U.S. GOVERNMENT PRINTING OFFICE | FY 2013 Mid–Year

Strategic Plan Progress Report 

May 2013 

Customer Centric and Employee Driven

GPO | OFFICIAL | DIGITAL | SECURE 
2 U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 

I. Satisfying Our Stakeholders 

A. It’s all About the Customer 

Objective 

Develop internal processes and procedures that develop 

an internal organizational culture in which exceptional 

service, delivery and customer satisfaction are encouraged and rewarded. 

■■ GPO will work to understand, anticipate, and meet 

the needs of customers. GPO will provide world-class 

customer service together with product innovation 

through a wide range of print and technology 

vehicles. 

■■ GPO is dedicated to providing products that deliver 

results and will recognize employees who exceed 

customers’ expectations. 

■■ GPO will continue to utilize our expertise in printing 

and information technologies to educate our customers so that they can take advantage of GPO Products 

and Services. 

Accomplishments (sorted by Business Unit) 

Business Products and Services (BPS) 

■■ New Brand: GPO launched a new brand, “Offcial, 

Digital, Secure.” 

■■ GPO Website: BPS has entered the preliminary design phase. A work plan is being developed and will 

be released in mid-June. 

■■ Marketing Collateral: Collateral materials have been 

developed for all GPO Business Units. This material 

will be used for marketing purposes. 

■■ GPO Open House: The Open House was held in late 

February and was very successful. All GPO Business 

Units participated. 

Customer Services (CS) 

■■ Customer Services Satisfaction Survey: Twentyeight projects were identifed in response to the 

results of the Customer Satisfaction Survey. Customer 

Services has completed 20 of those projects that 

enhance the products and services provided by GPO. 

Customer Services currently has resources applied to 

fve additional projects and has three projects linked 

to the survey pending resources. Completed enhancements include: added a notifcation that goes to the 

customer when a job is shipped, built a repository for 

new Deposit Account applications for easy reference 

for customer inquiries, scanned all Central Offce 

2511’s for inclusion with 400 Bill when that capability 

is developed outside of Customer Services, completed 

many stages of development for the EPIC online ordering system that will satisfy many customer needs, 

updated forms and instructional guides used for 

conducting onsite inspections, increased our use of 

VTC to maximize outreach and communication with 

regional locations, cleaned up the distribution list 

used to send out Circular Letter notifcations to customers, supported all ICPPS meetings with content 

and participation, and established a SME in QCPP 

for e-book procurements. In all, Customer Services is 

actively maintaining 93 projects, most of which also 

relate to improving interaction between GPO and our 

customers. New projects are identifed on a continual 

basis with results tracked by the Directors. 

Library Services and Content Management (LSCM) 

■■ FDLP National Plan: The second phase of the FDLP 

Forecast Study is near completion. All data analysis 

from the Library and State Forecast Questionnaires 

is now complete. Staff members in LSCM are now 

creating Data Reports for the FDLP community on 

each of the questions, and Working Papers on the six 

major themes from the Questionnaires. These working papers will feed into the Final Report and FDLP 

National Plan. 

■■ FDsys Training Initiative: LSCM has continued to 

teach FDsys training classes and webinars throughout the frst half of FY13 and also has expanded its 

training initiative to include additional topic areas 

relevant to FDLP libraries. Thus far in FY13, LSCM 

has conducted nine FDsys training sessions (classroom and webinar), reaching 349 participants from 

Federal agencies, FDLP libraries, and GPO. Since the 

initiative’s launch in October 2011, 78 FDsys training 

classes and webinars have been presented to approximately 2,300 attendees. Also in FY13, LSCM has 

released two FDsys training video modules, which 

are available from FDsys, gpo.gov, and fdlp.gov. Two 

more video modules are in production currently, 

with numerous others planned and scripted. LSCM 

has presented an additional three webinars with the 

staff at the U.S. Census Bureau, reaching 360 attendees from the FDLP community. Additionally, four 

sessions from the 2012 Depository Library Council 

Meeting & Federal Depository Library Conference 

were broadcast as webinars, reaching an additional 

155 attendees. 
U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 3 

Sales and Marketing 

■■ GPO Express Customer Satisfaction Survey: Survey 

questions have been updated and are being formatted 

in Survey Monkey. 

■■ GPO Road Shows: All Road Show content has been 

re-written and re-formulated into new presentations 

that are currently in use for all live and webinar training events. 

■■ Customer Training and Remote Learning: Courses 

have been developed but have not yet been delivered. 

■■ Expanded Course Offerings: These courses are currently in the Institute course offerings. 

