FY15/FY16 Annual Performance Plan 

and 

FY14 Annual Performance Report 

U.S. GOVERNMENT PUBLISHING OFFICE 

FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 3 

AGENCY INFORMATION 

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 inplant production and printing procurement operations produce 

the offcial publications of Congress, the White House, and Federal agencies. GPO’s 

information dissemination programs provide public access to the offcial publications 

and information of the government in both digital and printed formats through an offcial 

website (www.fdsys.gov), a partnership with Federal depository libraries nationwide, and 

both online and bookstore sales. In recognition of this transformation, in 2014 Congress 

approved and the President signed into law (P.L. 113-235) a provision redesignating GPO 

as the Government Publishing Offce. Total GPO employment today is approximately 1,700. 

Congressional printing and information services are the primary function of GPO’s 

inplant facility in Washington, D.C. 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 inplant 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 production. 

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

entire government, purchasing approximately $300 million annually from private sector 

vendors nationwide for Federal agency customers. About 75% of all the products ordered 

annually from GPO (other than passports and secure credentials) are procured from the 

private sector, including Social Security cards, census and tax forms, and Medicaid and 

Medicare materials. GPO’s procurement program provides great economic opportunity 

for the private sector. The majority of the frms GPO deals with are small businesses of 20 

employees or less. 

GPO’s primary information dissemination program involves a partnership with 1,200 

Federal depository libraries nationwide. Today, the partnership is predominantly electronic, 

but tangible formats are distributed where required. GPO’s Federal Digital System (FDsys) 

provides free public access to more than 1.4 million searchable titles linked through GPO. 

GPO also provides for public sale of government publications via its traditional and online 

bookstores, offers eBooks through partnerships with multiple vendors, and provides a 

variety of mobile web apps for key Federal documents. 

GPO operates on a revolving fund basis, like a business. Only 16% of GPO’s funding comes 

from direct appropriations to cover the cost of congressional work and the depository 

library program and supporting distribution programs. All other revenues to GPO are 

reimbursements from agencies for work performed or sales of publications to the public. 

For more information, please visit www.gpo.gov; follow GPO on Twitter http://twitter. 

com/USGPO, YouTube http://www.youtube.com/user/gpoprinter, Facebook https://www. 

facebook.com/USGPO, LinkedIn http://www.linkedin.com/company/u.s.-governmentprinting-offce and Instagram http://instagram.com/usgpo. 
4 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

Mission 

Keeping America Informed as the Offcial, Digital, and Secure source for producing, 

protecting, preserving, and distributing the offcial publications and information products 

of the Federal Government. 

Vision 

Continue to Transform Ourselves into a Digital Information Platform and Provider of 

Secure Credentials. 

Core Values 

GPO’s core values defne our character. These values transcend product and market cycles, 

management trends, technological change, and individual leaders. Over the years, GPO 

has developed new product lines, employed new strategies, reengineered processes, and 

signifcantly restructured the organization, yet the core values have remained intact. 

Commitment 

GPO has had the responsibility of Keeping America Informed for over 150 years. It 

continues that long tradition by providing an uncompromised dedication to authentic, 

fast, and reliable service. 

Customer Service 

GPO has a customer-centric approach and has agency-wide procedures, policies, and 

activities in place to ensure we are meeting customers’ needs and exceeding their 

expectations. 

Dependability 

GPO is a trusted source of Federal information and works to deliver quality goods and 

services on time. 

Diversity 

GPO is dedicated to diversity in every aspect of the business. Our commitment to 

diversity helps serve customers better and provides a positive work environment for 

employees. GPO is committed to promoting and supporting an inclusive environment 

that provides to all employees the chance to work to their full potential. 

Integrity 

GPO’s employees believe that honesty and the highest ethics form the cornerstone of 

the organization and create an environment of trust. 

Teamwork 

GPO employees treat one another with dignity and respect and communicate openly. 

GPO’s environment fosters collaboration and innovation while maintaining individual 

accountability. The agency partners with the government and the private sector to 

provide the best value to customers. 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 5 

.

.

.

GPO ORGANIZATION 

EQUAL EMPLOYMENT 

OPPORTUNITY 

Juanita M. Flores 

DIRECTOR 

Davita E. Vance-Cooks 

INSPECTOR GENERAL 

Michael A. Raponi 

CHIEF ADMINISTRATIVE 

OFFICER 

Herbert H. Jackson, Jr 

CHIEF OF STAFF 

Andrew M. Sherman 

HUMAN CAPITAL 

Ginger Thomas 

INFORMATION TECHNOLOGY 

AND SYSTEMS 

Charles E. Riddle, Jr 

SECURITY SERVICES 

LaMont R. Vernon 

PROGRAMS, STRATEGY 

AND TECHNOLOGY 

Richard G. Davis 

CONGRESSIONAL 

RELATIONS 

Andrew M. Sherman 

(Acting) 

PUBLIC RELATIONS 

Gary Somerset 

ACQUISITIONS 

Herbert H. Jackson, Jr 

(Acting) 

CHIEF FINANCIAL OFFICER 

Steven T. Shedd 

STRATEGY ADMINISTRATION FINANCE 

DEPUTY DIRECTOR 

Jim Bradley 

OPERATIONS 

SUPERINTENDENT 

OF DOCUMENTS 

Mary Alice Baish 

PUBLIC ACCESS 

GENERAL COUNSEL 

Drew Spalding 

LEGAL 

OFFICIAL JOURNALS 

OF GOVERNMENT 

Lyle L. Green 

LIBRARY SERVICES AND 

CONTENT MANAGEMENT 

Laurie Hall 

LABOR RELATIONS 

Melissa Hatfeld 

PLANT OPERATIONS 

John Crawford 

PUBLICATIONS AND 

INFORMATION SALES 

SECURITY AND 

INTELLIGENT DOCUMENTS 

Stephen G. LeBlanc 

CUSTOMER SERVICES 

Bruce Seger 

CHALLENGES 

Our vision of transforming GPO to a content-centric operation featuring predominantly 

digital services requires continuing investment, a challenge in this era of continuing fscal 

constraint. Since FY11, GPO has worked hard to reduce expenses, especially the costs for 

overhead, which in previous years had escalated signifcantly. In FY12, GPO conducted 

a buyout that reduced staff levels 15% and resulted in workforce restructuring which 

eliminated several management layers. With additional restrictions on travel, awards, and 

other discretionary expenses, we succeeded in reducing overhead costs to 2008 levels. 

To strengthen GPO for the future, we plan to continue offering an expanded set of services 

for the digital age, preserve the viability of the Federal Depository Library Program, retain 

the production of executive branch printing, improve strategic and human capital planning, 

further consolidate operations, and automate more agency functions. 

The decline in printing government-wide has reduced the amount of work GPO produces 

through our longstanding partnership with the private sector printing and information 

product industry. However, this partnership achieves signifcant savings and effciencies for 

the printing that it continues to produce, and in the process generates private sector jobs 

nationwide. 

GPO has long advocated that where Federal agency printing is required, this partnership is 

the most cost-effective way of producing it. A recent study conducted by the Government 

Accountability Offce (GAO) identifed approximately 80 Federal printing plants still 
6 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

 

		

		

		

		

		

		

		

		

		

		

		

		

 

		

 

		

		

 

in operation. Additional savings for taxpayers can occur if the work these plants are 

producing is transferred instead to GPO’s partnership with the private sector printing and 

information product industry. 

GPO’S STRATEGIC FRAMEWORK 

GPO’s mission is Keeping America Informed as the Offcial, Digital, and Secure source for producing, protecting, preserving, and distributing the offcial publications and information products of the 

Federal Government. 

