U.S. Government Publishing Office

FY2024 Annual Performance Plan

FY2022 Annual Performance Report

March 2023
1

About GPO

Established in 1861, GPO’s mission can be traced to the requirement in Article I of the 

Constitution that Congress “keep a journal of its proceedings and from time to time publish the 

same.” GPO’s Plant Operations and Print Procurement Operations produce the official 

publications of Congress, the White House, and Federal agencies in digital and print formats. 

GPO’s information dissemination programs provide public access to the official publications 

and information of the Government in both digital and print formats through an official 

website (GovInfo.gov), a partnership with Federal depository libraries nationwide, and online 

bookstore sales. Total GPO employment today is approximately 1,600.

GPO operates on a revolving fund basis, like a business. Just 12 percent of GPO’s funding 

comes from direct appropriations to cover the cost of congressional work, the Federal 

Depository Library Program and supporting distribution programs, and increases to working 

capital for specified projects in GPO’s Business Operations Revolving Fund. All other revenues 

to GPO are reimbursements from agencies for work performed or sales of publications to the 

public.

What We Do

Congressional publications services are the primary function of GPO’s Plant Operations facility 

in Washington, DC. In addition to the Congressional Record, containing the daily proceedings 

of Congress, GPO produces bills, hearings, reports, and other legislative documents, in digital 

and print formats, as required by the Senate and House of Representatives and their 

committees. GPO’s Plant Operations facility also produces the daily Federal Register and Code 

of Federal Regulations, and the annual Budget of the U.S. Government, as well as U.S. 

passports and other secure Federal credentials. GPO has an additional facility in Mississippi 

for passport and secure credential production.

GPO provides centralized operations for the procurement of information products for the 

Federal Government, purchasing approximately $478.1 million worth of products from private 

sector vendors nationwide for Federal agency customers in FY 2022. About 80 percent of all 

the products ordered annually from GPO (other than essential congressional and Federal 

agency work produced by in-plant operations, including passports and secure credentials) are 

procured from the private sector including Social Security cards, census and tax forms, and 

Medicaid and Medicare materials. GPO typically awards contracts to 1,000–2,000 printing 

contractors a year on a competitive basis, and nearly 10,000 companies are registered to do 

business with the agency, using GPO as their one-stop shop for print and related services 

contract opportunities. In FY 2022, GPO awarded jobs to vendors in all 50 states, plus the 
2

District of Columbia, Puerto Rico, and Guam. GPO’s relationship with the private sector dates 

back to the 1940s and this program provides significant economic opportunity for the printing 

industry and local economies. The majority of the firms GPO deals with are small businesses of

20 employees or less.

GPO’s primary information dissemination program involves a partnership with approximately 

1,100 Federal depository libraries nationwide. Today, the partnership is predominantly 

electronic, but tangible formats are distributed where required. GPO provides public access to 

millions of searchable titles on GovInfo.gov and through links in GPO’s Catalog of U.S. 

Government Publications. GPO also provides for public sale of Government publications via its 

online bookstore, and offers eBooks through partnerships with multiple vendors.

Mission

Publish trusted information for the Federal Government to the American people.

Vision

America Informed.

Values

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.

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.
3

Goal 1: Achieve Operational Excellence

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.

Strategies

1.1 Prioritize Customer Relationships

1.2 Right-Size GPO’s Workspace Footprint

1.3 Automate for Efficiencies

1.4 Promote Synergy

Goal 2: Modernize and Innovate

Across its 162-year history, GPO has transformed from a print-only 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.

Strategies

2.1 Develop and Leverage Powerful Software Solutions

2.2 Provide the Most Trusted and Secure Credentialing Products and Services

2.3 Deploy New Functionality and Content

2.4 Transition from Paper to Electronic Processes

2.5 Expand In-House Publishing Services

2.6 Expand Digital Content and Preserve Historic Collections
4

Goal 3: Ensure Financial Stability

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.

Strategies

3.1 Explore Expansion of Agency Products and Services

3.2 Enhance Marketing

3.3 Cross-selling

3.4 Sunsetting Legacy Practices

Goal 4: Develop Our Workforce

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.

