FY18 Annual Performance Plan 

and 

FY16 Annual Performance Report 

U.S. GOVERNMENT PUBLISHING OFFICE 

Keeping America Informed | OFFICIAL | DIGITAL | SECURE 

www.gpo.gov | facebook.com/USGPO | twitter.com/usgpo 

FY18 Annual Performance Plan and FY16 Annual Performance Report i 

1 

CONTENTS 

Agency Information 

GPO’s Strategic Framework 

Strategic Goal: I. Satisfying Our Stakeholders 

A. It’s all About the Customer 

B. Open and Transparent 

C. Enhance Strategic Partnerships 

II. Strengthening Our Organizational Foundation 

A. Right Tools 

B. Maintain Fiscal Responsibility 

C. Environmental Stewardship 

D. Continuity of Operations (COOP) 

III. Offering Products and Services 

A. Statutory Foundation 

B. Secure Federal Credentials 

IV. Engaging Our Workforce 

A. Employer of Choice 

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6 

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12 

17 

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26 

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FY18 Annual Performance Plan and FY16 Annual Performance Report 1 

AGENCY INFORMATION 

About GPO 

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

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

the same.” GPO’s Plant Operations and print procurement operations produce the offcial 

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

formats. GPO’s information dissemination programs provide public access to the offcial 

publications and information of the government in both digital and print formats through 

an offcial website (www.fdsys.gov and its successor, govinfo.gov, currently in beta), a 

partnership with Federal depository libraries nationwide, and both online and bookstore 

sales. In recognition of GPO’s digital 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 publications services are the primary function of GPO’s Plant Operations 

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 Plant Operations facility also produces the 

daily Federal Register and Code of Federal Regulations, and the annual Budget of the U.S. 

Government, as well as U.S. passports and other secure Federal credentials. GPO has an 

additional facility in Mississippi for passport and secure credential production. 

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

Federal Government, purchasing approximately $360 million from private sector vendors 

nationwide for Federal agency customers in FY 2016. About 75% of all the products ordered 

annually from GPO (other than essential congressional and Federal agency work produced 

by Plant Operations, including passports and secure credentials) are procured from the 

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

Medicare materials. GPO’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 

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

predominantly electronic, but tangible formats are distributed where required. GPO’s 

Federal Digital System (FDsys), and now the beta govinfo website, provide public access to 

more than 1.5 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. Just 16% of GPO’s funding 

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

library program and supporting distribution programs, and increases to working capital 

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

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

the public. 
2 FY18 Annual Performance Plan and FY16 Annual Performance Report 

For more information, please visit www.gpo.gov and www.beta.gpo.gov; follow GPO on 

Twitter http://twitter.com/USGPO, YouTube http://www.youtube.com/user/gpoprinter, 

Facebook www.facebook.com/usgpo, Instagram http://instagram.com/usgpo, and 

LinkedIn http://www.linkedin.com/company/u.s.-government-printing-offce. 

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. 
FY18 Annual Performance Plan and FY16 Annual Performance Report 3 

.

GPO ORGANIZATION 

DIRECTOR 

Davita E. Vance-Cooks EQUAL EMPLOYMENT 

OPPORTUNITY 

Juanita M. Flores 

INSPECTOR GENERAL 

Michael A. Raponi 

CHIEF OF STAFF 

Andrew M. Sherman 

PROGRAMS, STRATEGY 

AND TECHNOLOGY 

Richard G. Davis 

CONGRESSIONAL 

RELATIONS 

Andrew M. Sherman 

(Acting) 

PUBLIC RELATIONS 

Gary Somerset 

CHIEF FINANCIAL OFFICER 

Steven T. Shedd 

STRATEGY FINANCE 

EMPLOYEE 

COMMUNICATIONS 

DEPUTY DIRECTOR 

Jim Bradley 

OPERATIONS 

CHIEF ADMINISTRATIVE 

OFFICER 

Herbert H. Jackson, Jr 

ADMINISTRATION 

ACTING SUPERINTENDENT 

OF DOCUMENTS 

Laurie Hall 

PUBLIC ACCESS 

GENERAL COUNSEL 

Kerry L. Miller 

(Acting) 

