These pictorial directories, which are available on House-issued mobile devices, are continually updated and serve as an essential tool for Member and staff recognition.
Last year we debuted the Member PDF companion, which I know our institutional partners, such as the Sergeant at Arms and Capitol Police, have found useful.
In coordination with the CAO's House Digital Service (HDS) team, Legislative Operations staff assisted with HouseCal (calendar.house.gov), which tracks the House schedule and Committee and Caucus meetings. In response to HDS's request,
Legislative Operations assumed responsibility in December for entering voting days and Pro Forma Sessions into the calendar and for updating it following Leadership announcements about schedule changes. This coordinated effort provides a central, authoritative source for scheduling updates that supports the fast-paced work of Members and staff.
One of our most popular tools, the Comparative Print Suite, enables staff to create ondemand comparative prints between legislative texts and between legislative texts and the law. Our LCS division continues to improve this tool and expand features through refined natural language processors. Over the past year, we moved system components from a vendor-hosted environment to our own infrastructure, which will simplify data exchanges with institutional partners. We supported our Senate counterparts as they collected feedback from a pilot group of 60 staff from Member and Leadership offices and Committees. Work with the Senate is ongoing and continues to yield positive results. In July of last year, we demonstrated the tool to hundreds of attendees at the House's first AI Expo, hosted by the CAO.
In 2025, we made a targeted effort to promote the services the Office provides to the House. The Office of Communications offered both in-person and on-demand options of the Staffer's Guide to the Clerk's Office course through the Congressional Staff Academy to orient House staff to Clerk functions and services. On June 25, we also hosted our first pop-up information table to reinforce the Office's identity as an authoritative source for information and support.
MODERNIZATION OF LEGISLATIVE OPERATIONS
Last spring, we introduced a feature that enables House staff to generate and submit Constitutional Authority Statements within the eHopper. This enhancement streamlines compliance with House Rules, and Clerk staff report increased efficiency in processing submissions while Member staff report spending less time preparing this required statement.
Additionally, in coordination with the Subcommittee on Modernization and Innovation and the Government Publishing Office (GPO), we implemented a process that allows Members to waive GPO proofreading services for introduced measures drafted by the House Office of Legislative Counsel (HOLC). This change reduces GPO's processing time and makes legislation available on Congress.gov more quickly. From September 22 through February 28, Members waived proofreading on 245 measures, or 9.48 percent of all measures introduced.
Soon, we expect to release an eHopper enhancement to allow the addition of cosponsors using the Quill platform. This feature will allow Members and staff to easily submit cosponsors while ensuring that only Members who wish to be added to a measure are included. Given House users' familiarity with Quill and its seamless integration with the eHopper, we anticipate broad adoption of this optional feature.
The Legislative Information Management System (LIMS) is a mission-critical tool that Clerk staff across many of our divisions use to record legislative information, transmit legislative data to institutional partners, and produce required publications. As we move from the current legacy environment to a newer system, we have deployed several updates that have positively impacted House operations. These include adding the ability to create and edit records in the Bill Briefs module--thus improving bill introduction--and creating a module for our Reading Clerks to bulk process and print amendments made in order by the Committee on Rules, which sometimes number in the hundreds. This modernization saves countless staff hours and ensures accurate information in the Congressional Record and the House Calendar and on the
Congress.gov and GovInfo (govinfo.gov) repositories managed by the Library of Congress and GPO, respectively.
In partnership with HOLC, we recently delivered The Collaborative Legislative Drafting Study, which explored the current state of legislative drafting and provided recommendations for improving and modernizing drafting tools, systems, and collaboration. The study team conducted more than 64 hours of confidential interviews, resulting in more than 45,000 lines of transcription and interview notes. Additionally, the team reviewed technical solutions for processing job requests and drafting and managing House documents. We look forward to reviewing the findings and collaborating with this subcommittee and others on the next phase of the project.
LCS and LRC staff continued working with our Senate counterparts to modernize the Lobbying Disclosure System. We began this work in May 2025, and in January 2026, we deployed the first deliverable--a unified public search website (at lda.gov) that provides the public a single platform for viewing filings. This site is live and will eventually replace the individual House and Senate search sites.
Last summer, LCS completed necessary, routine server upgrades for the Electronic Voting System. In addition, we worked with House Leadership and the Committee on House Administration to install 16 additional voting stations (bringing the total to 72) in locations in the Chamber where Members generally congregate.
INNOVATIVE AND COST-CONSCIOUS ACCESSIBILITY
As the Committee is aware, closed captioning of Floor proceedings is a vital service for Members, staff, and the public. As an example of our continued efforts to modernize and use our funding wisely, in December, we partnered with the CAO and transitioned from the manual closed captioning service to an AI-based speech-to-text application, which we launched in January. The new system has demonstrated high accuracy, includes enhancements such as closed captioning in Spanish, and will save the House approximately $500,000 a year. We also worked with the CAO to consolidate our clipping services, generating additional annual savings of $45,000.
