GPO Strategic Plan | 2023–2027 1

GPO’S STRATEGIC PLAN 

FISCAL YEARS 2023–2027

I am proud to present the 

Government Publishing Office’s 

(GPO’s) strategic plan for fiscal 

years 2023 through 2027. This 

dynamic plan incorporates 

outstanding collaboration between 

our executive team, teammates, 

stakeholders, and the public and 

recognizes the progress made 

by GPO over the past five years 

as it moves from a print-centric 

enterprise to one fully comfortable 

in our digital present. I am 

particularly proud of our updated 

mission, vision, and values. These 

statements reflect a 21st century 

outlook geared toward doing what 

we do best — producing trusted 

information for the Federal 

Government to the American 

people and doing so with honesty, 

kindness, effectiveness, and 

inclusiveness.

None of us can predict the future 

with perfect accuracy, but we can 

be sure that GPO will continue 

to experience many of the same 

challenges it faces today — a 

changing environment in the 

print industry, customer demand 

for new products, and a need 

to attract, develop, and retain a 

world-class team. However, I have 

never been more confident in our 

ability to meet and overcome these 

challenges, and this strategy is the 

next step in that process.

GPO’s future is bright. Our 

workforce is the core of our success, 

and I look forward to welcoming a 

new generation of teammates as 

our long-tenured colleagues begin 

to look at retirement. With this new 

generation will come new ideas 

and new ways of working, all of 

which will accrue to the benefit of 

our customers. Thank you for your 

confidence in GPO. I look forward 

to working with you as we conquer 

these goals over the next five years.

HUGH NATHANIAL HALPERN

Director
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We strive for an informed Nation 

and hope to realize our vision by 

accomplishing our mission—

providing convenient and reliable 

access to trusted information 

through GPO’s many products and 

services.

Our values define who we are at the 

GPO and simplifying them means 

they are easily and frequently 

called to mind in our daily work. 

Every teammate at the GPO should 

embody these four core values to 

guide us as we work together as a 

team toward a common goal.

VISION

America Informed.

MISSION

Publish trusted information for 

the Federal Government for the 

American people.

VALUES

Honesty

Communicate transparently with 

our colleagues and customers.

Kindness

Treat one another with respect.

Effectiveness

Innovate, collaborate, produce, 

and deliver.

Inclusiveness

Foster a diverse, supportive, and 

welcoming environment for our 

teammates and customers.
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After an exhaustive process, the 

GPO Executive Team identified four 

key goals for the next five years to 

support GPO’s continued growth 

and leadership in the Government 

information space:

1. Achieve Operational Excellence

2. Modernize and Innovate

3. Ensure Financial Stability

4. Develop the Workforce
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GPO’s reputation is one of 

delivering quality products under 

tight timeframes. We must maintain 

that reputation and build on it by 

delivering a first-rate customer 

experience with every interaction. 

Building on our reputation for 

quality while delivering a satisfying 

production experience to our 

customers sets a path for future 

growth.

With our newly adopted values 

in place, every employee can see, 

deliver, and improve the flow of 

value to our customer, whether that 

customer is external or internal.

1.1 PRIORITIZE 

CUSTOMER 

RELATIONSHIPS

Everyone at GPO will focus on 

delivering a positive customer 

experience and coupling it with the 

“better buying power” philosophy 

that makes productivity and cost 

consciousness part of our culture.

This will require real-time feedback 

strategies so we can measure 

results and quickly recover when 

service doesn’t meet our standards 

or those of our customers.

1.2 RIGHT-SIZE 

GPO’S WORKSPACE 

FOOTPRINT

GPO recently adopted an 

innovative policy to promote 

telework and remote work where 

possible. Whereas GPO’s overall 

headcount may not shrink, the 

day-to-day number of people in our 

headquarters and regional offices 

will. We need spaces that reflect 

the popularity of these policies, 

recognize the hybrid nature of 

work in the future, and provide our 

teammates with an environment 

that encourages collaboration 

and flexibility. This may open 

up additional opportunities for 

leasing to government tenants, 

also providing another source of 

revenue.
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1.3 AUTOMATE FOR 

EFFICIENCIES

Automating manufacturing and 

administrative processes will allow 

GPO to deliver innovative customer 

solutions, freeing teammates to 

focus on efficient, productive work 

that continues to deliver results for 

GPO’s customers.

1.4 PROMOTE 

SYNERGY

GPO offers a diverse set of services 

across different business units, 

and sometimes it’s too easy for 

silos to develop. We will increase 

our internal collaboration efforts 

to promote interoperability and 

prevent duplication of effort and 

overlapping work. By presenting 

a unified front to the customer, we 

can complete every task efficiently 

and to the satisfaction of our 

customers.

Working across multiple business 

units, we will centralize customer 

and stakeholder interactions and 

formalize our intergovernmental 

contacts into modern customer 

relationship management 

platforms.
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Across its 161-year history, GPO 

has transformed from a printonly operation to an integrated 

publishing enterprise.

With changing patterns of content 

consumption and increasingly 

diverse digital content delivery 

technologies, GPO has an 

imperative to innovate and to 

modernize how it works.

2.1 DEVELOP 

AND LEVERAGE 

POWERFUL 

SOFTWARE 

SOLUTIONS

For many of our customers, GPO 

“owns” the software behind 

the printing process. Using a 

combination of commercial, offthe-shelf (COTS) software and GPOdeveloped solutions, GPO provides 

a customized software stack for our 

customers’ unique requirements. 

By offering these solutions 

under a “software-as-a-service” 

(SAAS) model, GPO can leverage 

its expertise into new solutions 

for new customers, ensuring a 

revenue stream to support future 

development.