Security and Intelligent Documents (SID) 

■■ Increased Understanding of Customer Requirements: A project to develop and conduct a customer 

survey is ongoing. The survey is planned for this summer with analysis and action items to follow. 

■■ Smart Card and Credential Customers: SID has supported every training and education tour requested by 

the Department of State throughout this half of the 

fscal year and will continue to provide this customer 

outreach service. 

B. Open and Transparent 

Objective 

Build on GPO’s ongoing commitment to an open and 

transparent government. 

■■ GPO will continue to provide authentic information 

to the American public through a variety of print and 

technology vehicles effciently and securely. 

■■ GPO will become a key innovator and leader in the 

Presidential mandate of transparency (White House 

Open Government Initiative). Realizing that participation and collaboration form the cornerstone of 

an open government, GPO will utilize all available 

technology to assist Federal agencies in disseminating 

information about their operations in a fast, secure, 

and permanent manner. 

Accomplishments 

Library Services and Content Management (LSCM) 

■■ Library Tools: The next generation of the offcial 

FDLP Web site was released in beta in November 

2012. Available at http://beta.fdlp.gov, the site is 

designed to transform LSCM’s Web services into a 

modern, clean, and responsive resource to better 

serve the Federal depository library community and 

the public. The redesigned site boasts a streamlined, 

intuitive navigation system; scannable articles with 

easy-to-read text written for the Web; the introduction 

of a library dashboard; enhanced search capabilities, 

including the ability to search FDsys and the CGP; 

bridged content with the FDLP Community site; a 

responsive design for mobile devices; and the addition of new and updated content. In the coming 

weeks after suffcient user testing, the site will move 

from beta to the FDLP’s primary site. The redesign of 

Ben’s Guide has been prioritized after the completion 

of the fdlp.gov site. 

Programs, Strategy, and Technology (PST) 

■■ Mobile FDsys: In addition to working to continually increase the amount of content in FDsys, PST has 

also initiated a project to optimize the FDsys Website 

for ease of viewing and navigating across a range of 

devices by using responsive design to reformat the 

page being viewed based on the size of the screen 

being used. The Digital Government Strategy released 

in May 2012 mandated a shift in thinking for government agencies to deliver information “anytime, 

anywhere, on any device,” with a particular emphasis 

on delivering content to mobile users. Anticipating 

this shift, GPO has released four mobile web applications based on content within the scope of FDsys 

since November 2011. One approach to solving the 

“anytime, anywhere, on any device” challenge for 

web user interfaces is Responsive Web Design (RWD), 

which adapts a single interface to different screen 

sizes and device capabilities to present the optimal 

interface for the desktop, tablet, and smartphone 

with one codebase. This is generally accomplished via 

CSS3 media queries, fexible grid layouts with relative 

sizing, and fexibly resized images. The goal of this 

project is to develop a new public user interface for 

FDsys utilizing responsive design principles and techniques, emphasizing improved user experience across 

form factors from smartphones to traditional desktop 

monitors. The responsive user interface design and 

the related usability improvements and search engine 

refresh projects in which PST is concurrently engaged 

will enhance online public access to Government 

information on FDsys. 
4 U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 

C. Enhance Strategic Partnerships 

Objective 

Enhance strategic partnerships to gain fexibility, build 

effective networks, and manage processes to meet customer demands and expectations. 

■■ Develop the agency-wide synergies and fexibilities 

to continuously strive for quality, availability, and 

effciency in the delivery of products and services. 

GPO will also work to improve its internal culture 

and business process to ensure mutual support and 

growth to customers and employees. 

■■ GPO will continuously work on strengthening 

purposeful collaboration with internal and external 

customers that will create more effcient and effective 

programs and processes. 

Accomplishments 

Business Products and Services (BPS) 

■■ Reimbursable Distribution Program: BPS has 

worked with several new customers and is beginning 

to share some work between Pueblo and Laurel. 

Customer Services (CS) 

■■ Digitization of Documents: Customer Services has 

developed numerous new contracts to support customer requirements for digitization of documents 

including supporting the need for litigation copying 

and document conversion. We have developed additional marketing collateral for products and services 

relative to digitization and have captured more than 

30 opportunities for follow-up using our 951-M 

Onsite Services contract. New Task Orders have been 

awarded under the 951-M program to assist customers with document conversion and management. We 

have an approved plan to grow our Major Acquisitions Team and have issued a vacancy announcement 

to hire two FTE’s internally so that we can address 

new revenue opportunities effectively. 