EXPANDED COMMITTEE ENGAGEMENT
With funding from the Modernization Initiatives Account, we are building a nextgeneration platform for managing Committee business and have delivered the first module, which will help staff track Committee referrals, for user acceptance testing. A pilot group comprising five Committees is testing the first module, and we plan to extend invitations to additional Committees soon. Development of additional modules will soon help staff manage voting data and tally sheets.
We developed a dynamic Official Foreign Travel form to replace the static PDF and streamlined the review process by automating calculations and removing the requirement for a wet signature. In February, we saw the first round of successful Committee filings using the new form, including this Committee's submission, and have received positive feedback from users. The success of the form demonstrates that modernizing even routine processes can meaningfully reduce administrative burden, save staff time, and increase accuracy.
ENHANCEMENT OF MEMBER SERVICES
In response to fiscal year 2026 report language regarding Members' need for multiple identification cards, we procured and distributed magnetic phone wallets to simplify the management of voting and elevator access cards. This initiative was so well received that we have already placed another order to fulfill replacement requests and ensure an adequate supply for new Members of the 120th Congress.
STEWARDSHIP OF HOUSE HISTORY
The Clerk serves as the custodian of all noncurrent records of the House and, under the supervision and direction of the House Fine Arts Board, oversees the curatorial care of the fine arts and artifacts in the House Collection. Our Office of Art and Archives continues its assessment and inventory of objects in the collection and builds on years of research to secure significant donations from descendants of notable figures, such as former Speakers Joseph Cannon of Illinois and Sam Rayburn of Texas. In honor of the upcoming completion of the Cannon House Office Building Renewal, I have brought artifacts today relating to the history of the Cannon building, including a recently acquired artifact from Speaker Cannon's family--his walking stick.
In December, with support from this Subcommittee and in collaboration with HDS, the Office of Art and Archives launched the initial phase of the Committee Records Modernization project to strengthen service to Committees and improve preservation and access to records managed by our team and the National Archives.
The oral history team in the Office of the House Historian continued its important work of documenting history through interviews with former Members and staff. Last year, they did extensive research for and conducted six interviews, including one with former Representative Jennifer Wexton, who was a member of this Subcommittee. Her interview went live on the History, Art & Archives website (history.house.gov) in late February.
Finally, our curatorial staff have updated the ever-popular room histories for all 441 Member office suites and are working with the Committee on House Administration to provide online access to these lists of previous occupants.
Building on this progress, we now turn to our fiscal year 2027 request. As I stated at my opening, the Office of the Clerk is requesting $51,789,000, which is 5.71 percent above our fiscal year 2026 enacted level. The amount includes $36.5 million for mandatory items, with no price-level increases, $13.6 million for program current services, and a $1.7 million increase for program changes.
The largest increase, $1.3 million, is for additional funding to establish 11 new positions to execute mission-critical work within three divisions: Legislative Computer Systems, the Office of Art and Archives, and the Office of Communications.
A description of these positions is detailed in the budget request. To summarize, five of these new positions will support our growing technology portfolio, including modernization initiatives, and two will address an increasing demand for design and communications services. The remaining four will strengthen the archival and curatorial teams, which have seen their workload double in the last decade due to expanded Committee records processing and investigative work and the significant growth of the House Collection.
Other significant increases are attributed to our multi-year LIMS redevelopment project, Electronic Voting System component upgrades, and business continuity and disaster recovery activities.
As we look to the year ahead, there is much to build upon. Guided by our principles of nonpartisan service and institutional excellence, the Office of the Clerk is well positioned to meet the opportunities and challenges ahead. Thank you for the opportunity to testify today and for your consideration of our fiscal year 2027 budget request.
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Original text here: https://docs.house.gov/meetings/AP/AP24/20260317/119054/HHRG-119-AP24-Wstate-McCumberK-20260317.pdf
House Chief Administrative Officer Binsted Testifies Before House Appropriations Subcommittee
WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Chief Administrative Officer Anne M. Dressendorfer Binsted from a March 17, 2026, hearing on fiscal 2027 budget request:* * *
The Office of the Chief Administrative Officer (CAO) of the U.S. House of Representatives has submitted a Fiscal Year 2027 (FY27) budget request for $253,060,000 - $19.8 million (8.5 percent) over its FY26 budget.
20 percent of the requested increase is for new, high-priority projects and funding requirements intended to improve the House's IT ... Show Full Article WASHINGTON, March 23 -- The House Appropriations Subcommittee on Legislative Branch released the following testimony by House Chief Administrative Officer Anne M. Dressendorfer Binsted from a March 17, 2026, hearing on fiscal 2027 budget request: * * * The Office of the Chief Administrative Officer (CAO) of the U.S. House of Representatives has submitted a Fiscal Year 2027 (FY27) budget request for $253,060,000 - $19.8 million (8.5 percent) over its FY26 budget. 20 percent of the requested increase is for new, high-priority projects and funding requirements intended to improve the House's ITand cybersecurity posture and to expand Member services delivered by the CAO. These projects include the critical expansion of multifactor authentication to protect House data, providing Members with CAO-funded bulk email services, and establishing a centralized House committee video network.