Strategic Goals 

I. Satisfying Our 

Stakeholders 

A. It’s all About 

the Customer 

n Provide world-class 

customer service n Provide products that 

deliver results 

n Provide education 

opportunities 

B. Open and 

Transparent 

n Provide information 

through print and 

technology 

n Become a leader in 

open government 

C. Enhance Strategic 

Partnerships 

n Strengthen purposeful 

collaboration 

II. Strengthening 

Our Organizational 

Foundation 

A. Right Tools 

n Improve processes 

n Relate technology 

investments with 

business goals 

B. Maintain Fiscal 

Responsibility 

n Ensure continued 

financial stability 

C. Environmental 

Stewardship 

n Implement “green” 

initiatives 

D. COOP Operations 

n Enable continuation of 

essential functions 

III.Offering Products 

and Services 

A. Statutory 

Foundation — 

Title 44 U.S.C 

n Provide missioncritical products and 

services 

B. Secure Federal 

Credentials 

n Meet secure credential 

requirements of 

Federal agencies 

IV. Engaging 

Our Workforce 

Strategic Objectives 

A. Employer of Choice 

n Promote opportunity 

and inclusiveness n Attract and keep highcaliber employees 

GPO implements the spirit of the GPRA Modernization Act of 2010 as a best practice in 

order to strengthen the agency’s strategic planning and performance reporting efforts and 

ensure that all agency operations, investments, priorities, and resources are in support of 

GPO’s mission, vision, and strategic goals. 

This is GPO’s inaugural consolidated Annual Performance Plan and Annual Performance 

Report which will be published annually to document prior fscal year progress and plans 

for performance in the following fscal year. Based on the transition to this new model and 

timeline, this document covers plans for both the remainder of FY15 and FY16. In February 2016, GPO will publish the Annual Performance Plan for FY17 and Annual Performance 

Report for FY15. This document captures the following: 

n	 Strategic goals and objectives- what we plan to achieve to advance our mission. 

n	 Strategies- how we will go about accomplishing our strategic goals and objectives 

based on an in-depth analysis and discussion of internal and external trends and 

challenges. 

n	 Performance information- programs, projects, and initiatives that clearly show 

progress is being made toward accomplishing our goals. 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 7 

STRATEGIC GOAL: I. SATISFYING OUR STAKEHOLDERS 

A. It’s all About the Customer 

Strategic Objective: Develop internal processes and procedures that support an internal 

organizational culture in which exceptional service, delivery, and customer satisfaction are 

encouraged and rewarded. 

n	 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. 

n	 GPO is dedicated to providing products that deliver results and will recognize 

employees who exceed customer expectations. 

n	 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. 

Strategies 

Capturing and Implementing Customer Feedback 

GPO elicits feedback regularly from customers through multiple channels in order to 

gauge GPO service levels as well as customer expectations regarding future service needs. 

Survey results provide specifc areas of focus for improvement that result in action plans 

to effect changes in processes or behaviors. This allows GPO to nurture existing customer 

loyalty and ensure we are meeting evolving customer requirements. Dedicating resources 

to market research will enable GPO to provide the best products and services to our 

customers. Leveraging our nationwide relationships with customers and vendors alike 

can provide unique access to insights into market trends and gaps in order to provide the 

solutions our customers need. 

Streamlining Customer-Facing Processes 

GPO is working to optimize the customer experience by enhancing external facing 

systems, streamlining access points for customer contact with GPO, and ensuring that 

internal processes refect a customer-centric approach. Our goal is to guarantee that our 

customers and stakeholders have a seamless experience from initial contact to ordering, 

billing, and payment. GPO recently established a new division with a focus on developing 

informational resources for billing and payment processes; this assists in timely resolution 

of customer billing inquiries, and improves internal processes to facilitate ease of fnancial 

transactions. 

Providing Total Solutions 

GPO aims to offer customers products and services to support the entire publishing 

lifecycle of tangible and digital information products from concept generation, planning, 

and creative design to production, publication, dissemination, and storage. GPO will work 

to tailor this “total solution” to meet requests effciently and effectively so our customers 

can focus their time on serving the American people. 

Developing Content-Centric Procurement Services and Enhanced Digital Solutions 

GPO operates a variety of procurement vehicles that simplify, streamline, and lower costs 

of the procurement process for Federal agencies. The agency has demonstrated expertise 

in this area for print products, and services are constantly being expanded to include 

a wider array of digital solutions to help Federal agencies cost effectively meet their 
8 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

 

 

information dissemination needs for modern formats and areas of technical expertise. GPO 

is also leveraging existing in-house capabilities, developed for GPO’s own information 

dissemination functions, but now offered as shared services for other Federal agencies. 

Re-Branding GPO as the U.S. Government Publishing Offce 

As the newly renamed U.S. Government Publishing Offce, per P.L. 113-235, GPO is 

positioned to effectively bring about a new level of visibility to the agency’s expanding 

array of products and services that meet the changing information needs of Congress, 

Federal agencies and the American public in the digital age. With a name that aptly refects 

GPO’s transformation, the agency will build and market this new, relevant brand and 

live up to the brand promise as the “Offcial, Digital, and Secure” source for producing, 

protecting, preserving, and distributing the offcial publications and information products of 

the Federal Government. 

Providing Educational and Informational Opportunities 

GPO’s outreach efforts will refect the agency’s transformation from a print-centric to a 

content-centric operation, highlight our innovations and achievements, and equip our 

customers with the knowledge and tools that meet their information needs. GPO aims 

to develop educational opportunities and provide informational resources for Federal 

agencies, vendors, and the FDLP community as an integral partner in helping these 

stakeholders accomplish their missions. GPO’s outreach initiatives will integrate traditional 

channels with a range of digital communication channels to increase awareness of GPO 

programs and services. 

GPO promotes the FDLP, Cataloging & Indexing Program, and their related resources 

through promotional campaigns and social media; and maintains strong communication 

with the FDLP community through targeted outreach efforts including emails, newsletters, 

virtual meetings, social media, and the FDLP.gov website. 

Performance 

Customer Satisfaction Survey- GPO conducted a Customer Satisfaction Survey in 2014 

to solicit feedback from customers about products, services, and programs; the costeffectiveness of services; and satisfaction with GPO’s website and employee customer 

service. The fndings from this survey are used to inform daily interactions with customers, 

address desired service enhancements, identify new business opportunities, and develop 

plans to continuously improve performance. Key fndings included: 

n	 91 percent of customers are satisfed with overall service from their primary GPO 

location. 

n	 90 percent of customers are likely to recommend GPO to a colleague. 

n	 90 percent of customers say they do not believe they can beat or match GPO pricing. 

Based on analysis of the overall survey results, GPO has implemented a formal and 

actionable plan designed to identify and deliver new and improved procurement solutions 

along with enhanced consulting and communication methods to meet or exceed the everchanging needs of our customers. The opportunity areas for improvement were identifed 

as: procurement process, billing, and communication and outreach. Within each of these 

areas of focus, GPO will be taking actions to directly address customer feedback from the 

survey. Specifc initiatives that address customer feedback include: 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 9 

n	 Automated Procurement System- This project will replace legacy systems with an 

integrated and robust online procurement system which will include online ordering, 

enhanced customer communications, and improved vendor invoicing processes. 

n	 Financial Document Repository- GPO began work in FY14 to develop and release a 

document repository to provide customers with access to ordering documents such as 

the Standard Form 1 which is the basic form that Federal customers use to requisition 

printing, binding, and related services from GPO. 

n	 GPO.gov Website Redesign- In order to respond to changes in customer needs, usage 

patterns— including an increase in mobile internet use—GPO launched an effort in 

FY14 to redesign the agency’s public website at www.gpo.gov. 

n	 Simplifed Purchase Agreement (SPA)-The SPA is GPO’s streamlined printing 

procurement vehicle. Based on customer feedback, in FY14 GPO added products and 

services to the proposal form and developed an enhanced real-time online database 

with sorting capabilities for SPA vendors and authorized agency users. Learn more about 

the SPA program at http://www.gpo.gov/customers/spa.htm. 