Library Services and Content Management (LSCM) 

■■ New Strategic Partners: LSCM collaborated with 

PST on the ingest or collection processing of content 

in FDsys through various Federal Government partnerships. (1) A pilot project was completed with the 

AOUSC to establish and test a process for ingesting 

content into FDsys. The process was established and 

validated with the successful ingest of the 29 courts 

in the pilot project. Due to the success of the pilot, 

GPO is now working with the AOUSC to ingest the 

remaining lower Federal courts. (2) GPO worked with 

the Department of Treasury to release the following 

digitized content from the Treasury library: Treasury 

Reporting Rates of Exchange, Offcial Register of the 

United States, and An Account of the Receipts and 

Expenditures of the United States. GPO will continue 

to work with the Department of Treasury to release 

two additional titles this FY. (3) LSCM and PST 

worked with LC to deliver the granularized Statutes at 

Large this FY. (4) The development and composition 

phases of the CONAN project have been completed 

and public release is planned for this FY. (5) The 

Bound Congressional Record project has begun with 

fnal deliverables planned for later this FY. 

■■ Library Community: The 2013 Interagency Depository Seminar is currently in the planning phase. LSCM 

staff have been working with the Depository Library 

Council and Federal agencies to set a preliminary 

schedule for the event and coordinate possible tours. 

In addition, LSCM staff members have been planning 

for a discussion on the FDLP Forecast Study at the 

event. The 2013 Depository Library Council Meeting 

and Federal Depository Library Conference is currently pending approval. LSCM staff members have begun 

preliminary planning. 

Plant Operations 

■■ Online Paper Store: Our Production Department 

collaborated with GPO’s Sales and Marketing unit to 

acquire one additional “top-tier” account for the online paper store. 

■■ Leasing Agreements: Plant Operations completed 

a new tenant build-out for United States Commission for International Religious Freedom (Building 1, 

7th Floor) and the Architect of the Capitol (Building 

2, 4th Floor) and consolidated secure raw materials 

inventory in a new storage room (Building 2, 5th 

Floor). 

Operations Support created a master index to summarize 

GPO tenant information, cleared approximately 5,000 

square feet in the basement (Building 3) for new tenant occupancy, established tenant lease rate and concept 

drawings for a potential tenant (Building 1, 7th Floor), 

and developed plans for the possibility of additional 

space lease (Building 4, 3rd Floor.) 
U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 5 

The Production Department relocated the Digital Print 

Center sheet-fed operations from Building 1 (3rd Floor) 

to Building 3 (6th Floor), freeing up 25,000 contiguous 

square feet of space for tenant lease; re-engineered the 

CR-FR mailing line to reduce footprint (Building 3, 4th 

Floor) and developed plans to consolidate the Production Engineering staff (Building 1, 7th Floor to Building 

3, 7th Floor). 

Sales and Marketing 

■■ Interagency Council: Sales and Marketing supported 

the bi-monthly general meetings of the Interagency 

Council on Printing and Publications Services 

(ICPPS) including facilitating the provision of speakers for each session and coordinating the logistical 

aspects of the events. 

Security and Intelligent Documents (SID) 

■■ Next Generation Passport Committee: SID has 

participated in and supported every Next Generation committee event with the Department of State 

throughout this half of the fscal year and will continue to foster this strategic partnership. 

■■ State Department: SID has participated in and supported every Engineering Change Committee event 

with the Department of State throughout this half of 

the fscal year and will continue to foster this strategic 

partnership. 

■■ State Department Training: SID has participated and 

supported every Department of State Consular Affairs 

Fraud Prevention Offcer Training Course event with 

the Department of State throughout this half of the 

fscal year - and will continue to foster this strategic 

partnership. 

■■ Smart Card and Credential Customers: SID has 

continued to meet with new and existing federal 

agency customers to develop and provide smart card 

credential products and services, namely, the Department of State Border Crossing Card, the Department 

of Homeland Security APEC Card, the DHS/TSA 

TWIC and TIM cards, the Department of Homeland 

Security new PIV upgrades, the expansion of the DHS 

TTP Global Entry Card, and the latest Inauguration 

Secure Access Card programs. 

II. Strengthening Our Organizational 

Foundation 

A. Right Tools 

Objective 

Anticipate, plan and equip GPO to provide products and 

services to customers. 

■■ In order to provide quality service to customers, GPO 

must invest in employees and technology. GPO will 

focus on the creation of frst-rate, system-wide solutions that meet customer requirements and exceed 

customer expectations. GPO will improve processes 

and technology to ensure that solutions are scalable, 

available, cost-effective, and secure. 

■■ Technology investments will be in direct relationship 

with GPO business goals, resulting in excellent customer service, strong partnerships, secure infrastructures, and cost-effective performance. 

Accomplishments 

Acquisition Services 

■■ Automated Procurement System: Acquisition 

Services has partnered with Customer Services and 

PST to continue market research that was previously 

conducted with only Customer Services requirements. 