80 percent of the requested $19.8 million increase is for operational sustainment of the CAO's many programs that support Member office operations and protect Member data and the House's IT infrastructure from cyber threats. The sustainment costs also include mandatory personnel increases.
Included in this written testimony is an overview of FY27 topline figures, high-priority projects for FY27, increased sustainment costs, and highlights of FY26 service enhancements. Though not explicitly highlighted in this testimony, the FY27 request also includes recurring funding requests for numerous day-to-day services essential to House operations that the CAO has worked hard to maintain with its existing resources. These day-to-day services include our procurement services, logistics support, human capital services (i.e., professional development, employee assistance, and well-being services), financial services, and much more.
Both increased and recurring sustainment costs support popular House programs created at the direction of the Committee on House Administration's Subcommittee on Modernization and Innovation and its predecessor committee in the House. For example, the House HR Hub was created by the CAO with FY21 and FY22 funding from the House Modernization Initiatives Account. Today, it costs the CAO over $400,000 annually to maintain.
The CAO's budget formulation and subsequent request to fund the sustainment of existing programs and new projects are the result of a rigorous evaluation and prioritization process intended to ensure the CAO's services are both critical and benefit the House community.
CAO FY27 TOPLINE REQUEST
$143.5 million, or 57 percent, of the requested FY27 budget is for programmatic (non-personnel) costs, and $109.6 million, or 43 percent, is for personnel costs. $14.6 million, or 74 percent, of the requested increase is to cover increased programmatic costs. $5.2 million, or 26 percent, of the requested increase is to cover mandatory increases in personnel costs.
$140.4 million, or 55 percent of the CAO's total FY27 budget request is for programs and personnel dedicated to building, maintaining, and protecting the House's critical IT infrastructure and Member data, the CAO's most consequential responsibility. Increased funding for House Information Resources (HIR) totals $13.2 million and accounts for 67 percent of the CAO's FY27 increase.
$112.7 million, or 45 percent, of the CAO's total FY27 budget request covers the broad scope of additional critical functions and services performed by the CAO, including payroll and benefit administration, disbursement and tracking of House payments, broadcasts of Floor and committee proceedings, media gallery operations, House-wide procurement services, office design and moves, custom furniture builds and refurbishment, asset delivery and tracking, executive Member and staff training, staff and intern recruitment and development resources, wellness support and counseling services, management of campus food and convenience facilities, and the administration of the House Child Care Center. Increased funding associated with the CAO's non-HIR services total $6.6 million and account for 33 percent of the CAO's FY27 increase.
$3.4 MILLION: NEW HIGH-PRIORITY PROJECTS - IN PRIORITY ORDER
Desktop Multifactor Authentication Security Application - $263K
In January 2024, the CAO initiated the House-wide rollout of a market leading, cloud-based multifactor authentication (MFA) security application on all House mobile devices. When fully activated, the MFA security application will provide Members and staff with easy, more secure authentication methods (facial recognition, Touch ID, or a device passcode) to securely access House mobile resources (e.g., Microsoft applications such as Outlook, Word, and OneDrive; video conferencing tools; the House Room reservation system, etc.) rather than having to enter their House credentials (username/password).
With the rollout of the mobile application nearly complete, the CAO is requesting $263K to expand the MFA integration application to all House desktops, laptops, and Mac devices to allow easy and significantly more secure access to desktop applications. More specifically, when activated, the MFA application would send a push notification to a user's phone to authenticate with a simple push of a button each time the user unlocks or signs into their computing device.
This MFA expansion, expected to take 12-24 months, would apply a critical layer of security to House data by addressing an endpoint vulnerability.
AI Integration with House Data - $965K
Paramount to the House's IT infrastructure is how it securely stores Member data and facilitates measured access to that data to multiple in-house and vendor-supported applications. In recent years, the House has begun evolving its AI capabilities to include testing the development of custom AI tools. To ensure it maintains the highest degree of data protection, the CAO must develop and extensively test these tools in a safe environment within its cloud storage where AI technology can securely access House data and be tested for viability and product delivery without the risk of exposing data outside the House-controlled IT environment. This environment is critical to the CAO's ability to expand House offices' access to greater AI innovation. The requested $965K in additional AI funding is for the development and testing of this secure AI environment.
Cloud Bulk Mail - $770K
Currently, House offices pay to send millions of emails each business day via custom and off-the-shelf bulk email platforms. Some of the platforms, including House Correspondence Management Systems (CMS), reside within the House's on-premises infrastructure. However, a growing majority operate in the cloud. Both onpremises and cloud platforms require House assistance with email domain and authentication configuration, but additional House resources must be dedicated to support on-premises CMS platforms and other non-CMS applications since, in those instances, the House serves as the bulk email service provider utilizing email security and management software.