Enhanced Customer Solutions 

eBooks- As a one-stop shop for eBook design, conversion, and dissemination, GPO’s 

presence in the eBook market continues to grow. We now have agreements with Apple, 

Google’s eBookstore, Barnes & Noble, OverDrive, Ingram, Zinio, and other online vendors 

to make popular government titles such as the Financial Crisis Inquiry Report available as 

eBooks. Learn more about eBooks available at http://bookstore.gpo.gov/ebooks. 

FDsys Digital Content Solutions- GPO’s Federal Digital System (FDsys) is available as a 

shared platform for information delivery for Federal entities on a cost recovery basis. 

These services include ingest of agency content into FDsys (including preservation, 

authentication, and public search and display); content organization; and metadata, access 

fle, bulk data, and package creation. GPO is working to expand the provision of these 

services. 

Since 2009, GPO has applied digital signatures to PDF documents on FDsys and in FY14 

enabled an automated process to provide the application of digital signatures to PDFs as 

a shared service for Federal agencies. These visible digital signatures, viewed through the 

GPO Seal of Authenticity, verify document integrity and authenticity and provide end-users 

with assurance that an electronic document has not been altered since dissemination. 

Providing these services to other Federal agencies through a cost-recovery model offers 

an opportunity to leverage the FDsys platform consistent with our strategy to create a 

program of reimbursable services for agencies to help manage their life cycle information 

requirements. Learn more about FDsys at www.fdsys.gov. 

On-Site Document Solutions- GPO is working to enhance services to assist customers 

with compliance on mandates to go digital through the 951-M contract vehicle for on-site 

document solutions including consultation, scanning/digitizing, archiving, and storing 

documents and email fles. The 951-M contract is a comprehensive government-togovernment solution with services designed specifcally for Federal agency professionals 

responsible for in-house copying, document management, and printing resources. Learn 

more about GPO’s on-site document solutions at www.gpo.gov/customers/onsite_index.htm. 

Web Development Services- GPO provides web development services through Creative 

Services, GPO’s creative design service for the Federal community that provides publication 
10 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

design, branding and identity, exhibit graphics, video, multimedia, photography, and 

security design. In FY14, GPO developed a procurement strategy for securing skilled 

contractor resources which will enable GPO to scale up website design services that can be 

executed for Federal agency customers. Learn more about Creative Services at 

www.creativeservices.gpo.gov. 

Educational and Informational Initiatives 

Depository Library Council (DLC) Meeting and Federal Depository Library (FDL) ConferenceThis annual event is an opportunity for members of the FDLP community to meet and 

interact with the Public Printer, Superintendent of Documents, and GPO staff, and 

participate in educational and agency training. Approximately 250 attendees gathered at 

GPO, along with 300 virtual attendees, from April 30-May 2, 2014 for the 2014 DLC Meeting 

and FDL Conference. 

Also in 2014, GPO replaced the annual Interagency Depository Seminar with the New 

Depository Librarian’s Institute, a pre-conference workshop held the day before the spring 

DLC Meeting & FDL Conference. Designed to inform new depository library staff members 

about FDLP program requirements, about 50 onsite and nearly 60 virtual participants 

attended. 

In FY15 and FY16, GPO will continue to facilitate the DLC Meeting and FDL Conference 

including the pre-conference educational event for new depository librarians. Virtual 

attendance will be offered via an eLearning platform. GPO will also host an annual allvirtual Depository Library Council Meeting. Recordings and transcripts from the 2014 

virtual meeting can be viewed on www.fdlp.gov. Learn more about FDLP events and 

conferences: http://www.fdlp.gov/about-the-fdlp/events-and-conferences. 

FDLP Training- GPO provides educational opportunities aimed at informing and educating 

the Federal depository library community about Federal Government information 

resources, assisting Federal depository libraries in better serving their communities, and 

advancing government information literacy. GPO provides training specifcally for FDLP 

coordinators, including the development of guides, manuals, and training webinars for 

coordinators to access and view on the FDLP.gov website. 

In FY14, GPO: 

n	 Presented 50 live webinars, 7 recorded webcasts, and 4 live classroom sessions related 

to Federal Government information and GPO’s Federal Digital System (FDsys); 

n	 Hosted 21 other Federal agencies and depository libraries to present their expertise 

through GPO’s eLearning platform; and 

n	 Worked with the Depository Library Council and the FDLP community to develop the 

FDLP Academy, a training resource portal prototype for use as a collaborative resource 

among depositories. 

Plans for the FDLP Academy in FY15 and FY16 are to: 

n	 Expand offerings to the FDLP community to include more webinars, webcasts, and 

training resources; 

n	 Present the Interagency Depository Seminar once every other year as part of FDLP 

Academy offerings; 

n	 Launch and maintain the FDLP Training Assistance Center, a training resource portal for 

use by the FDLP community as a collaborative tool; and 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 11 

n	 Launch and maintain a targeted training program for FDLP coordinators, including 

webinars, tools, and resources. 

Interested communities can learn more about the FDLP Academy at 

http://www.fdlp.gov/about-the-fdlp/fdlp-academy. 

The Institute at GPO- GPO offers educational opportunities for Federal publishing and 

printing professionals through the Institute at GPO. Courses refect the changing face of 

agency needs to communicate effectively with a broad range of audiences using a variety 

of channels. 

In FY15 and FY16, GPO will increase the number and type of online training opportunities 

through the GPO Institute with more emphasis on utilizing GPO subject matter experts to 

facilitate training. Learn more about the Institute at GPO at http://www.gpo.gov/customers/ 

theinstitute.htm. 

Integrated Digital Marketing Pilot- In FY14, GPO launched a pilot to utilize an integrated 

marketing approach for fostering greater awareness of GPO’s products and services. By 

leveraging all available digital tools in a coordinated effort with traditional channels, this 

pilot will generate a meaningful body of experience to gauge the relative effectiveness of 

various elements of the outreach program. 

The Online Paper Store (GPO’s web-based online system for Federal entities to order 

environmentally friendly, xerographic copier paper) was the frst service promoted through 

the pilot and in FY15 and FY16, the pilot will be expanded for additional products and 

services including GPO Quality Control, GPO Warehousing and Distribution Services, 

GPOExpress, and Transitioning from Print to Digital. View recorded webinars at http://

www.gpo.gov/customers/marketing/ondemandtraining.htm. 

B. Open and Transparent 

Strategic Objective: Build on GPO’s ongoing commitment to an open and transparent 

government. 

n	 GPO will continue to provide authentic information to the American public through a 

variety of print and technology vehicles effciently and securely. 

n	 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. 

Strategies 

Enhancing Access to Content 

Open government means more than just making information available; it also means 

ensuring the content can be used in the most convenient and useful way. As a primary 

government transparency agency, GPO is implementing tools and services for depository 

libraries and the public that enhance access to government information and resources. 

GPO is creating an Information Technology Strategy and Implementation Plan for the 

Federal Depository Library Program (FDLP) with the goal of deploying new technologybased services to provide streamlined services for the FDLP community and enhanced 

access for the public. 
12 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

Increasing Content Available 

Federal content is increasingly born-digital, living online and never printed or preserved. 