In addition, the interagency team has started to work 

on the Statement of Objectives. 

■■ Acquisition Plans: The new Director for Acquisition 

Services has begun meeting with various business 

units. These have been introductory and preplanning acquisition meetings for current and upcoming 

requirements. 

Information Technology and Systems (IT&S) 

■■ GPO Data Center Consolidation and Modernization: This is a multi-year effort that will be completed 

in fve phases: Phase 1 – Prepare the ACF infrastructure to become GPO’s primary data center (FY13 

activity); Phase 2 – Applications analysis (FY13 and 

early FY14 activity); Phase 3 – Transition to ACF as 

GPO’s primary data center / make Main our backup 

(COOP) data center (FY14 activity); Phase 4 – Establish a new backup (COOP) data center (FY14 activity); Phase 5 – Migration to new backup (COOP) data 

center (FY14 activity). Phase 1 includes the implementation of FDsys Tier C and various network and 

infrastructure upgrades. IT&S has completed roughly 

25% of Phase 1 to date and expects to complete 

Phase 1 by the end of FY13. 
6 U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 

■■ Modernization of Legacy Applications: This is long 

term, multi-year effort. IT&S has completed a highlevel overview of all mainframe applications, designed a destination architecture, and is now in the 

beginning stages of standing up an architecture and 

selecting the mainframe candidate applications for 

migration. Our goal is to retire two mainframe applications in FY13. 

Plant Operations 

■■ Full Deployment of XML Publication: The Production Department hired and trained software developers to implement XML Professional Publisher (XPP) 

and developed Bills style sheets and Bill output to 

compare output with parallel MicroComp workfow. 

■■ SDMT Laboratory: Plant Operations completed the 

purchase and installation of the Laboratory Information Management System (LIMS). 

The Quality Control & Inventory Management Department purchased and installed analytical equipment in 

the SDMT to monitor and report on the quality of incoming passport raw materials and fnished books, and 

conducted data page hinge testing to support the Next 

Generation Passport. 

■■ Advanced Manufacturing: Plant Operations completed the replacement of the existing Xerox 260 (2008) 

color production printer in the Digital Print Center 

with modern equipment, and equipment refresh for 

the Pitney Bowes Arrival System. 

The Production Department upgraded the Océ Demand 

Stream 8090 DI (2001) roll fed monochrome printer 

in the Digital Print Center and issued an RFI for a new 

High-Speed Web Inkjet Press capable of producing 16-

page signatures. 

Operations Support tracked the site preparation contract 

for the new high-effciency shaftless press. 

■■ Sequestered initiatives: Digital color offset press to 

handle print-on-demand and high-precision digital 

cutter and medium-size cutter. 

■■ Vehicle Fleet Tracking: Plant Operations completed 

the installation and rollout of the new Vehicle Fleet 

Tracking system to 15 GPO delivery vehicles. 

The Production Department implemented a state-ofthe-art Fleet Management Command Center to reduce 

pick-up and delivery delays. 

■■ Infrastructure Management: Operations Support 

implemented a new 480 volt electrical substation required to support new UNO passport equipment and 

potential new tenants in Building 4; fnalized layout 

drawings for new UNO machines (A-Line, B-Line, 

and Encoder) to verify clearances and for planning of 

installation, thus validating auxiliary services required 

by the new machines (compressed air, fan blowers, 

vacuum pumps, etc.) in Building 4 (2nd Floor); and 

tracked the procurement award process for new mechanical upgrades to Building 4 HVAC – Phase 1. 

■■ Sequestered initiative: iMaint to enable new bar 

code software module. 

■■ Industry Certifcations: Plant Operations completed 

the certifcation process and maintained the IDEAlliance’s High Quality Government Printer designation by sustaining G7 Master Printer certifcation for 

GRACoL Proof, Digital Offset, and Sheet-fed Offset; 

Institutional Member Certifcation from the Library 

Binding Institute establishing compliance with ANSI/ 

NISO/LBI Library Binding Standard Z39.78-2000; 

and compliance with Graphic Arts Industry Color 

Viewing Standard ISO3664:2009. Additionally, three 

GPO employees maintain their G7 Professional 

certifcation. 

The Production Department submitted materials to attain the North American Security Products Organization 

(NASPO) Security Assurance Certifcation. 

■■ Performance Metrics: Plant Operations achieved 

95% on-time delivery compliance for U.S. Senate and 

U.S. House Calendars and achieved combined 90% 

on-time delivery compliance for the Congressional 

Record (assuming all materials received by 12:00 

midnight and less than 300 pages). Additionally, 

Plant Operations demonstrated 95% compliance for 

CFR departmental delivery within 15 business days of 

delivery due date and maintained Bound Record rate 

of production of at least 20 issues. 