The CAO would like to modernize our on-premises posture by procuring and deploying a commercial state-ofthe art, cloud-based bulk email service that would support CMS and other applications as well as provide Member offices with a CAO-funded alternative to certain paid bulk email services. Having a modern cloudbased email service would save Member offices money, and reduce operating costs associated with email security.
Centralized Committee Video Content Delivery - $300K
House committees currently maintain their own YouTube pages to stream and archive official committee proceedings, which is a laborious task greatly complicated when there is a change in Majority control. To help reduce the burden on committee staff, the CAO is proposing its House Recording Studio create a centralized committee video delivery network for live and archived committee proceedings that committees (Majority and Minority) could simply embed on their websites for public viewing.
Logistics Workflow Management Platform - $300K
CAO's Logistics and Support division fulfills thousands of furniture, office design, framing, drapery, carpentry, and cabinetry requests for House offices each year. Successful execution of these requests relies on careful workflow coordination that would greatly benefit from a centralized workflow management platform that would track requests internally from start to finish and ensure every step in the fulfillment process is clearly mapped, monitored, and managed. With that, the CAO is requesting funding to expand functionality of an existing CAO workflow platform to modernize its internal logistics delivery processes and, ultimately, improve service delivery for House offices.
Customer Relationship Management Tool - $150K
Compared to most Legislative Branch organizations, the CAO delivers perhaps the broadest range of services to the House community. As a result, it has multiple distinct service providers that utilize different tools to document and analyze customer interactions and service satisfaction - a capability critical to the CAO's endeavor to constantly improve service. What's missing is the ability to collect and analyze CAO customer interactions and service satisfaction across the board. To bridge that gap, the CAO is proposing a unified customer relationship management tool pilot that would provide expanded, more uniform metrics on CAO service engagement and performance. If proven successful, the pilot tool would be rolled out across the CAO and, ultimately, replace existing tracking tools.
Additional New Funding Requests
In addition to the above-mentioned requested high-priority project funding, the CAO is requesting $1 million for its Strategic Initiatives Investment Fund to fund unexpected priority projects that arise throughout the year.
For example, the Strategic Initiatives Investment Fund supported the above-mentioned rollout of the mobile device MFA application as well as critical upgrades to the House Chamber audio system.
Lastly, the CAO is requesting $534K to fund new requirements associated with existing projects and programs.
This includes $200K to replace and upgrade outdated equipment in the highly utilized Congressional Staff Academy classrooms.
$15.9 MILLION INCREASED SUSTAINMENT COSTS: CAO PERSONNEL AND PROGRAMS
Combined, the CAO's personnel and program sustainment costs are projected to increase by $15.9 million over the FY26 enacted level. Personnel costs account for $5.2 million, or 33 percent. Program costs account for $10.7 million, or 67 percent.
The CAO's FY27 personnel budget includes a $5.2 million increase over FY26 to cover projected cost-of-living increases, longevity increases, and overtime. It also includes funding for approximately 55 current recruitments, 30 of which are cost-saving contractor conversions to full-time employees.
The CAO's FY27 program costs include a $10.7 million increase over FY26 to cover significant cost increases associated with contractor support and staff augmentation, technology hardware and software licenses, and administrative costs.
$5.4 million of the $10.7 million increased sustainment costs are for increased contractor and staff augmentation costs. This includes increased contractor support costs associated with House device security management, Member office technology support, House-wide infrastructure and software applications, website services, the Congressional Excellence Program, House Digital Services, and more.
$4.8 million of the $10.7 million increased sustainment costs are for increased technology hardware and software licenses. These include increases for the House's D.C. telephone platform upgrade underway, cybersecurity software subscriptions, and House-wide enterprise licenses and subscriptions.
$485K of the $10.7 million increased sustainment costs are for increased administrative support costs. These include increased costs for supplies, training, printing, furniture repair and replacement for self-reservation rooms, and travel for staff conferences.
Of the total $10.7 million increased sustainment costs, $9.2 million, or 86 percent, support HIR cyber, infrastructure, and enterprise systems and applications. While costly, contractor support for certain niche technology operations, especially cybersecurity, is necessary as the expertise requirements evolve quickly, and utilizing contractor support provides greater agility when obtaining needed skillsets. Contractor support is also necessary in many cases, unfortunately, because of the House's difficulty competing with the private sector when it comes to compensation.
FY26 ACCOMPLISHMENTS
Cybersecurity: In 2025, the CAO blocked approximately three billion malicious attacks targeting House systems and websites and 178 million potentially harmful emails intended for Members and staff. These attacks underscore the CAO's enormous responsibility to safeguard House data against constant and sophisticated cyber threats. As the House' reliance on mobile computing devices and cloud and AI technologies broaden, so does the House's threat landscape. To protect the House, the CAO must deploy multiple cyber defense strategies. These include advanced security detection and mitigation programs that help secure roughly 55,000 user endpoints across the country (desktops, laptops, mobile devices, etc.). Also critical to its success is Member and staff compliance to cyber policy and best practices, which is why the CAO is vigilant about its cybersecurity awareness education through webinars, in-person engagements, newsletters, and phishing campaigns.