As part of the agency’s core and historic mission of Keeping America Informed, GPO 

continuously works to capture the ever growing amounts of this content to ensure its 

availability to the American public in perpetuity by increasing the amount of content 

managed, preserved, and made publicly and freely available in many different formats. This 

includes print, digitized, and born-digital content in formats ranging from PDF and HTML 

to MP3 and XML. 

Supporting the Digital Government Strategy 

GPO is well positioned, particularly through content and service offerings of the Federal 

Digital System (FDsys), to leverage our strengths and capabilities in assisting Federal 

agencies in meeting the requirements of the Federal Digital Strategy. This includes 

capabilities to provide content in structured formats with associated metadata, enhance 

accessibility, permanence and repurposing abilities of content, make data available in XML 

format for bulk download, and securely manage electronic Federal content to safeguard 

digital content integrity and authenticity. By focusing upon the concepts of interoperability 

and reuse, GPO is at the forefront of electronic information sharing between Federal 

Government agencies. 

Developing User-Focused, Mobile-Friendly Websites and Systems 

By actively and continuously capturing and implementing user feedback, GPO will ensure 

that our electronic information delivery systems are developed from a user perspective. 

GPO will continue to optimize our digital properties for a range of devices as our users 

increasingly access digital information from mobile devices. 

Performance 

Digitized Content- Since 2011, GPO and the Library of Congress (LC) have partnered to 

provide access through FDsys to digitized historical content, beginning with the United 

States Statutes at Large (1951 to 2002). In FY14, this collaborative effort continued by 

launching a project to digitize and make available the bound Congressional Record from 

1873 to 1998. This project is ongoing into FY15 and FY16. 

Electronic Code of Federal Regulations (eCFR) 2.0 Point-in-Time System- The eCFR is a 

regularly updated, unoffcial editorial compilation of CFR material and Federal Register 

amendments produced by the National Archives and Records Administration’s Offce of the 

Federal Register (OFR) and GPO. In FY14, GPO and OFR began development for point-intime functionality that will allow users to view a version of regulations as they existed on a 

specifed date, in addition to the current version. Visit eCFR at www.ecfr.gov. 

FDLP eBook Program- In FY14, GPO launched a program to give free access to eBook titles 

using GPO’s Catalog of U.S. Government Publications (CGP). Users can download GPOprovided fles of eBooks free of charge for use on various eBook reading devices; the effort 

supports GPO’s goal to expand and provide greater access to U.S. Federal Government 

content. The frst release included approximately 100 titles, and GPO continues work with 

Federal agencies to make new titles available each month. Learn more about the eBook 

titles available at http://www.fdlp.gov/project-list/ebooks-at-gpo. 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 13 

Federal Digital System (FDsys) 

FDsys is a content management system, preservation repository, and public website 

providing free online access at www.fdsys.gov to offcial Federal Government publications 

in multiple formats that includes digitized historical content and numerous serial 

publications that are updated on a daily basis. GPO continues to expand the amount of 

content available through FDsys and develop enhancements to the system functionality. 

In FY14, FDsys achieved a milestone of one billion retrievals of content. Also in FY14 

“Getting to Know the President,” published by the Central Intelligence Agency, became the 

frst audio book available on FDsys. FY14 efforts primarily focused on three key initiatives: 

development of the Next Generation FDsys website, addition of XML bulk data sets, and 

support of the expanding U.S. Courts Opinions collection. 

n	 Next Generation FDsys- GPO will launch a redesigned Next Generation FDsys website 

in beta in Fall 2015. NextGen FDsys functionality will greatly enhance the way 

stakeholders can interact with FDsys, strengthening GPO’s position as the central 

location for access to Federal Government information. 

In addition to a redesigned, mobile-friendly website, NextGen FDsys will include: 

n	 improved navigation based on extensive user feedback and usability testing; 

n	 implementation of a new open-source search engine running on modern hardware; 

and 

n	 enhanced functionality that links related documents together, making it easier for 

users to navigate quickly to relevant content. Related documents connect information 

together within the various legislative and rulemaking processes without the need for 

users to do separate searches. 

Through an iterative development approach based on Agile methodology, GPO has 

incorporated user feedback throughout the process and will continue to gather and 

implement user feedback with the public beta release of NextGen FDsys in FY15. 

n	 XML Bulk Data- Providing data as bulk XML enables a “one-click” download of large 

sets of XML fles as opposed to downloading each fle individually. XML bulk data 

fosters easier reuse and repurposing of data for mobile web applications, data mashups, 

and other analytical tools by third party providers, which contributes to openness and 

transparency in government. 

In FY14, GPO added Privacy Act Issuances (2013) and House Bill Summaries (113th and 

114th Congresses) to the FDsys XML Bulk Data Repository to the existing data sets. In 

FY15 and FY16, GPO plans to expand the XML bulk data offerings with the addition of 

Senate Bills, Senate Bill Summaries, House and Senate Bill Status, and Electronic Code 

of Federal Regulations (eCFR) bulk data. Visit the FDsys XML Bulk Data Repository at: 

www.gpo.gov/fdsys/bulkdata. 

n	 U.S. Courts Opinions Collection- GPO has an ongoing partnership with the 

Administrative Offce with the U.S. Courts (AOUSC) to provide public access through 

FDsys to opinions from selected United States appellate, district, and bankruptcy courts. 

In FY14 opinions from the United States Court of International Trade were added to the 

collection. 
14 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

 

Next Generation Integrated Library System (ILS)- In FY14, GPO began evaluating new 

functionality for a next generation ILS in order to ensure that the system continues to meet 

the expectations of the Federal Depository Library Program and anyone searching for 

Federal Government information. 

Social Media- GPO maintains a presence on Facebook, YouTube, Twitter, Pinterest, 

LinkedIn, and through the popular Government BookTalk Blog. 

n	 Facebook (www.facebook.com/USGPO) – More than 4,000 likes 

n	 YouTube (www.youtube.com/user/gpoprinter) – More than 400 subscribers and 60 videos 

n	 Twitter (http://twitter.com/usgpo) – More than 5,000 followers and 1,400 tweets 

n	 Pinterest (www.pinterest.com/usgpo) – More than 400 followers and 400 pins 

n	 LinkedIn (www.linkedin.com/company/u.s.-government-printing-offce) – Almost 2,000 

followers 

n	 Government BookTalk Blog (http://govbooktalk.gpo.gov) – More than 2,300 followers 

In FY15, GPO added Instagram (http://instagram.com/usgpo) to the list of social media 

platforms in our continual effort to improve sharing and communicating government 

information with the public. 

C. Enhance Strategic Partnerships 

Strategic Objective: Enhance strategic partnerships to gain fexibility, build effective 

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

n	GPO will 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 processes to ensure mutual support 

and growth for customers and employees. 

n	GPO will continuously work on strengthening purposeful collaboration with internal 

and external customers that will create more effcient and effective programs and 

processes. 

Strategies 

Establishing Partnerships for Collaboration 

GPO seeks to increase effciencies across government through knowledge sharing and 

exchange of ideas and best practices with the community through white papers, panel 

discussions, keynotes, and working groups. GPO collaborates with a number of other 

Federal agencies on solutions that enable both agencies to better meet their missions. 

Performance 

Digital Public Library of America (DPLA)- In FY14, GPO partnered with the DPLA to increase 

public access to the government information that GPO makes available through the 

Catalog of U.S. Government Publications (CGP). Through the partnership, nearly 150,000 

records from GPO’s CGP were made accessible through the DPLA website, increasing the 

discoverability of and access to Federal Government information for the American public. 