■■ Lean Manufacturing: One to fve lean manufacturing 5S initiatives were worked on in each Production 

Department division. 

Programs, Strategy, and Technology (PST) 

■■ Program Management Support: PST implemented a 

procedure to streamline the process by which agency 

business units request PST program and project 

management support. This process includes a standardized form available on GPO’s intranet, to be 

completed and submitted to the Chief Technology 

Offcer for review and assignment of personnel. PST 

has provided and continues to provide support to key 

agency programs and projects which include the man-
U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 7 

agement of the FDsys program, GPO’s Business Information System (GBIS), Composition System Replacement (CSR), electronic Code of Federal Regulations 

(eCFR) 2.0, and others. PST uses a Phases and Gates 

Model aligned with the Systems Development Life 

Cycle as the process for planning and controlling information system programs and projects. PST has also 

supported other GPO cross-organizational efforts, 

including standardization of internal agency strategic 

plans and quarterly unit performance reporting. 

Safety and Security 

■■ Security Services: Physical Security Branch has completed 4 of 6 facility assessments; Product Security 

has completed 7 of 17 supplier and facility assessments; and the Uniformed Police Branch continues 

to conduct Random Antiterrorism Measures and has 

implemented operation “Twilight Overwatch” to ensure employees are provided a visibly safe and secure 

environment during low or no light conditions. 

B. Maintain Fiscal Responsibility 

Objective 

Utilize a cost effective and collaborative approach in 

managing GPO’s Business processes to help the Agency 

achieve its strategic initiatives and ensure continued 

fnancial stability. 

Accomplishments 

Finance and Administration 

■■ Sequestration: Finance has assisted with negotiations of a Memorandum of Understanding (MOU) 

with the Unions and continues to assist managers in 

determining investment deferrals. 

■■ Five Year Capital Plan: Finance has facilitated discussions and reports weekly at Strategic Investment 

Committee (SIC) meetings, where they plan longterm capital outlays as well as revenue opportunities. 

■■ Expense Management: Finance has issued monthly 

fnancial budget vs. expense reports and specialized 

reports as requested. 

■■ Financial Management: Finance has worked with 

Plant, OJG, and Customer Services to resolve customer inquiries regarding GPO bills, and has implemented the Plant rate increase. 

Plant Operations 

■■ Performance Ratios: Plant Operations tracked and 

published National Association of Printing Leadership (NAPL) Management Plus Ratio benchmarks, as 

part of the business unit monthly fnancial information package. 

C. Environmental Stewardship 

Objective 

Continue to integrate the application of environmental 

values into GPO processes and support environmental 

stewardship through effective implementation of “green 

initiatives.” 

■■ GPO is committed to working toward a more sustainable future and providing a safer, healthier environment to future generations. GPO will continue to 

introduce programs that include recycling, reducing 

energy consumption, reducing GPO’s carbon footprint, and provide Federal customers with environmentally-friendly printing alternatives. 

■■ GPO will remain committed to creating a sustainable 

environment that prioritizes agency actions based 

on return on investment. GPO will continue with 

initiatives regarding paper consumption, petroleum 

products utilization, energy expenditures, emissions, 

and other areas that have reduced its footprint on the 

environment. GPO is developing additional plans to 

incorporate this direction well into the future. 

Accomplishments 

Acquisition Services 

■■ Recycled Paper: The majority of the paper that we 

purchase requires some postconsumer fber (recycled) 

content, however, the amount varies from 10% to 

100% depending on the type of paper. There are currently 6 contracts with the requirement for recycled 

paper, including two JIT contracts and 3 customer 

agency specifc contracts. The contract for the State 

Department does not require recycled paper, but 

highly encourages it. Subsequently, all orders against 

the contracts contain the requirement with the exception of the State Department contract. 

Plant Operations 

■■ Green Initiatives: Plant Operations completed the 

Sustainable Green Printing Partnership (SGP) certifcation for printing operations with the implementation of a chemistry neutralizing system to mitigate 
8 U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 

plate making environmental impact; a new solvent 

recovery system to reduce VOC emissions; and an 

upgrade to both Baler System 9 and 10 with variable 

frequency drives and new PLC hardware to optimally 

control air blow-offs in the baler room. 

Operations Support reported on utility consumption 

and continued with the steam trap program. 

The Quality Control and Inventory Management Department monitored the air quality in the press room and 

continued the practice of holding annual environmental 

audits while ensuring proper operation of oxidizers. 