Strategies

4.1 Recruitment, Development, and Retention

4.2 Succession Planning

4.3 Knowledge Management
5

Priority Programs and Projects Mapped to Agency Goals and Strategies

X

Pub

PassportsGovInfoDigital PressesPOMSDigitizationUSLMPublishFacilitiesData CenterG-InvoicingAskGPOCloud

G1 Achieve Operational Excellence

1.1 Prioritize Customer Relationships X X X

1.2 Right-Size GPO's Workspace Footprint X

1.3 Automate for Efficiencies X X X X X X

1.4 Promote Synergy X

G2 Modernize and Innovate

2.1 Develop and Leverage Powerful Software Solutions X X X X X

2.2 Provide the Most Trusted and Secure Credentialing 

Products and Services X X X 

2.3 Deploy New Functionality and Content X X X X X

2.4 Transition from Paper to Electronic Processes X X X X

2.5 Expand In-House Publishing Services X X X

2.6 Expand Digital Content and Preserve Historic 

Collections X X 

G3 Ensure Financial Stability

3.1 Explore Expansion of Agency Products and Services X

3.2 Enhance Marketing X

3.3 Cross-Selling

3.4 Sunsetting Legacy Practices X X X X

G4 Develop Our Workforce

4.1 Recruitment, Development, and Retention

4.2 Succession Planning

4.3 Knowledge Management X
6

Priority Program and Project Performance

XPub

Replace GPO’s legacy Microcomp system and locator-coded text format with XPub, an XMLbased composition ecosystem.

FY22 FY23

Obtain internal Authority to 

Operate (ATO) in moving the 

composition of Congressional 

Bills and Public Laws into 

production with XPub.

Complete Complete moving the 

composition of Congressional 

Bills and Public Laws into 

production with XPub. Perform 

multiple production releases for 

additional publications and 

iteratively implement 

functionality to modernize 

GPO’s Pre-Press operations.

On Track

FY24

Begin testing XPub in the Pre-Press department in parallel with the legacy Microcomp system. 

Improve system functionality to enable Pre-Press to publish routine publications, including the 

Federal Register and Congressional Record, natively in XML using the XPub system.
7

USLM

Model, convert, and provide access to documents in an XML format that conforms to the United 

States Legislative Markup (USLM) schema. 

FY22 FY23

Complete initial modeling of 

remaining bill versions in USLM 

XML and update the USLM 

schema. 

Complete Model all remaining bill 

versions in USLM XML and 

update the USLM schema.

On Track

FY24

GPO plans to complete the Remaining Bill Versions project in FY23. Additional projects will 

follow based on priorities set forth in the Legislative Branch USLM Roadmap.
8

Digital Presses

Acquire presses for the production of the Congressional Record, Federal Register, and 

Congressional Calendars to replace current press equipment.

FY22 FY23

• Add redundant binding 

capability to support single 

point of failure post-press 

processes in the digital inkjet 

production operation. 

• Evaluate variable data 

solutions for industrial inkjet 

applications. 

Complete • Research a new highlyautomated state-of-the-art 

sheet-fed color press. 

• Research variable data 

solutions for industrial inkjet 

applications.

• Finalize the acquisition 

process.

On Track

FY24

Research new digital inkjet color web press solutions.
9

POMS (Plant Operations Manufacturing System)

Replace GPO’s legacy mainframe Plant production, estimating, planning, and data collection 

systems with state-of-the-art EFI Pace, a print industry management information system/

enterprise resource planning (MIS/ERP) solution. 

FY22 FY23

• Complete configuration and 

customization of Pace 

modules.

• Integrate Pace with Oracle 

(GBIS). 

• Begin testing of POMS.

• Begin end-to-end integration 

activities.

• Begin operating Pace in 

production in parallel with the 

legacy PEPS system.

Complete • Continue parallel testing of 

POMS to enable GPO to 

transition from the current 

legacy systems to POMS as 

the new production system of 

record. 

• Transition software to “Live” 

status. 

• Analyze and establish 

additional enhancements to

the POMS system with the 

objective of increasing 

system functionality and 

providing improved analytical 

support to GPO and its 

customers.

On Track

FY24

Stabilize POMS system. Prioritize remaining enhancement opportunities. Bring the PEPS 

distribution list functionality into a more modern structure that can be supported by current 

technology. Examine the use of “Auto-Count” functionality to increase data accuracy. 
10

Publish

Launch a system that automates, streamlines, and enhances the functions of GPO’s Print 

Procurement Program. 

FY22 FY23

Begin developing functionality 

to support retirement of 

mainframe applications. 