2.2 PROVIDE THE 

MOST TRUSTED 

AND SECURE 

CREDENTIALING 

PRODUCTS AND 

SERVICES

GPO worked closely with its 

customers, including the 

Departments of State and 

Homeland Security, to design and 

manufacture the world’s most 

advanced and secure credentials 

and identity documents. GPO 

will need to continue its pattern 

of innovation to ensure that the 

United States is a world leader in 

credential security and credential 

anti-counterfeiting technology.
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2.3 DEPLOY NEW 

FUNCTIONALITY 

AND CONTENT

GovInfo is our trusted ISOcertified digital repository, 

which has significant potential 

for growth. Collaborating with 

our intergovernmental partners 

on increasing its content and 

functionality will bring us closer to 

an America Informed.

2.5 EXPAND 

IN-HOUSE 

PUBLISHING 

SERVICES

As vendor and supply chain issues 

continue to impact our customers 

and suppliers, we will explore 

opportunities to fill the gap by 

bringing some work back to our 

own facilities. With production 

under our roof, GPO will be able 

to better control the quality of 

production and respond to some of 

the market fluctuations currently 

experienced by the printing 

industry.

2.4 TRANSITION 

FROM PAPER 

TO ELECTRONIC 

PROCESSES

Even now, GPO relies on many 

manual, paper-based processes 

to deliver products for its 

customers. By shifting to more 

automated processes, GPO can 

improve delivery times, boost 

cost recovery, and gain insights 

into its operations, yielding future 

efficiencies.

2.6 EXPAND 

DIGITAL CONTENT 

AND PRESERVE 

HISTORIC 

COLLECTIONS

Working with Federal Depository 

Libraries, we will continue 

to identify documents and 

collections that can be digitized 

and ingested into GovInfo and 

focus on adding new collections 

and filling the gaps in existing 

collections. We will expand access 

to digital government information, 

while assisting libraries in the 

preservation of tangible historic 

materials in their collections.
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Only about 12 percent of GPO’s 

funding is appropriated directly 

to the Agency to cover the cost of 

congressional work, the Federal 

Depository Library Program, and 

supporting distribution programs.

The rest of GPO’s revenue comes 

from reimbursements by customer 

agencies for work performed or 

sales of publications to the public. 

Thus, it is critical for GPO to ensure 

that it has the resources necessary 

to cover its costs and deliver to its 

customers.

3.1 EXPLORE 

EXPANSION 

OF AGENCY 

PRODUCTS AND 

SERVICES

One of GPO’s strengths is its ability 

to offer customized products and 

services to intergovernmental 

partners, private sector customers, 

and interested communities. By 

investing in these prospective areas 

for growth, GPO can better meet 

the needs of our stakeholders and 

provide the most efficient, modern, 

and cost-effective products and 

services.

3.2A ENHANCE 

MARKETING

Our customers know that they need 

digital services. Unfortunately, 

some customers continue to think 

of GPO in terms of its historic 

print offerings and not the modern 

services we offer. We plan to 

create an agency-level marketing 

campaign to include a catalog 

of services showcasing GPO’s 

ability to be a one-stop shop for 

intergovernmental printing and 

publishing needs.
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3.3 CROSS-SELLING

GPO is a one-stop shop for 

publishing needs across the 

Federal government. Cross-selling 

our products and services to our 

customers can be one of the most 

effective ways to increase overall 

revenue, while at the same time, 

increase GPO’s value proposition.

3.4 SUNSETTING 

LEGACY 

PRACTICES

Part of our continuous 

improvement process will include 

an examination into what current 

practices and programs should 

be reduced or discontinued. To 

maintain efficiency and decrease 

costs whenever possible, new 

initiatives come at the replacement 

of others.
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None of the Agency’s plans can be 

successful without a talented team 

dedicated to executing them.

Strategic workforce planning will 

ensure that GPO has a first-rate 

workforce that is in line with the 

Agency’s future growth and vision. 

By investing in our teammates and 

our processes, we will secure the 

future success of the Agency.

4.1 RECRUITMENT, 

DEVELOPMENT, 

AND RETENTION

It is critical for the Agency’s 

future to focus on initiatives that 

improve and expand inclusive 

recruitment, development, and 

retention programs, both to replace 

retiring teammates and to expand 

the knowledge base of the Agency. 

Our Human Capital team has laid 

the groundwork for our team to 

promote apprentice and intern 

programs that identify and attract 

talent and teach the unique and 

highly-technical skills required to 

perform our work.

4.2 SUCCESSION 

PLANNING

Succession planning starts on 

day one with each new hire, 

empowering our teammates to 

make decisions and providing 

opportunities to learn from one 

another.

With more than half of our 

teammates achieving retirement 

eligibility within the next five years, 

it is imperative to identify the 

critical positions needed to support 

business continuity and create a 

plan for the impending transition. 

GPO has a wealth of institutional 

knowledge that should be captured 

with each retirement. By effectively 

passing on instrumental knowledge 

and insight to new hires, we can be 

better prepared to meet our future 

business needs.
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4.3 KNOWLEDGE 

MANAGEMENT

We plan to enable a culture of 

knowledge-sharing and empower 

our teammates to contribute 

their ideas to ensure the Agency 

retains the know-how built up 

across decades. As is typical with 

any large organization, when 

knowledge is not easily accessible, 

seeking out relevant information 

or duplicating efforts can be very 

costly. Cross collaboration among 

our teammates will streamline the 

flow of information and lead to 

more efficient work practices and 

processes.
www.gpo.gov | www.govinfo.gov