Human Capital 

■■ Environmental Compliance: Human Capital has a 

number of signifcant accomplishments in health and 

ftness for the frst half of FY13. In December there 

were tables staffed with literature and displays for 

World AIDS Day. In April, Human Capital administered the annual Health Fair with dozens of vendors 

and events. Various blood tests and other medical 

screenings were conducted. The May Fitness Day 

event was held at a local track and drew a large number of the workforce. Ongoing all year are the counseling/mental health services which are available to 

employees on all shifts, and also training on a variety 

of mental health topics, such as domestic violence, 

violence free workplace, drug free workplace, and 

stress management. 

D. COOP Operations 

Objective 

Develop appropriate plans to provide for the continuation of GPO’s essential functions and operations during 

a wide range of all-hazards emergencies. 

At GPO, COOP enables continuation of essential functions of government printing and passport production 

operations for Congress, government agencies and the 

State Department in the event of a national security or 

isolated emergency affecting GPO facilities in Washington, DC. GPO’s business continuity plan assures the 

ability for GPO to publish Congressional Documents, 

the Congressional Record, the Federal Register, and production of U.S. Passports and Smart Cards. 

Accomplishments 

Offcial Journals of Government (OJG) 

■■ COOP Exercises: OJG and Plant Operations have 

conducted site visits to the Laurel Alternate Production Facility to test equipment and refresh supplies. 

OJG and Plant Operations will participate in a House 

COOP exercise in April to test transmission of fles 

to GPO from a remote site. GETS card testing was 

conducted in March with a 21% response rate. A 

joint GPO, House, and Senate COOP exercise will be 

conducted in August, planning for the exercise is currently underway. 

Plant Operations 

■■ COOP Support: Plant Operations completed the 

identifcation of emergency and excepted employee 

rosters. 

The Production Department conducted a COOP practice 

exercise at a GPO remote location over three shifts for 

the U.S. Congress and Offce of the Federal Register, and 

maintained a MOU with the U.S. Supreme Court for 

GPO to serve as the disaster recovery entity for digital 

printing. 

Programs, Strategy and Technology (PST) 

■■ FDsys: PST has initiated upgrades to key FDsys 

hardware components in order to enhance the 

performance and capacity of the search engine and 

to support increased usage and additional submitted content. This project will include the refresh of 

the FDsys search engine and the replacement of both 

production and COOP instances. PST will continue 

to upgrade and enhance FDsys COOP to keep hardware and software synchronous with the primary 

FDsys instance, ensuring a quick failover process with 

minimal impact to stakeholders. Presently, the COOP 

instance of FDsys operates with near real-time data 

synchronization and fve minute failover capability 

with full content availability and system functionality. 

Security and Intelligent Documents (SID) 

■■ Card Personalization: SID has successfully coordinated the design, construction, equipping and manning 

of a new Smart Card COOP facility in Stennis. This 

project is on-time and under budget. 
U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 9 

III. Offering Products and Services 

A. Statutory Foundation - Title 44 U.S.C. 

Objective 

The mission of the GPO is rooted in legislation codifed 

in Title 44 U.S.C. We will continue to use technology 

and best practices to ensure the most effcient and 

effective provision of mission-critical products and 

services for Congress, Federal agencies, and the public. 

■■ Determine and pursue eligible work not being 

handled by GPO. 

■■ Aggressively market GPO goods and services. 

Accomplishments 

Business Products and Services (BPS) 

■■ Expertise in Information Dissemination: BPS has 

worked with Customer Services to establish Term 

Contracts to assist in meeting customer requirements. 

■■ eBooks: BPS has entered into a relationship with 

AcademicPub to sell eBooks; and has worked with 

agencies on eBook conversions 

Information Technology and Systems (IT&S) 

■■ Technology: IT&S announced the decision to outsource GPO email to “the cloud” using Microsoft 

Offce 365. This is part of the IT&S plan to leverage 

“economies of scale” for commodity IT so that GPO 

can focus on core GPO IT needs. This project will 

allow IT&S to introduce new services such as a 7 GB 

personal fle space, 25 GB emailbox, instant messaging with voice and video, and several others. 

Plant 

■■ Printing Operations Study: Plant Operations has 

cooperated with the study of agency printing operations being conducted by the Government Accountability Offce at the request of the Joint Committee 

on Printing. 