Complete Continue developing 

functionality to support 

retirement of mainframe 

applications, and deliver new 

and enhanced order 

management functionality for 

customers and vendors. 

On Track

FY24

Continue developing functionality to support retirement of mainframe applications, and deliver 

new and enhanced order management functionality for customers and vendors.
11

G-Invoicing 

Integrate the G-Invoicing solution into GPO enterprise business processes and systems to 

comply with the Treasury Department’s October 2025 mandate.

FY22 FY23

Begin brokering initial General 

Terms and Conditions (GT&C) 

agreements with Federal 

trading partners in coordination 

with the Treasury Department’s 

timeline. 

Carry Over

to FY23 - 

See Note

• Begin brokering initial 

GT&Cs with Federal trading 

partners in coordination with 

the Treasury Department’s 

timeline.

• Integrate GPO’s Oracle 

platform with G-Invoicing. 

• Negotiate GT&Cs with 

participating Federal trading 

partners.

• Support intragovernmental 

(IGT) requisitions and 

orders when GPO is the 

Requesting Agency/Buyer.

On Track

Note

GPO will continue negotiating GT&Cs with our trading partners based on mutually agreed-upon 

transition timelines and readiness.

FY24

Support IGT Standard Order Processing when GPO is the Servicing Agency/Seller; continue to 

support legacy processes for customers who have not yet transitioned to G-Invoicing; and 

integrate GPO GBIS platform with Oracle’s G-Invoicing solution for 7600EZ.
12

GovInfo

Manage, develop, and support a public access system and ISO 16363-certified Trustworthy 

Digital Repository.

FY22 FY23

• Perform quarterly releases of 

new content and functionality.

• Begin a server and storage 

refresh for non-production 

environments at GPO’s new 

remote primary data center.

• Provide access to files from 

XPub for Congressional Bills, 

Public and Private Laws, and 

the Statutes at Large.

Complete

Carry Over

to FY23 - 

See Note

• Provide access to files from 

XPub for Congressional Bills, 

Public and Private Laws, and 

the Statutes at Large.

• Perform quarterly releases of 

new content and functionality.

 

• Begin a server and storage 

refresh for production 

environments at GPO’s 

primary and secondary data 

centers. 

On Track

Note

GPO completed development tasks to support receiving files from XPub for Congressional Bills 

and Public and Private Laws. Development tasks for the Statutes at Large will be completed 

when sample files are available from XPub. Files for Enrolled Bills along with Public and Private 

Laws will be made available on GovInfo when XPub is in production.

FY24

Perform quarterly releases of new content and functionality.
13

Digitizing Historic Publications

Digitize historic Federal Government publications for availability on GovInfo. 

FY22 FY23

Begin digitizing the 

Congressional Directory and 

continue to collaborate with the 

Law Library of Congress to 

make more digitized Serial Set 

volumes available on GovInfo. 

Complete Digitize and provide access to 

Congressional committee prints 

and additional Congressional 

committee hearings. Continue 

to collaborate with the Law 

Library of Congress to make 

more digitized Serial Set 

volumes available on GovInfo. 

On Track

FY24

Complete digitization of the United States Reports and begin digitization of another group of 

Congressional hearings, a group of executive agency annual reports, and another group of 

Federal depository shipping lists. Continue to collaborate with the Law Library of Congress to 

make more digitized Serial Set volumes available on GovInfo. 
14

NextGen Passports

Support the Department of State’s launch of a Next Generation of e-Passports by printing and 

manufacturing the new passport books with enhanced security features.

FY22 FY23

• Continue to strengthen the 

quality assurance programs, 

process and equipment 

improvement projects, and 

customer-focused initiatives 

needed to reach steady state 

production, quality packaging, 

and distribution systems for a 

long-term NextGen Passport 

production program.

• Perform modifications to 

GPO equipment and 

processes that will optimize 

production and maximize 

product quality. 

Complete Continue to strengthen the 

quality assurance programs, 

process and equipment 

improvement projects, and 

customer-focused initiatives 

needed to reach steady state 

production, quality packaging, 

and distribution systems for a 

long-term NextGen Passport 

production program. 

Complete

FY24

The NextGen Passport project has fully launched and achieved “Steady State Production.” The 

project is complete. 
15

Data Center Relocation

Relocate GPO’s data center operations to a remote primary facility, and upgrade the data 

center at headquarters to function as a backup.