Mobile Device Multifactor Authentication Security Application: As noted above, in January 2024, the House took a major, overdue step forward in data protection when it initiated the rollout of a cloud-based multifactor authentication (MFA) security application on all House mobile devices. As of mid-March, over 90 percent of approximately 10,150 House mobile devices were enrolled in the mobile device MFA program. Once enrollment is complete, the MFA application will be activated across the House. The integration of phishingresistant MFA is a critical milestone in data protection for the House.
Artificial Intelligence (AI) Technology Integration: Since GenAI first came onto the scene in 2022, the CAO has worked diligently with House stakeholders to develop AI policies and a governance structure needed to support responsible AI integration. It has also assisted with the review, authorization, and rollout of multiple GenAI products for House use, including Copilot, which was funded by the CAO and rolled out to offices in January 2026. The CAO will continue to monitor and test AI platforms as the technology and the field of providers continues to evolve and expand. It also provides Member offices with AI training and deploying best practices that will assist them in their responsible use of the technology.
CAO service providers are also leveraging GenAI internally to improve efficiencies and deploy customized applications for House offices. For example, the CAO is currently piloting CaseCompass, a custom pilot platform that uses AI to anonymize, aggregate, and analyze casework data from 16 participating Member offices. If rolled out House-wide, this application could positively impact Members' ability to assist constituents with casework, conduct oversight of Executive Branch agencies, as well as contemplate legislative policy changes to improve outcomes.
Staff Training, Development, and Wellness:
Through its Congressional Staff Academy and House Human Capital Office, the CAO continues to enhance staff training, professional development, and wellness offerings. In the past six months alone, the CAO Coach program under the Staff Academy hosted three position-specific conferences for Legislative Aides, Directors, and Correspondents. The conferences were attended by over 200 staff and received a 95 percent satisfaction rating. Seven more are scheduled to occur between March and September 2026.
In 2025, the House Human Capital Office facilitated 420 training and special events with 16,000 House and external participants. These include job fairs, employee development training seminars and lectures, staff networking events, and office retreats. The Human Capital Office also conducted nearly 7,000 one-on-one interactions to provide private counseling, coaching, and consultation.
CONCLUSION
The CAO's FY26 accomplishments highlighted above are just a few of many. The CAO is equally proud of its recent achievements associated with other projects and program enhancements. For example, it continues to make progress on the replacement of the House's dated payroll and benefits system and critical upgrades to the House's D.C. telecom system. CAO's Acquisitions team recently spearheaded the recompete of the House's food services contract that resulted in the transition from one House-wide vendor to a diverse group of eight food vendors delivering Members, staff, and visitors new food options across campus.
These accomplishments and CAO's preparations for the 120 th Congressional Transition are already underway and serve as testament to the critical nature of the CAO's mission - to help Members perform their Constitutional duties. From payroll and benefits to logistics and technology for offices in D.C. and across the country, the CAO provides services essential to the operations of every Member office. CAO employees are dedicated and proud of their mission and the role they play within the House. Each year, they strive to expand and improve the services they deliver 24/7 365.
The CAO appreciates the Subcommittee's consideration of its FY27 budget request and is grateful for the support and guidance it receives from Chairman Valadao, Ranking Member Espaillat, members of the Subcommittee, and its staff.
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Original text here: https://docs.house.gov/meetings/AP/AP24/20260317/119054/HHRG-119-AP24-Wstate-DressendorferBinstedA-20260317.pdf
Cherokee Nation Principal Chief Hoskin Testifies Before House Appropriations Subcommittee
WASHINGTON, March 23 -- The House Appropriations Subcommittee on Interior, Environment and Related Agencies released the following testimony by Cherokee Nation Principal Chief Chuck Hoskin Jr. from a March 17, 2026, hearing on fiscal 2027 appropriations:* * *
Chairman Simpson, Ranking Member Pingree, Chairman Cole, Ranking Member DeLauro, and members of the Interior Appropriations subcommittee:
Osiyo. On behalf of the citizens of Cherokee Nation, I thank you for this opportunity to share some thoughts on the fiscal year 2027 appropriations process. The House Appropriations Committee, when formulating ... Show Full Article WASHINGTON, March 23 -- The House Appropriations Subcommittee on Interior, Environment and Related Agencies released the following testimony by Cherokee Nation Principal Chief Chuck Hoskin Jr. from a March 17, 2026, hearing on fiscal 2027 appropriations: * * * Chairman Simpson, Ranking Member Pingree, Chairman Cole, Ranking Member DeLauro, and members of the Interior Appropriations subcommittee: Osiyo. On behalf of the citizens of Cherokee Nation, I thank you for this opportunity to share some thoughts on the fiscal year 2027 appropriations process. The House Appropriations Committee, when formulatingand considering the FY27 Interior Appropriations bill and other spending measures, should:
* Carry out the Administration's efforts to reduce wasteful Federal spending by rejecting duplicative funding lines and redundant programs that fragment Tribal services or undermine effective Tribal systems already in place;
* Ensure the Indian Health Service is properly spending taxpayer resources by conducting robust oversight of IHS spending decisions and policy actions, particularly regarding the Purchased and Referred Care (PRC) program and other funding decisions that affect Tribal health systems;
* Exhibit strong support for the SBA 8(a) Business Development Program;
* Promote public safety in eastern Oklahoma by continuing to provide direct funding for the Tribes impacted by the McGirt decision;
* Support Tribal self-governance and Tribal self-determination by encouraging federal agencies to fully implement laws such as the Indian Self-Determination and Education Assistance Act and the 477 Program (Public Law 102-477), which empower Tribal Nations to administer programs efficiently and in accordance with local needs;
* Ensure that federal policies affecting Tribal Nations are developed through meaningful government-to-government consultation and respect for Tribal sovereignty.