LEGAL 

OFFICIAL JOURNALS 

OF GOVERNMENT 

Lyle L. Green 

HUMAN CAPITAL 

Ginger Thomas 

LIBRARY SERVICES AND 

CONTENT MANAGEMENT 

Laurie Hall 

LABOR RELATIONS 

Melissa Hatfeld 

PLANT OPERATIONS 

John Crawford 

INFORMATION TECHNOLOGY 

AND SYSTEMS 

Tracee Boxley 

(Acting) 

PUBLICATIONS AND 

INFORMATION SALES 

SECURITY AND 

INTELLIGENT DOCUMENTS 

Stephen G. LeBlanc 

SECURITY SERVICES 

LaMont R. Vernon 

CUSTOMER SERVICES 

Bruce Seger 

ACQUISITIONS 

Lorna Baptiste-Jones 

ADMINISTRATIVE SERVICES 

Oksana Pozda 

CHALLENGES 

Our vision of continuing to transform GPO into a content-centric publisher featuring 

predominantly digital services requires continuing investment in state-of-theart technology while at the same time maintaining and investing in the agency’s 

infrastructure. Strong spending controls implemented over the past fve years have been 

successful. Annual payroll expense is less than FY 2007 while actual headcount is at its 

lowest level in the past century. Overhead expense, although increasing slightly in the 

last two fscal years, is still substantially less than FY 2009. At this point in time, GPO is 

in its strongest fnancial position in many years despite the overall challenging fnancial 

conditions within the Government today. 

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. 
4 FY18 Annual Performance Plan and FY16 Annual Performance Report 

 

		

		

		

		

		

		

		

		

		

		

		

		

 

		

 

		

		

 

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

is the most cost-effective way of producing it. A 2013 study conducted by the Government 

Accountability Offce (GAO) identifed approximately 80 Federal printing plants still 

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 II. Strengthening 

Stakeholders Our Organizational 

Foundation 

III.Offering Products 

and Services 

Strategic Objectives 

IV. Engaging 

Our Workforce 

Strategic Objectives 

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 

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 

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 

A. Employer of Choice 

n Promote opportunity 

and inclusiveness 

n Attract and keep highcaliber employees 

This is GPO’s 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. 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. 
FY18 Annual Performance Plan and FY16 Annual Performance Report 5 

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 insight into market trends and gaps in order to provide the 

solutions our customers need. 

Cataloging and Bibliographic Record Creation and Distribution 

The Cataloging Records Distribution Program (CRDP) provides for GPO-produced catalog 

records to participating Federal depository libraries through a contract with MARCIVE, 

Inc. This program was started in 2009 to support GPO’s Cataloging and Indexing (C&I) 

program and distribute cataloging records to depository libraries. 

Collaborative Guidance & Outreach Services for FDLP Libraries 

GPO offers collaborative guidance and outreach services to Federal Depository Library 

Program (FDLP) libraries, including regular consultations and one-on-one information 

exchange, keeping the lines of communication open between GPO and our partner 

libraries and creating awareness of GPO services. Outreach to the Federal depository 

libraries is critical not only to the program and Keeping America Informed, but in 

assisting member libraries in distributing government documents to the public they serve. 

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’s demonstrated expertise in 

this area for print products and services is continually being expanded to include a wider 

array of digital solutions to help Federal agencies cost effectively meet their publishing 
6 FY18 Annual Performance Plan and FY16 Annual Performance Report 

 

and information dissemination needs. 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. 

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. 

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, document conversion, dissemination, and 

storage. GPO will continue to work to tailor this “total solution” to meet customer needs 

effciently and effectively. 

Re-Branding GPO as the Government Publishing Offce 

As the newly renamed Government Publishing Offce, per Section 1301 of H.R. 83, 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 continue to 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. 

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 internal 

processes refect a customer-centric approach. Our goal is to ensure our customers and 

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

payment. GPO has established a Customer Account Division with a focus on developing 

informational resources on billing and payment processes, assisting in timely resolution of 

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

transactions. 