View GPO’s records at http://dp.la or http://catalog.gpo.gov. 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

Federal Depository Library Program (FDLP) Strategic Partnerships- GPO strives to develop 

strategic partnerships through the FDLP with Federal agencies, Federal depository 

libraries, and other entities to increase access to Federal publications and services, reduce 

duplication of digital initiatives, safeguard historical government documents, and preserve 

print collections. These partnerships include cataloging, digitizing, and preserving tangible 

copies of government publications and support efforts to increase public access to 

digitized collections of high value to the American public. 

In FY14, GPO signed two new partnership agreements: 

1) With the University of North Texas for permanent public access to their digital 

U.S. Government collections; and 

2) With the University of Colorado for cooperative cataloging of their tangible 

U.S. Geological Bulletin and Bureau of Mines Report of Investigations; 

And extended two additional partnerships: 

1) With St. Mary’s University for access to their government information on the 

Web Subject Index; and 

2) With the University of Iowa to allow for the exchange of Dublin Core records 

for the government poster collection that GPO will convert to MARC records. 

Learn more about FDLP partnerships at http://www.fdlp.gov/about-the-fdlp/partnerships. 

Interagency Council on Printing and Publications Services (ICPPS)- GPO hosts, and is an 

active participant of, the ICPPS, which facilitates a cooperative relationship between 

Federal organizations and GPO in efforts to strengthen the Federal Printing Program. 

In FY14, GPO re-launched the ICPPS and continues to work with leadership to broaden 

the base of members and increase active participation by developing enhanced meeting 

content that is timely and relevant to agency publishing pressures and needs. Learn more 

about the ICPPS at www.gpo.gov/customers/updates.htm. 

15 
16 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

II. STRENGTHENING OUR ORGANIZATIONAL FOUNDATION 

A. Right Tools 

Strategic Objective: Anticipate, plan and equip GPO to provide products and services to 

customers. 

n	 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 technologies to ensure that solutions are scalable, available, cost-effective, and 

secure. 

n	 Technology investments will be in direct relationship with GPO’s business goals, 

resulting in excellent customer service, strong partnerships, secure infrastructures, and 

cost-effective performance. 

Strategies 

Adhering to Industry Standards 

GPO sustains a variety of certifcations in a dedicated effort to conduct operations 

effectively and in line with industry best practices and standards. 

Advanced Manufacturing 

GPO relies on a balanced approach when investigating next generation technologies for 

production operations. This practice applies to the identifcation of the appropriate niches 

for digital and high-effciency offset printing, including a cost/beneft analysis of the 

effectiveness, effciency, and dependability of the technologies. 

Expanding our Enterprise Architecture Program 

GPO is working to enhance our enterprise architecture program as an essential tool for 

effectively and effciently engineering business practices, implementing and evolving 

supporting systems, and transforming the agency. GPO’s Technical Change Control Board 

evaluates and monitors proposed changes to the technical environment in an effort to 

standardize technologies used throughout the agency. 

Implementing Cloud Technologies 

GPO is expanding the use of Cloud solutions for collaboration, data storage, and hosting. 

Intelligent Information Technology Outsourcing 

GPO utilizes contracted staff to augment and support various functions that require 

specialized skill sets necessary to support GPO’s IT functions. 

Modernizing Legacy Applications 

GPO is working to modernize legacy applications to ensure application support and 

improve system capabilities. This includes a migration of legacy mainframe applications 

and business logic “as-is” to a more modern platform. Moving away from outdated 

technologies will ensure continuity and improve system capabilities. 

Performance 

Certifcation Initiatives 

Federal Digital System (FDsys) Certifcation as a Trustworthy Digital Repository- GPO 

is preparing to become the frst Federal agency to be named as a Trustworthy Digital 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 17 

Repository for government information through certifcation of FDsys under ISO 16363. 

The Audit and Certifcation of Trustworthy Digital Repositories (TDR) checklist will be 

used by an accredited outside organization to assess FDsys against 109 criteria covering 

areas of Organizational Infrastructure, Digital Object Management, and Infrastructure and 

Security Risk Management. 

ISO 9001 Certifcation of Secure Production Facilities- In FY14, both of GPO’s secure 

production facilities, in Washington, D.C. and Stennis, M.S., were audited and evaluated 

by an outside third party auditor and recertifed as ISO 9001 compliant. The ISO 9001 

standard is recognized around the globe for excellence in production, quality and process 

improvements. 

ISO 28000 Certifcation for Security Management- In FY15, GPO plans to begin the process 

of conducting an internal audit in preparation of ISO 28000 certifcation, which specifes 

the requirements for a security management system, including those aspects critical to 

security assurance of the supply chain. 

Plant Certifcations- GPO’s plant sustains best-in-class industry certifcations such as: 

n	 IDEAlliance’s G7 Master Printer [GRACoL Proof, Digital Offset and Sheet-fed Offset 

Printing]; 

n	 ISO3664:2009 Certifcation for Graphic Arts Industry Color Viewing Standard; and 

n	 Certifed Institutional Member of the Library Binding Institute for compliance with 

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

Internal Infrastructure and Technology Initiatives 

Arrival Tracking System- In FY14, GPO completed deployment of an upgraded PitneyBowes arrival tracking system used to track deliveries of printed materials to Congressional 

offces. 

Bar-code Inventory Tracking System- GPO is implementing a digital system to control paper 

and production materials from end-to-end during manufacturing operations. The new 

system will reduce costs by replacing an intensively manual process. 

Composition System Replacement (CSR)- GPO is replacing a 30-year old locator-based 

composition system known as MicroComp with a state-of-the-art composition tool that 

is based on the Extensible Markup Language (XML) data standard. CSR will match the 

typographical style and page layout of current printed publications and also support 

enhanced search, retrieval, data formats, and repurposing of data. The system will include 

the necessary technology and business practices to enable GPO to replace or integrate all 

existing discrete applications, utilities, and processes currently used by GPO and its users 

to compose and create fles optimized for printing and access of select Congressional and 

Federal agency publications. 

Data Center Consolidation and Migration- GPO is undergoing a modernization project 

to update the GPO data center environment to meet current and future technology 

requirements. IT continues to strive toward increased effciency through consolidation, 

virtualization, and relocation. In an effort to reduce costs and improve effciency and 

service to its constituent organizations, GPO is considering ways to improve daily 

operational performance, provide best response for COOP conditions, reduce the agency’s 

overall data center footprint, operational expenditures and environmental maintenance 

costs, and maximize support capabilities. 
18 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

 

 

GPO Business Information System (GBIS) R12 Upgrade- GPO Business Information System 

(GBIS) supports various aspects of GPO’s administrative functions. GBIS is based on the 

state-of-the-art Oracle Commercial off-the-Shelf (COTS) software. The COTS package has 

been incrementally confgured to meet GPO’s business requirements through a series of 

systems integration projects for more than a decade. The current version, Release 11i, is 

reaching its end of life support effective December 2015 and GPO has initiated planning 

for upgrading GBIS to the latest code base Release 12 (R12). 

High-Speed Digital Inkjet- GPO is in the process of acquiring a Monochrome HighSpeed Web Inkjet Press to meet printing needs of stakeholders at reduced cost and with 

signifcantly reduced waste. GPO plans to be able to acquire and implement the inkjet 

press by early FY16. 

Legacy System Upgrades- The modernization of GPO’s legacy systems will continue 

through FY17. 

Manufacturing Workfow System (MWS) and Manufacturing Execution System (MES)- GPO is 

implementing a new MWS that will plan and monitor work throughout the manufacturing 

process and reduce operating costs. The MES is a new application to enable job parameters 

generated in the MWS to be downloaded electronically to machines on the production 

foor. This approach will replace most of the manual-intensive paper jacket routing 

presently used by GPO. A component would also be able to capture real-time machine data 

and leverage the data to maximize operational performance. 