With a population of more than 475,000, Cherokee Nation is the largest Native American tribe in the United States. Many of our citizens reside on our Treaty-guaranteed land, a 7,000-square mile reservation covering 14 counties in northeast Oklahoma. The remainder of our citizens are spread throughout the United States, living in all 435 congressional districts.
We are the economic engine of northeast Oklahoma, employing more than 15,000 people and providing for the safety, health, and comfort of those who live within our reservation boundaries and the communities located on our land. Cherokee Nation and its businesses have a major economic impact, and that impact is not limited to our citizens. We remain steadfast in our commitment to expand our regional economy and help our neighbors improve their quality of life.
This year we will continue making substantial strategic investments that will help Cherokee families become healthier, stronger, and safer. These investments include infrastructure, housing, mental health services, public safety, career readiness programs, and continued expansion of the largest tribally operated health care system in Indian Country.
First, I urge Congress to continue providing strong oversight over the Indian Health Service to ensure that the agency is spending taxpayer resources responsibly and in accordance with congressional intent. One area where this oversight remains particularly necessary is the Purchased and Referred Care (PRC) program.
Over the past year, Cherokee Nation has raised serious concerns regarding the decision by the Indian Health Service to allocate approximately $5.6 million in PRC funding to the United Keetoowah Band of Cherokee Indians (UKB) to establish a new program within the boundaries of the Cherokee Nation Reservation. This funding decision was made without consultation with Cherokee Nation and without consideration of the comprehensive Tribal health system already serving this region.
Cherokee Nation currently operates the largest tribally run health care system in the country and provides more than two million patient visits each year. Our health system serves all Tribal citizens within our reservation boundaries, including thousands of UKB citizens. In fact, Cherokee Nation Health Services already provides care to more than 2,600 UKB members annually through our existing facilities and referral network.
Creating a duplicative PRC system within the Cherokee Nation Reservation has created confusion for patients and providers, resulted in billing complications and misdirected claims, and undermined the seamless health care network that Cherokee Nation has spent decades building.
The disparity in funding levels further illustrates the problem. The entire Claremore service area within the Cherokee Nation Reservation receives roughly $7 million in PRC funding to serve more than 100,000 people. By contrast, UKB received $5.6 million to serve roughly 2,000 individuals. This equates to a per-capita allocation that is many times higher than the funding available to Cherokee Nation's PRC system.
Such disparities undermine the fairness and transparency of federal funding decisions and risk diverting limited federal resources toward duplicative services rather than strengthening existing Tribal health systems that already deliver high-quality care.
Cherokee Nation has also raised concerns regarding the legal authority used to justify this allocation, including reliance on report language tied to an appropriations bill that was never enacted and the use of funds from the Hospitals and Clinics account to supplement the PRC allocation. These actions raise questions regarding statutory authority, appropriations compliance, and precedent for future funding decisions.
For these reasons, I encourage the Subcommittee to continue carefully scrutinizing IHS decisions related to PRC funding and to ensure that future actions affecting Tribal health systems occur only after meaningful consultation with the Tribal governments involved.
Another issue that warrants congressional attention involves the implementation of the JohnsonO'Malley (JOM) program. The modernization of the JOM program expanded eligibility for contractors, and Cherokee Nation supports efforts to ensure Native students have access to educational resources. However, because JOM funding has remained relatively limited while eligibility has expanded, the approval of new contractors within areas already served by Tribal governments could dilute resources available to students currently receiving services.
As the Bureau of Indian Education considers new contractor applications, it is important that the agency ensure that funding decisions are based on transparent verification of student populations and that services are not duplicated in ways that undermine existing Tribal education programs.
Any expansion of the JOM program should be accompanied by sufficient appropriations and careful coordination with Tribal governments to ensure that resources are used effectively.
Third, the Small Business Administration's 8(a) Business Development Program has provided significant economic opportunities for Cherokee Nation and countless tribal governments across the country. Today, that program is under attack--undermining economic self-sufficiency and progress Tribes have worked generations to achieve. I urge the committee to express its support for this important program through report language and work with the administration and House and Senate Small Business Committees to ensure Native contractors are not harmed by agency actions.