Programs, Strategy and Technology (PST) 

■■ FDsys Services Model: Through FDsys, PST offers 

the existing infrastructure and capabilities to provide 

Federal agencies a shared platform for electronic 

content delivery. The Digital Government Strategy released in May 2012 placed an emphasis on the use of 

“shared platforms” in order to reduce duplication of 

effort and enable Federal agencies to provide digital 

content at a lower cost. Offering FDsys as a shared 

solution supports this strategy and PST has developed 

a business model for FDsys and launched a marketing campaign in order to increase awareness of PST’s 

Enhanced Electronic Content Services powered by 

FDsys. In support of this marketing effort, PST has 

developed a one-sheet marketing piece with the new 

GPO brand, developed content for a new web page 

highlighting these services, attended outreach events 

including the GPO Open House and GPO Road 

Show, provided demonstrations and presentations 

for prospective customers, and worked with Sales and 

Marketing to develop a webinar to engage potential 

customers. PST’s Federal Government partners look 

to PST to implement their mission critical initiatives 

and collaborate on shared technology solutions that 

enhance access to Federal Government information. 

B. Secure Federal Credentials 

Objective 

Position GPO as the provider of choice for secure federal 

credentials. 

■■ In FY2013 - FY2016, SID will enhance the perception of GPO as a unique government-to-government 

provider. 

GPO plays a vital role in the security programs of our 

customers and our nation. Over the last fve years, 

GPO has produced more than 85 million of the latestgeneration electronic passports for the Department of 

State. Proven Passport capabilities are built into a family 

of secure credential products for our Agency customers. 

They acquire secure credential design, printing, 

manufacturing, personalization, and delivery—all from 

GPO. Work is performed in Government facilities by 

Government employees with proper clearances. 

Our portfolio of secure credentials includes Trusted 

Traveler cards for Customs and Border Protection, 

HSPD-12 cards for the Department of Homeland 

Security, contractor IDs for the Pentagon, and badges for 

visitors to the White House. 

Accomplishments 

Security and Intelligent Documents (SID) 

■■ Enhanced Offerings: SID has a series of new equipment specifed, procured and awaiting delivery in 

support of both the Next Generation Passport and 

future smart card product lines. This equipment 

includes UNO5 passport bindery equipment, Laser 

Perforation equipment, BCC card manufacturing 
10 U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 

equipment, NGPP Datapage manufacturing equipment, Modifcations to existing UNO passport bindery equipment and Automated Quality Inspection 

and Inventory Etching equipment to support both 

passports and cards. 

■■ ISO 9001 Certifcation: SID’s Washington, D.C. 

factory, processes, and employees were recertifed as 

ISO9001 compliant by a third party auditor in November 2012. The Stennis factory, processes, and employees are scheduled to be recertifed in July 2013. 

■■ Smart Card Product Lines: SID has specifed and 

assisted in the design of a new Secure Credential 

Innovation Center located on the 5th foor of Building C. This Center will be complete in May 2013 and 

provide the secure environment, equipment and 

opportunity to develop and refne new concepts and 

security features that can be integrated and offered to 

customers in the secure credential arena. 

IV. Engaging Our Workforce 

A. Employer of Choice 

Objective 

Transform GPO into an employer of choice through 

proactive workforce planning that focuses on diversity 

and fostering Work Life programs to meet the changing 

needs of today’s and tomorrow’s employees. 

■■ GPO’s ability to be viewed as an employer of choice 

depends on the agency’s ability to develop and attract 

quality employees and to motivate them to perform 

at high levels. GPO will work to maintain an environment that is fair, unbiased, and family-friendly, that 

promotes and values opportunity and inclusiveness. 

■■ Attracting and keeping high-caliber employees and 

cultivating a talented, diverse workforce will allow 

GPO to tackle the challenges posed by an increasingly 

complex, ever-changing external environment. GPO 

is committed to treating all employees fairly, respecting their diversity, and valuing their contributions. 

Accomplishments 

Equal Employment Opportunity (EEO) 

■■ Diversity: The EEO Offce worked with the Offce 

of Internal Branding, Design and Web Services to 

develop a brand which will be utilized in conjunction with all of GPO’s diversity initiatives. This will 

ensure that all of the agency’s efforts in this arena are 

properly identifed as activities to promote diversity. 

For example, special emphasis program observances 

are a way to highlight the diversity of our Nation and 

to foster inclusion, but employees often do not relate 

these functions to our efforts to promote diversity. 

■■ The EEO Offce is also initiating a series of diversity 

training sessions. The purpose of these sessions will 

be to clearly defne the meaning of diversity and educate the GPO workforce on this subject. 

■■ The EEO Offce is including recommendations to 

Managing Directors regarding possible targeted 

recruitment resources to address those series within 

their Business Unit where underrepresentation exists. 

Management will be able to utilize the suggested 

resources to increase the representation of underrepresented groups in the applicant pool. For example, 

if Hispanics are underrepresented in the core occupation of Printing Services Specialist; Human Capital 

and the Business Unit could increase their applicant 

pool by sending vacancy announcements to professional organizations and Hispanic Serving Institutions. 