Offce 365 Implementation- GPO moved the agency’s email to the cloud using Microsoft 

Offce 365. This transition helped to simplify and strengthen the agency’s IT infrastructure. 

Offce 365 provides GPO customers with more features such as a larger mailbox size, 

increased email archiving, anti-spam and malware services, collaboration tools and online 

meeting capabilities. 

Vehicle Fleet Tracking System- Consistent with industry leaders, GPO uses GPS tracking 

devices on feet vehicles to study and optimize routes and provide real-time utilization. 

B. Maintain Fiscal Responsibility 

Strategic 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. 

Strategies 

Reducing Costs and Controlling Overhead 

GPO continuously monitors and controls overhead costs and operating expenses, and 

manages investments and the overall agency budget through a Strategic Investment 

Committee that discusses, evaluates, and approves agency spending. 

Tracking Performance 

GPO has recently instituted more robust performance tracking methods across the agency 

that adhere to the spirit of the Government Performance and Accountability Act. The 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 19 

agency will continue to ensure all operations, investments, priorities, and resources are in 

support of our overall mission, vision, and strategic goals, and have measures in place to 

track performance, ensuring accountability across the board. 

Lean Manufacturing 

Implement lean manufacturing techniques to streamline and simplify operations 

throughout the business unit, especially using 5S methodology. (This methodology refers to 

workplace organization, effciency, and effectiveness. Five Japanese “S” words translated to 

English describe the process: Sort, Set in Order, Shine, Standardize, and Sustain.) The Lean 

Manufacturing philosophy focuses on preserving value with less work and emphasizes 

the reduction of the seven unnecessary wastes including: unnecessary transportation, 

inventory, motion, waiting, over-processing, overproduction, and defects. 

Leveraging Physical Space 

The transition of the agency from a print-centric to a digital content-centric operation has 

provided an opportunity for GPO to lease space in our prime location on North Capitol 

Street to other organizations and also to evaluate and optimize other GPO-owned facilities. 

Performance 

Print Performance Ratios- GPO benchmarks fnancial performance of our printing 

operations based on applicable National Association of Printing Leadership (NAPL) 

Management Plus Ratios and seeks to ensure a positive net income. 

C. Environmental Stewardship 

Strategic Objective: Continue to integrate the application of environmental values into 

GPO processes and support environmental stewardship through effective implementation 

of “green initiatives.” 

n	 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, and reducing GPO’s carbon 

footprint and will provide Federal customers with environmentally friendly printing 

alternatives. 

n	 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. 

Strategies 

Reducing our Environmental Footprint 

GPO strives to reduce our environmental footprint from implementation of employee 

recycling and environmental awareness programs internally to measures taken in our plant 

to ensure environment-friendly and sustainable operations. 

Implementing Green Initiatives 

GPO will continue to integrate the application of environmental values into GPO processes 

and support environmental stewardship through effective implementation of “green 

initiatives”. 
20 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

Performance 

Asbestos Initiatives- In FY14, GPO trained over 1,000 employees on asbestos, completed 

three asbestos removal projects, and completed one asbestos encapsulation project. An 

asbestos tracking database was developed to assist in monitoring the status of asbestos. 

In FY15, GPO will continue to monitor and remove any asbestos that poses a risk to the 

environment and GPO employees by using the tracking database to evaluate the rate of 

deterioration and potential risk. 

External Environmental Audits- In FY14, the District Department of the Environment 

(DDOE) Air Quality Division Permitting Branch reviewed GPO’s sources of air emissions 

as part of the permitting process. DDOE permits include conditions intended to minimize 

emissions of air pollutants and ensure proper operation of the regulated sources. 

Internal Environmental Initiatives- In FY14, GPO implemented new policies and procedures 

covering recycling and asbestos to improve the agency’s compliance process with Federal 

and local environmental regulations, and promoted environmental awareness internally 

through employee communication channels. 

Sustainable Green Printer- GPO’s plant maintains certifcation as a Sustainable Green 

Printer by the Sustainable Green Partnership (SGP) and integrates environmentally friendly 

values into processes and supports environmental stewardship through fscally responsible 

and effective implementation of green initiatives. Built on three pillars, economic, societal 

and environmental, SGP’s certifcation attests to GPO’s commitment to sustainability and 

environmental, health, and safety compliance. 

Zero Make Ready (ZMR) Press- GPO acquired a ZMR press in FY14 which will reduce waste 

and support GPO’s dedication to sustainable and environmentally friendly operations. In 

FY15, GPO plans to reduce total paper waste by fve percent during the operation of the 

ZMR press compared to the same interval in FY14. 

D. Continuity of Operations (COOP) 

Strategic 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 printing and information 

product operations for Congress, Federal agencies, and the public in the event of a national 

security or isolated emergency affecting GPO facilities in Washington, D.C. 

Strategies 

Continuity of Operations (COOP) Planning 

Comprehensive planning is an essential element to an effective COOP operation and GPO 

will continue to develop appropriate plans to provide for the continuation of essential 

functions and operations during a wide range of all-hazards emergencies. 

Performance 

COOP Exercises- GPO conducts periodic exercises to ensure that the continuity plan 

is capable of supporting the continued execution of the agency’s essential functions 

throughout the duration of a continuity event. 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 21 

III. OFFERING PRODUCTS AND SERVICES 

A. Statutory Foundation 

Strategic 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. 

Strategies 

Developing a National Plan for the Federal Depository Library Program (FDLP) 

The Superintendent of Documents has made developing a National Plan for the FDLP a 

priority. Based on extensive fndings from a comprehensive survey of Federal depository 

libraries, the FDLP Forecast Study, GPO aims to create a sustainable future for the 

American public’s discovery and access to U.S. Government information through cultivation 

of a national plan for shaping the future of the FDLP. Implementation of the FDLP Forecast 

Study ensures the future FDLP is based on a shared vision between GPO and Federal 

depository libraries. 

Incorporating Missing and Historic Records to the Catalog of Government Publications (CGP) 

The Cataloging & Indexing Program (C&I), U.S.C. Title 44, Sections 1710 and 1711, 

aims to provide a comprehensive index of every document issued or published by a 

department, bureau, or offce not confdential in character. GPO provides public access 

to this index through the online bibliographic records that are contained in GPO’s CGP. 

The identifcation and creation of online bibliographic records for new U.S. Federal 

Government documents, in all published formats, is accomplished through daily operations 

at GPO and separate efforts as necessary. 

Expanding Technology in our Publication Sales Program 

Once only available for sale at our brick and mortar bookstore at GPO headquarters in 

Washington, D.C., GPO also provides offcial Federal information for public sales through 

our online bookstore. As technology capabilities have further expanded, GPO has explored 

additional channels, formats, and effciencies for the sale of publications in addition to the 

traditional print format. 

Meeting Evolving Congressional Needs 

To produce congressional products under the close guidance and control of the House 

of Representatives and the Senate is why GPO was originally established, and this work 

continues as the agency’s primary mission. GPO is currently operating with the smallest 

workforce of any time in the past century, yet output for Congress has expanded to 

include both print and multiple digital formats, with a vastly superior ability to reach a 

larger portion of the public than ever before. Congress relies on GPO to prepare and post 

Congressional publications increasingly online as demand for printed copies declines. 

Additionally, GPO is working with Congress to make various publications, including 

Women in Congress, Black Americans in Congress, and the upcoming Hispanic Americans 

in Congress, available as eBooks. 

Performance 

Agency Rebranding- GPO’s renaming through statutory change and the subsequent 

rebranding efforts will better convey the agency’s range of services to Congress, Federal 

agencies, and the public. 
22 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

Congressional Billing and Reporting Process- In FY14, GPO began a business process 

analysis of the Congressional billing and reporting process. Recommendations were 

developed based on this analysis. 