Fourth, I would like to thank the subcommittee for its continued attention to public safety and justice issues in connection with the historic McGirt decision. McGirt and the subsequent Hogner decision that reaffirmed the continued existence of the Cherokee Nation Reservation-- and our exclusive jurisdiction over our land--changed the complexion of law enforcement and criminal justice in eastern Oklahoma. I request that you provide impacted tribes another round of dedicated McGirt-specific funding again in FY27.
Next, I want to emphasize the importance of strengthening Tribal self-determination and selfgovernance authorities across the federal government.
Programs such as the Indian Self-Determination and Education Assistance Act and the 477 Program have demonstrated that when Tribal Nations are empowered to administer federal programs directly, services improve and resources are used more efficiently. The 477 Program, in particular, allows Tribes to consolidate employment, training, and related federal programs into a single Tribal plan, reducing administrative fragmentation and allowing Tribal governments to coordinate services in ways that better meet the needs of their communities.
Congress should also reaffirm that the 477 Program (Public Law 102-477) is intended to be implemented broadly and flexibly. Federal agencies should default toward inclusion of eligible programs in Tribal 477 plans unless clearly prohibited by statute. We encourage the Subcommittee to reinforce that the Department of the Interior retains final approval authority over Tribal 477 plans and to conduct oversight where agencies unnecessarily restrict Tribal participation.
Cherokee Nation strongly encourages Congress to reaffirm its support for Tribal self-governance and ensure that federal agencies fully implement both the letter and spirit of these laws.
Strengthening Tribal self-determination remains one of the most successful federal policies in Indian Country and continues to deliver measurable improvements in health care, education, and economic opportunity.
Lastly, recent proposals to reorganize federal programs affecting Tribal Nations--including potential shifts involving the Departments of Education, Interior, and Labor--underscore why early and meaningful consultation is so important. These types of structural changes can significantly affect how Tribal education, workforce, and self-governance programs are administered and coordinated across the federal government. Because these programs operate within the context of the federal trust responsibility and the Nation-to-Nation relationship, consultation must occur before major decisions are finalized so that Tribal leaders can meaningfully inform implementation. In this instance, consultation was initiated only after key elements of the reorganization had already been announced, which limited the ability of Tribal Nations to provide meaningful input. Ensuring consultation occurs early in the policy development process will help avoid unintended disruptions to Tribal programs and uphold the government-to-government relationship that federal law requires.
Wado.
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Original text here: https://docs.house.gov/meetings/AP/AP06/20260317/119059/HHRG-119-AP06-Wstate-HoskinC-20260317.pdf
Albuquerque Area Indian Health Board Member Jacket Testifies Before House Appropriations Subcommittee
WASHINGTON, March 23 -- The House Appropriations Subcommittee on Interior, Environment and Related Agencies released the following written testimony by Conrad Jacket, member of the Albuquerque Area Indian Health Board Inc., from a March 17, 2026, hearing on fiscal 2027 budget:* * *
Thank you, Chairman Simpson, Ranking Pingree, and respected members of the Committee for the opportunity to provide this written testimony on behalf of the member tribes of the Albuquerque Area Indian Health Board, Inc. (AAIHB). AAIHB acknowledges and appreciates that there has been broad bipartisan Congressional ... Show Full Article WASHINGTON, March 23 -- The House Appropriations Subcommittee on Interior, Environment and Related Agencies released the following written testimony by Conrad Jacket, member of the Albuquerque Area Indian Health Board Inc., from a March 17, 2026, hearing on fiscal 2027 budget: * * * Thank you, Chairman Simpson, Ranking Pingree, and respected members of the Committee for the opportunity to provide this written testimony on behalf of the member tribes of the Albuquerque Area Indian Health Board, Inc. (AAIHB). AAIHB acknowledges and appreciates that there has been broad bipartisan Congressionalsupport for addressing health and wellness issues facing Indian country.
AAIHB was established in 1980 and is a consortium of several federally recognized tribes in New Mexico and Southern Colorado./1
AAIHB provides direct health care services not only to citizens of member tribes, but to citizens of other tribes throughout New Mexico, Southern Colorado, and West Texas. AAIHB's purpose is to assess and advocate for the well-being of 27 tribal communities through the improved development of public health services and health education. AAIHB is almost entirely federally funded and approximately one-third of our federal funding is from the Indian Health Service (IHS)./2
As Congress knows, Indian tribes have a unique political and legal status recognized by the U.S. Constitution. The elimination or disruption of federal funding for Indian country has a huge impact on the ability of tribes and tribal organizations to provide essential services to American Indians and Alaska Natives. Indeed, the problems that face communities nationwide are far more severe for Indian communities, with tribes having far fewer resources to address basic health care needs and larger problems like substance abuse, mental health, and other issues.
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1 Member tribes include the To'Hajiilee Band of Navajos, the Ramah Band of Navajos, the Jicarilla Apache Nation, the Mescalero Apache Tribe, the Ute Mountain Ute Tribe, and the Southern Ute Indian Tribe. For financial purposes the AAIHB is considered a government because the AAIHB board of directors is appointed by members of tribal governments.