■■ The EEO Offce is also conducting one-on-one interviews with a cross section of GPO employees to 

solicit their input and opinions as to whether they 

feel as though GPO’s policies and programs promote 

diversity in the workplace. 

General Counsel (Labor Relations) 

■■ Communication with Labor Unions: Labor Relations 

provided union representatives with 134 written 

notices and conducted 84 meetings regarding grievances, changes to working conditions, changes to performance plans, changes to directives, new memorandums of understanding and wage agreements. Three 

grievances and the furlough MOU remain open for a 

closure rate of 98.1%. 

■■ The most signifcant accomplishments during the 

frst six months of FY13 include negotiating six wage 

agreements (AFGE, IAM, IBEW, CTU, GCIU LOCAL 

4-B, GCIU LOCAL 1-C); negotiations with the unions 

leading to elimination of smoking in GPO facilities; negotiating a revised performance management 

system for white collar employees which includes a 

mechanism for performance bonuses; negotiations 

with the unions leading to revised parking policies to 

accommodate reduced parking spaces; negotiating a 

new agreement to replace CTU’s 41-year-old working 
U.S. Government Printing Office | FY 2013 Mid–Year | Strategic Plan Progress Report 11 

conditions MOU; negotiating a change in FOP work 

schedules to permit 12-hour days leading to reduced 

overtime costs; negotiating a change to Press Division 

staffng procedures to increase effciency and lower 

costs; discussions with the union leading to a relocation of LSCM’s Depository operations to Laurel to 

better use available space, negotiating a reduction in 

the size and scope of the 2nd shift in Plant Operations and Operations Support to increase effciency 

and lower costs; and negotiating a revised Telework 

Directive applicable to the AFGE/PCJC bargaining 

unit employees. The wage agreements that have concluded all feature wage increases at the civil service 

rate and are all for fve years. 

Human Capital (HC) 

■■ Training: Human Capital continues to provide leadership in tooling and supporting the workforce development initiatives of the agency. Workforce Development, Education and Training (WDET) is working 

with business units to identify the current and future 

training requirements of employees that align to 

the agency’s strategic plan and the specifc mission 

requirements of the business unit. WDET provides 

comprehensive, just-in-time learning opportunities 

for supervisors and managers, providing instruction 

in key functional areas of management to ensure 

objectivity, effciency in accomplishing the agency’s 

mission. WDET continues to expand leadership curriculum by offering Executive Leadership Courses 

(ELC) that focus on developing leadership capabilities of staff who will be ready to assume progressive 

leadership roles within the agency. 

■■ Telework: As GPO moves toward becoming an Employer of Choice, it is important that we acknowledge 

shifting workplace trends in the federal government 

and determine the appropriate strategy for the agency. 

According to the Telework Enhancement Act of 2010, 

teleworking allows government agencies to achieve 

greater fexibility in managing its workforce. It also 

enhances employee work life effectiveness and allows 

government agencies to target reductions in management costs, environmental impact, and transit costs. 

Lastly, telework provides GPO with a competitive 

edge in recruiting and retaining talent to support our 

mission and strategic vision. When GPO revised its 

Telework Program in March 2012, one goal was to get 

more employees eligible to telework so that instead 

of a few employees teleworking several days in a pay 

period, we could have many employees teleworking 

a few days in a pay period. The latest results of the 

survey taken by the Offce of Programs, Strategies 

and Technology in February shows an increase in the 

business units that have some type of telework. It is 

now at 88%. In addition, telework hours reported in 

webTA have increased from 771 hours in the frst pay 

period in 2012 to a high of 2,266 in pay period 2 of 

2013. 

■■ Hiring Process: Human Capital is reviewing and 

revising SOP manuals regarding recruitment, selection and onboarding of new employees. Human 

Capital has also undergone a re-organization in 

order to evenly distribute the workload to increase 

the effciency of recruitment efforts and reduce time 

to hire. Staff is being trained on hiring procedures as 

well as utilizing automated hiring tools to improve 

the effciency and effectiveness of work products. 

Teams are currently working with Business Units to 

create standardized job analyses, crediting plans, 

questionnaires and vacancy announcements which 

will expedite the hiring process. We are continuing to 

strive to reduce the time-to-hire for the agency with 

the overall long-term goal being 90 calendar days 

from beginning to end. HC is working to implement 

several electronic initiatives over the next few months 

to ensure effciency. The electronic workers’ compensation program under the Department of Labor 

will be implemented on April 30th and the Manager 

Self-Service under the National Finance Center will 

be implemented by June 30th. 
U.S. GOVERNMENT PRINTING OFFICE 

732 North Capitol Street, NW, Washington, DC 20401-0001

www.gpo.gov | www.fdsys.gov