Performance 

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. This 

project will continue in FY17 and FY18. In an effort to streamline the procurement process 

for our Federal customers, in FY16, GPO implemented an electronic signature program 

to utilize electronic signatures to initiate orders and authorize payment on GPO ordering 

documents (Standard Form 1, Print Order Form 2511, and Simplifed Purchase Agreement 

Work Order Form 4044.) 
FY18 Annual Performance Plan and FY16 Annual Performance Report 7 

 

Customer Experience— GPO surveys customers bi-annually with a focus on products, 

services, and programs; the cost-effectiveness 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 to address desired service enhancements, identify new 

business opportunities, and develop plans to continuously improve performance. Most 

recent results included the following: 

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. 

In FY16, GPO embarked on the further development of Customer Experience (CX) 

Guidelines in an ongoing effort to continually improve the level and consistency of 

GPO staff interactions with customers and to address areas for improvement identifed 

by the Customer Survey results. This effort has been supported by the issuance of a CX 

Guidelines document and associated training on topics impacting the GPO customer 

experience nationwide. These efforts, which focus on soft-skills as well as process 

improvement and standardization by setting clear expectations for communication points 

between GPO staff and customers/vendors, will continue to evolve and remain a focus in 

FY17 and FY18. 

In support of the development and implementation of the CX Guidelines, in FY16 GPO 

held a 2-1/2 day conference attended by regional and central offce managers. The focus 

of this conference was to facilitate the exchange of ideas on processes and practices to 

improve and standardize service levels. This effort supported the subsequent development 

of specifc customer communication guidelines for use across the entire GPO organization. 

Financial Document Repository — GPO continues to enhance the Financial Document 

Repository (FDR) which has been designed to provide customers with access to historical 

ordering documents such as the Standard Form (SF) 1, the basic form Federal customers 

use to requisition printing, binding, and related services from GPO. In FY15, copies of 

associated Form 400 invoices were added to the FDR to allow customer to cross-reference 

their ordering documents and invoices. In FY16, as part of ongoing efforts to increase the 

functionality of the FDR, scanning of SF-1s was implemented. 

Solutions for Federal Agency Customers 

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

presence in the eBook market continues to remain strong. We now have agreements with 

Apple iTunes, Google Play, Barnes & Noble, OverDrive, EBSCO, ProQuest, Zinio, and 

other online vendors to make popular government titles such as “Discover My Plate” and 

“Workout to Go” available as eBooks. Federal agencies now have the option of making 

their eBooks free to the public, or of having GPO sell them on a cost-recovery basis. 

Learn more about GPO’s eBooks program at http://bookstore.gpo.gov/ebooks. 

Digital Content Solutions — GPO’s Federal Digital System (FDsys), and now the govinfo 

beta website, is available as a shared platform for information delivery for Federal entities 

on a cost recovery basis. These services include ingest of agency content (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. 

GPO also provides an automated service applying digital signatures to PDF fles for 
8 FY18 Annual Performance Plan and FY16 Annual Performance Report 

	 	

	 	 	 	

	 	 	 	 	

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. 

Through this model, in FY16, GPO worked with the National Institute of Standards and 

Technology (NIST) to make available nearly 10,000 publications across 15 technical series 

on govinfo at www.govinfo.gov/collection/nist. The goal of this collaborative effort is to 

provide free public access to a total of approximately 24,000 digitized NIST Technical 

Series Publications. In FY18, GPO will continue to work with NIST and other Federal 

agencies in providing these shared services. 

On-Site Document Solutions — GPO has experienced a signifcant increase in revenues 

associated with this segment of the Agency’s business. In FY16, additional staff resources 

were added to accommodate the growth in this revenue area. GPO has awarded over 65 

individual task orders in support of 13 Federal agencies/organizations. In FY17, additional 

services will be made available to GPO customers through this program. 

Learn more about GPO’s on-site document solutions at 

www.gpo.gov/customers/onsite_index.htm 

Graphic Design Services — GPO provides a range of graphic design services including 

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

photography, web design, and security design. 