2 Approximately two-thirds of our funding is from non-IHS programs within HHS.
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We appreciate Secretary Kennedy's strong support for IHS and although we have not yet seen the President's FY27 Budget, we believe that it is critically important for Congress to understand that without any increases in the budget, health care related programs that Indian country relies on will experience broad across-the-board cuts as a result of medical inflation and the increasing number of patients being served through IHS direct service clinics and by tribally contracted or compacted programs under the Indian Self-Determination Education and Assistance Act, P.L. 93-638. For example, AAIHB has contracted some services from the IHS on behalf of tribes in our area, such as audiology--which provides hearing health services in rural tribal communities for tribal members including elders, veterans, and children. Basic increases in the IHS budget are necessary to keep pace with medical inflation and meet the needs of additional patients as explained below.
The National Tribal Budget Formulation Workgroup estimated that, to meet the current and expanded clinical services needs across Indian country, the IHS would require $54.6 billion. We understand that this is not feasible, but Congress must at least keep pace with medical inflation. Thus, we ask the Subcommittee to provide a minimum 8% increase across the board for all IHS clinical services and preventative health services. This modest increase would allow tribes, tribal organizations, and IHS direct service clinics to at least be able to maintain the level of care that is being provided today. More specifically, we are asking the Subcommittee to provide a $420 million programmatic increase to be distributed equally across all programs within the IHS clinical services programs and the preventative health services programs.
Moreover, we urge Congress to continue to protect and preserve advance appropriations for IHS. Congress has taken the lead on securing advance appropriations with bipartisan support. AAIHB applauds Congress for that achievement and respectfully requests that Congress continue to support advance appropriations for IHS. Having advance appropriations in recent fiscal years has ensured stability within the Indian healthcare system provided by tribes, tribal organizations, and IHS directly. This has allowed continuity of care for our patients and stability among professional health care staff. We also urge the Subcommittee to make funding for Contract Support Costs (CSCs) mandatory costs. The U.S.
Supreme Court has been clear on the legal obligation of IHS to provide CSCs and making these funds mandatory would eliminate the conflict within IHS to meet its legal obligations while balancing funding for other discretionary line items.
AAIHB continues to support increased sanitation funding. The COVID-19 pandemic highlighted that Indian country lacks the most basic infrastructure necessary to ensure healthy communities. Many of our member tribes lack access to good sanitations systems, which means people throughout Indian country do not have functioning septic or waste disposal systems. We urge Congress to increase funding in this area.
We also urge Congress to continue to support and fund Medicaid with expanded coverage, at a minimum for American Indians and Alaska Natives (AI/AN).
This must include all IHS AI/AN beneficiaries because that group includes more than just enrolled tribal members. And tribally contracted and compacted programs, like ours, as well as IHS direct service clinics are required to serve all AI/AN beneficiaries living in our service areas. Medicaid reimbursements help offset--but do not eliminate--the lack of sufficient funding received through IHS.
Within AAIHB is the Albuquerque Area Southwest Tribal Epidemiology Center (AASTEC), which is a designated public health authority and 1 of only 12 tribal epidemiology centers nationwide. AASTEC is funded through the Clinical Services/Hospitals and Health Clinics line item in the Human Health and Services budget, as well as through some CDC grants. The work performed by AASTEC is critical to our overall ability to manage public health information systems, investigate diseases of concern, manage disease prevention and control programs, and respond to public health emergencies in collaboration with our member tribes.
As such we also urge Congress to continue to support funding in these areas because AASTEC programs work in synergy with other AAIHB and tribally led health programs funded by IHS.
As the Administration carries out realignment efforts within the Indian Health Service, we strongly urge this subcommittee and Congress ensure funding for Indian Health Service programs remains a priority. In particular, we ask this Committee to ensure the following programs are fully funded: Division of Epidemiology and Disease Prevention, Tribal Epidemiology Centers (TEC), Special Diabetes Program for Indians (SDPI), Community Health Representatives (CHR), Division of Behavioral Health, Injury Prevention, and HIV/HCV/STI Program. These programs provide critical, life-saving services and deliver substantial value to Tribes and Tribal organizations nationwide. We also request that Congress provide flexibility in a budget to ensure that if realignment efforts result in changes to how these programs are structured or housed within the Indian Health Service, congressional funding will remain available to Indian country for carrying out the same program purposes.
Realignment should not result in less funding for Indian country.
Eliminating funding streams that tribes and tribal organizations, like AAIHB, rely on will only further exacerbate the health disparities that AI/ANs face. As Congress considers the FY 2027 Budget, we urge you to protect all IHS and non-IHS funding sources tribes and tribal organizations depend on. Thank you.
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Original text here: https://docs.house.gov/meetings/AP/AP06/20260317/119059/HHRG-119-AP06-Wstate-JacketC-20260317.pdf