Federal Depository Library Program (FDLP) Consulting and Compliance Services- In 

accordance with Title 44 U.S.C. §1909, GPO conducts Public Access Assessments to review 

Federal depository operations and conducts Biennial Surveys of Depository Libraries to 

assess conditions in Federal depository libraries. 

National Bibliographic Records Inventory Initiative (NBRII)- The NBRII endeavors to provide 

an online bibliographic record or serial holding record for those historic materials that are 

not currently captured in the Catalog of Government Publications (CGP). These records 

include: 

n	 Fugitive U.S. Government publications (Fugitive documents are those documents from 

the U.S. Government that are of public interest or educational value, and not classifed 

for reasons of national security, which have not been acquired for distribution to 

Federal depository libraries or disseminated through the CGP) with a focus on pre1976 titles not in the CGP; 

n	 Older documents where bibliographic records only exist in a non-electronic format, for 

example 3x5 catalog cards, or other paper bibliographic record, such as the Monthly 

Catalog; and 

n	 Materials that were previously cataloged with minimal information that require critical 

record enhancement. 

Through cooperative cataloging efforts with depository libraries and others, GPO added 

the following to the CGP in FY14: 

n	 University of Montana: 751 records for U.S. Forest Service publications were enhanced. 

n	 University of Florida: 1,653 records for digital versions of National Recovery 

Administration publications created and the same number of records for the tangible 

versions were enhanced. 

n	 University of Iowa: 1,455 Dublin Core records for Federal posters were converted to 

MARC21 and enhanced. 

n	 University of North Texas (UNT): Records were created or updated for 6 UNT 

collections of digital publications. 

During FY14, GPO completed the following through record conversion projects: 

n	 41,500 serial issues were checked into the CGP. 

n	 1895 and 1898 volumes of the Monthly Catalog were transcribed; 9,681 MoCat records 

are now available. 

n	 Over 18 shelfist drawers were transcribed with authority work completed as well; 

157,611 shelfist records are now available. 

Learn more about the NBRII at http://www.fdlp.gov/project-list/national-bibliographicrecords-inventory-initiative-nbrii. 

National Plan for the Federal Depository Library Program (FDLP)- In FY14, GPO completed 

the analysis of results from the FDLP Forecast Study, an effort that queried Federal 

depository libraries about their pressing issues, goals, and viewpoints, and asked them to 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 23 

identify initiatives and needs. The fndings were presented to the FDLP community at the 

DLC Meeting & FDL Conference in spring 2014, and all Data Reports and Working Papers 

(showing results and analyses) were completed and posted to FDLP.gov. 

Based on the results of the Forecast Study, GPO is developing a National Plan for the 

Future of the FDLP, elements of which were presented at the spring 2014 conference. GPO 

has also proposed a comprehensive Preservation Plan and is launching pilot projects to 

test the feasibility of elements from the plan. Learn more about the Forecast Study and the 

National Plan at http://www.fdlp.gov/project-list/fdlp-forecast-study. 

Online Bookstore- Continuous efforts are being made by GPO to optimize online content 

for discovery by search engines and efforts also are underway to update the Online 

Bookstore to make it more compatible with mobile devices. Visit the online bookstore at 

http://bookstore.gpo.gov. 

Print-on-Demand- GPO is working to support the migration of products in GPO’s 

Bookstore to print-on-demand, in order to open new market opportunities for Federal 

publications and create broader exposure to a network of academic, library, and retail 

customers. In FY14, GPO saved more than a million dollars on inventory costs through 

increased use of print-on-demand and just-in-time printing, and signed print-on-demand 

agreements with Amazon and OnDemand Books. 

Web-Based Application to Update the Distribution of Publications- GPO created an easy to 

use web-based application for Senate and House offces to update the distribution of the 

publications they receive, including the Congressional Record and Federal Register. This 

application is available at http://www.gpo.gov/gpo/search/beginPublication.action. 

B. Secure Federal Credentials 

Strategic Objective: Provide the capability to meet the secure Federal credential 

requirements of Federal agencies. GPO plays a vital role in the security programs of our 

customers and our Nation. 

GPO produces the latest-generation electronic passports for the Department of State 

(DOS). 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. 

Strategies 

Supporting Credentialing Requirements 

Since 2008, GPO has served as an integrator of secure identifcation smart cards to support 

the credentialing requirements of Federal agencies and other government entities. Our 

secure credential unit has been certifed by the General Services Administration (GSA) as 

the only government-to-government provider of credentials meeting the requirements of 

Homeland Security Presidential Directive 12 (HSPD-12). 
24 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

A major document that GPO produces is the U.S. passport for the Department of State, 

which we have been responsible for since 1926. At one time no more than a conventionally 

printed document, the U.S. passport, since 2005, has incorporated a digital chip and 

antenna array capable of carrying biometric identifcation data. With other security printing 

features, this document – which we produce in Washington, DC, as well as at a secure 

remote facility in Mississippi – is now the most secure identifcation credential obtainable. 

Extending Smart Card Production Capabilities 

GPO has added secure card manufacturing to the list of capabilities with the addition of 

digitally enhanced equipment and updated IT systems. The Stennis Secure Production 

Facility remains a fully operational Continuity of Operations site for passports, card 

manufacturing, and card personalization. 

Performance 

Next Generation Passport Program (NGPP)- GPO is working with the U.S. Department of 

State on development of the Next Generation Passport. GPO and the State Department are 

partnering to share technology, scientists, designers, and materials experts, and together we 

will create an advanced technology passport booklet that will once again be recognized as 

the world’s most respected travel credential. GPO will play a key role in the development 

of the fnal design; construction and security features found in the Next Generation 

Passport and will ensure that the right equipment, trained personnel, and processes are in 

place to support the Department of State’s Next Generation Passport goals. 

In FY14, activities included developing program plans, product development, concept 

testing and evaluations, inter-agency and intra-agency meetings, budgeting, scheduling, and 

technology upgrades. In FY15 GPO will continue to acquire, install, and make operational 

new equipment that directly supports the Next Generation Passport Program, and begin 

polycarbonate datapage production, which is a new addition to the Next Generation 

Passport. In FY16, as directed by the State Department, GPO will begin production of the 

passport booklets for the NGPP. 

Smart Card Products- In FY14, GPO acquired additional smartcard equipment, facilities, 

and personnel to support the growing business requirements, and launched two new card 

programs producing the Department of State Border Crossing Card and the Department of 

Homeland Security Transportation Worker Identifcation Credential. GPO is also working 

on the acquisitions process to obtain raw materials more strategically. 

Study Conducted by the Government Accountability Offce (GAO) – Government Publishing 

Offce: Production of Secure Credentials for the Department of State and U.S. Customs and 

Border Protection (GAO-15-326R: Published: Mar 10, 2015. Publicly Released: Mar 10, 2015) 

http://www.gao.gov/products/GAO-15-326R 

GAO was asked by the Chairman of the Joint Committee on Printing to review the activities 

and processes related to GPO’s production of secure credentials. In addition, Senate Report 

113-196, which accompanied the fscal year 2015 legislative branch appropriations bill, 

mandated GAO to review GPO’s secure credentialing production activities. The resulting 

report addressed the following questions: (1) What factors did State and CBP consider in 

selecting GPO to obtain their secure credentials? (2) How does GPO produce and ensure 

the quality of its secure credentials? 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 25 

Concerning the Border Crossing Card (BCC) issued by the State Department, the GAO 

found that DOS considered the following factors before requisitioning the work from 

GPO: GPO’s experience producing Western Hemisphere Travel Initiative (WHTI)-compliant 

credentials; the favorable experience DOS has had in working with GPO for the production 

of blank passport books; the benefts of interagency coordination and collaboration; GPO’s 

redundant GPO production facilities; and GPO’s pricing, specifcally that “procurement of 

BCCs from GPO could result in a potential cost saving to State of over $1 million during 

the frst year of GPO production based on State’s annual volume of need.” 