FY22 FY23

• Acquire Authority to Operate 

(ATO), receive sign-off from 

business units, and begin 

migrating GPO’s data center 

operation from the legacy 

facility to the new facility.

• Replicate and validate 

production applications from 

current primary data center. 

Complete • Migrate Business Unit’s User 

Data Shares, Applications, 

Virtual Machines, Physical 

Servers, etc. Replicate and 

validate production 

applications from current 

primary data center. 

Configure, install, test and 

release for production.

• Implement 

Internet/Firewalls/DMZ. 

Carry Over to 

FY24 - 

See Note

Note

Work began in FY23 to support the implementation of Internet/Firewalls/DMZ and the migration 

of enterprise applications and services, with planned completion in FY24.

FY24

• Migrate Business Unit’s User Data Shares, Applications, Virtual Machines, Physical Servers, 

etc. Replicate and validate production applications from current primary data center. 

Configure, install, test and release for production.

• Implement Internet/Firewalls/DMZ. 
16

Cloud Implementation

Establish and enhance a cloud smart strategy.

FY22 FY23

• Leverage cloud services for 

infrastructure and for 

enhanced business 

intelligence and reporting.

• Enhance web application 

monitoring and optimize 

costs.

• Evaluate security 

enhancements for cloud 

systems for implementation. 

• Advocate cloud use within the 

GPO enterprise.

• Encourage migration of 

applications and services to 

the cloud.

Complete • Implement additional security 

features.

• Pilot new cloud services.

• Implement cloud storage.

Complete

FY24

GPO has established a cloud smart strategy to support IT applications and infrastructure. The 

project is complete.
17

Facilities Changes

Perform multiple improvements to GPO headquarters and regional office facilities. 

FY22 FY23

• Start construction of GPO’s 

Building Automation System.

• Establish common levels of 

support for GPO units and 

tenants.

• Improve GPO’s leasing 

program by applying 

Government best practices. 

• Award a construction contract 

to repair the basement and 

substructure of GPO’s 

garage.

• Award a construction contract 

for the second phase of 

Building D loading dock.

• Award an engineering design 

contract to upgrade GPO’s 

data center at headquarters.

• Take prudent steps to 

consolidate Plant Operations 

from Building A to Building C.

Carry Over

to FY23 - 

See Note 1

Complete

Complete

Complete

Carry Over

to FY23 - 

See Note 2 

Complete -

See Note 3

Carry Over

to FY23 - 

See Note 4

• Start construction of GPO’s

Building Automation System.

• Award a construction contract 

for the second phase of 

Building D loading dock.

• Complete the engineering 

design to upgrade GPO’s 

data center at headquarters.

• Take prudent steps to 

consolidate Plant Operations 

from Building A to Building C. 

• Continue to make targeted 

infrastructure investments to 

improve the quality of life for 

GPO’s employees, tenants, 

and visitors.

On Track

Carry Over to 

FY24 - See 

Note 5

Note

1. Purchase Request for Phase I Equipment submitted to Acquisitions. 

2. Purchase request for A&E Design Contract submitted to Acquisitions.

3. Data Center A&E Contract has been awarded and is 35 percent complete.

4. Project is underway and projected to be completed by October 2023.

5. Completed Phase 1 of 8th floor cafeteria project. Phase 2 requires A&E design. Design 

documentation has been submitted to Acquisitions and is awaiting solicitation.
18

Facilities Changes (Continued)

FY24

• Continue to make targeted infrastructure investments to improve the quality of life for GPO’s 

employees, tenants, and visitors. 

• Award Construction Contract for Agency’s Smart Manufacturing Facility in Building D.
19

AskGPO Update 

Replace GPO’s legacy Customer Relationship Management (CRM) system.

FY22 FY23

Perform discovery and 

development of further 

enhancements for the new 

CRM system incorporating new 

tools and functionality.

Complete Continue to develop and 

enhance the new CRM system 

as GPO upgrades and 

modernizes systems within 

Library Services and Content 

Management (LSCM). These 

developments will provide new 

tools and functionality for both 

LSCM and Federal Depository 

Libraries.

On Track

Note

askGPO/SalesForce will play a key role in the delivery, tools and operations of the new Digital 

Platform requiring ongoing development and implementation.

FY24

Continue to integrate askGPO/SalesForce into the operational and customer servicing 

relationship of our Federal Depository Library Program, including development of tools and 

processes for the new Digital Library platform.