Concerning Trusted Traveler Program (TTP) credentials issued by the Department of 

Homeland Security’s Customs and Border Protection (CBP) from GPO, GAO found 

that CBP considered the following factors before ordering the work from GPO: GPO’s 

experience producing passport books for State; GPO’s secure supply chain; the benefts 

of interagency collaboration and coordination; and GPO’s pricing, specifcally that “the 

pricing offered by GPO for TTP card production was favorable compared to the option 

of upgrading their existing in-house production capabilities or sourcing production to a 

private sector entity...” 
26 FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 

IV. ENGAGING OUR WORKFORCE 

A. Employer of Choice 

Strategic Objective: Transform GPO into an employer of choice through proactive 

workforce planning that focuses on diversity and through fostering work life programs to 

meet the changing needs of today’s and tomorrow’s employees. 

n	 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. This includes a focus on 

reducing the number of formal EEO complaints by addressing the allegations at the 

lowest level possible or through proactive intervention. 

n	 Attracting and retaining 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. 

Strategies 

Developing a Model Equal Employment Opportunity (EEO) Program 

GPO is working to provide the framework to create and maintain a model EEO program in 

accordance with U.S. Equal Employment Opportunity Commission’s Management Directive 

715. This program is comprised of six essential elements: Demonstrated Commitment from 

Agency Leadership, Making EEO an Integral Part of the Agency’s Strategic Plan, Ensuring 

Management and Program Accountability, Proactive Prevention of Unlawful Discrimination, 

Effciency, and Responsiveness and Legal Compliance. 

Maximizing Opportunities for a Work-Life Balance 

GPO is working to maximize our ability to keep opportunities at GPO commensurate 

with those found in other agencies for the workforce to achieve and maintain a work-life 

balance. This includes a range of efforts such as expanding GPO’s telework program. 

Strategic Human Capital Management 

Since 1980, GPO has reduced its workforce by 74% as the result of using new technologies, 

a rate of change unparalleled elsewhere among other Legislative Branch agencies. 

Furthermore, 42% of GPO’s workforce will be eligible to retire in FY19. Anticipated 

retirements could cause skill gaps to develop (particularly when considering the loss 

of GPO institutional knowledge) which could adversely impact the ability of GPO to 

accomplish its mission. For this reason, talent management and effective workforce 

planning and knowledge management are vital to the agency’s transformation. 

Workforce Development 

As GPO’s workforce shrinks and competition with the Federal and private sector for skilled 

workers increases, it is important to identify skill gaps and attract, develop, and retain 

employees to ensure GPO’s workforce has the critical skills, competencies, and engagement 

to propel the agency through transformation. 

Performance 

Diversity and Inclusion Initiatives- GPO provides educational seminars on EEO-related 

issues and promotes initiatives and events that bring together employees to recognize 
FY15/FY16 Annual Performance Plan and FY14 Annual Performance Report 27 

GPO’s diversity. In addition to nationally recognized special emphasis observances, in FY14 

GPO held an inaugural Day of Inclusion event and launched the “ABCs of EEO” training 

initiative to provide employees with fundamental knowledge of EEO and to reinforce that 

all employees have a responsibility to ensure that GPO maintains a discrimination-free and 

harassment-free workplace and fosters a culture that welcomes diversity and inclusion. 

Federal Employee Viewpoint Survey (FEVS)- The FEVS is a tool, administered by the Offce 

of Personnel Management, that measures employees’ perceptions of whether, and to what 

extent conditions characterizing successful organizations are present in their agencies. 

GPO participated for the frst time in the government-wide survey in 2012 and continues to 

gauge employees’ opinions. 

While in most Federal agencies the Global Satisfaction Index dropped in the 2014 survey 

results, GPO’s score continues to steadily increase—from 61% in 2012 to 64% in 2013 to 

65% in 2014. GPO’s 2014 responses also showed an increase in a “results oriented culture” 

and “talent management,” while maintaining a steady response rate in “leadership and 

knowledge management,” as well as “job satisfaction.” 

Human Capital Performance Appraisal Assessment- GPO’s development and implementation 

of a Performance Appraisal Assessment Tool (PAAT) to evaluate the human capital 

appraisal system will ensure the system meets regulatory and program requirements. 

Findings resulting from this evaluation will be used to make program modifcations as 

necessary to maximize effectiveness and support GPO’s efforts to implement performance 

management best practices to enhance and reward results-oriented performance. 

Human Capital Technology- GPO is leveraging existing technologies and pursuing new 

technology solutions to develop, implement, and manage human capital strategies and 

services. In FY14, GPO fully implemented an online tool replacing the manual processes 

of printing, sorting, and assembling applicant materials and allowing management 

of the workfow electronically; began enhancements of a staffng application to take 

full advantage of the system’s capabilities; and began development of an automated 

performance management and onboarding process. 

Reduction in Discrimination Complaints- There were 17 formal EEO complaints fled in 

FY14, a 66% decrease from the previous year and the fewest number fled in the past ten 

years. This trend refects GPO’s commitment to valuing diversity, proactivity in taking 

measures to address issues at the lowest possible levels, and efforts to maintain an 

effcient, impartial, and timely complaint resolution process including a fair alternative 

dispute resolution program that facilitates early, effective and effcient informal resolution 

of disputes. 

Workforce Planning- In FY14, GPO prepared to offer employee buyouts that resulted 

in reducing the workforce by 5% in the frst quarter of FY15. In contrast to nearly 

8,000 employees at its peak in the 1970’s, GPO’s total workforce is now less than 1,700 

employees, the fewest in the past century. The estimated savings for the agency is $7.1 

million in the remainder of FY15. 

Workforce Training- GPO conducted an agency-wide training needs assessment in FY14 to 

determine core competencies that will be needed throughout the workforce as GPO moves 

into the digital future. This assessment supports GPO’s effort to identify and meet needs 

for on-the-job training, build specialty skill sets, and perform succession planning. Based 

on the fndings, GPO developed just-in-time training for agency-wide, mission-critical 
systems, began work to increase the availability and accessibility of GPO’s Learning Center, 

and developed measures for tracking the progress and success of the training delivered. 

GPO developed two curriculums to assist employees in obtaining professional credentials; 

project management and business analysis. GPO is also working to develop two 

curriculums to support GPO’s digital transformation: 

1. Computer End User Skills Development- Will be designed to immerse employees, 

without current computer or digital technology skills, in learning fundamental 

computer operations, hardware, and software knowledge and skills. 

2. ePublishing Development Program- This program will cover a variety of content 

management and ePublishng topics such as: trends in digital publishing, digital 

strategies for book publishers and periodical publishing, sales & distribution strategies 

for digital content, digital content marketing, and best practices in digital content 

development. 

The beneft of efforts to focus on employee training needs was refected in scores 

on GPO’s 2014 Federal Employee Viewpoint Survey (FEVS). Not only did these areas 

show improvement, but the scores were higher than the government-wide averages, 

demonstrating the positive effects of GPO’s workforce training initiatives. 

Work-Life Programs- GPO provides workplace fexibilities and work-life programs to help 

support our workforce. In FY14, GPO constructed a lactation room for nursing mothers 

and our employee assistance service added several new seminars. 

U.S. GOVERNMENT PUBLISHING OFFICE 

732 North Capitol Street, NW 

Washington, DC 20401-0001 

Keeping America Informed | OFFICIAL | DIGITAL | SECURE 

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