Learn more about GPO Creative Services at https://creativeservices.gpo.gov/ 

Educational and Informational Opportunities 

Collaborative Guidance & Outreach Services for FDLP Libraries 

In FY16, GPO completed the following: 

n	 Showcased exemplary libraries and their successful government documents programs 

through Spotlight articles for inclusion in the FDLP Connection newsletter on GPO.gov 

n	 Presented over 20 webinars and/or webcasts on depository operations and 

management through the FDLP Academy. These included: 

•	 NextGen FDsys Demo

•	 FDLP Depository Operation Training Series

— Introduction to the FDLP and GPO 

— Legal Requirements and Regulations 

— What’s in the Box? 

— Depository Collection Management 

— Public Access 

— Cataloging and Bibliographic Control 

— Regionals 

— Promotion, Staying up-to-date, and Benefts 

•	 Implementing the New Regional Discard Policy
FY18 Annual Performance Plan and FY16 Annual Performance Report 9 

	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	

	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

•	 How to find related info on govinfo 

•	 New Additions: The Catalog of U.S. Government Publications (CGP) & Related

Service Enhancements for FY15 

•	 Showcasing your Library: FDLP Promotional Tools & Tactics

n	 Facilitated 20+ webinars on fnding government documents to the Federal depository 

libraries (FDLs). These webinars help the FDLs to expand their offerings to the 

specialized needs of their community. Examples include: 

•	 When 100% of Your Users Speak Spanish: Cultural Aspects and Considerations of

Promoting Government Documents to Non-English Speakers 

•	 The National Agricultural Library: Agricultural Information for the 21st Century

•	 Librarian’s Guide to Trade Data, Parts 1, 2, 3 and 4

•	 Four Starting Points for Finding Government Information

•	 GAO Podcasts and Social Media

n	 Participated in over 240 visits and outreach opportunities to Federal depository 

libraries covering 45 states 

n	 Continued GPO On-the-Go initiative to monitor and track outreach to depository 

libraries 

n	 Conducted 2015 Biennial Survey and Needs Assessment 

n	 Two new libraries joined the FDLP in FY16: 

•	 In October 2015, the Institute of American Indian and Alaska Native Culture and

Arts Development in Santa Fe, NM 

•	 In April 2016, the J.C. Liver Library at Arkansas Baptist College in Little Rock, AR

In FY18, GPO will: 

n	 Continue to focus on on-site visits/outreach to FDLP libraries 

n	 Gather and analyze trip/visit reports for take-aways, lessons learned, best practices on 

FY17 on-site visits and association participation 

n	 Continue the GPO On-the-Go initiative as metrics for measuring visits and association 

participation 

n	 Conduct and analyze results of 2017 Biennial Survey and Needs Assessment 

n	 Continue showcasing stand-out Federal depository libraries through the creation of 

Spotlight articles for inclusion in the FDLP Connection newsletter on GPO.gov 

n	 Continue to regularly review FDLP Guidance and update/revise as needed 

n	 Develop and test model for outcomes-based Public Access Assessments that will 

ultimately evolve into a relationship-building tool with the FDLP community, 

identifying opportunities to assess needs and respond to those needs in the most 

effcient manner possible 

n	 Develop an action plan designed to enhance the FDLP through more closely working 

with and developing needs/responses for specifc library types and sizes 

n	 Procure and develop a replacement system for askGPO that will be designed to better 
10 FY18 Annual Performance Plan and FY16 Annual Performance Report 

serve libraries and provide more measurable and focused outreach 

n	 Finalize and publish the Classifcations Guidelines, replacing the current Classifcation 

Manual 

n	 Review and determine the value of the Legal Requirements & Program Regulations of 

the FDLP, including developing a more user-friendly format 

n	 Review criteria and selection process for the Library of the Year Award and identify 

opportunities for improvement. Investigate and identify new ways to recognize libraries 

for the excellent services provided to patrons 

n	 Continue to expand and sustain its FDLP Academy to increase knowledge of Federal 

Government information resources to nationwide Federal depository libraries, Federal 

agencies, and the public 

n	 Expand FDLP Academy offerings to include more webinars and webcasts related to 

Federal Government information, both presented by GPO staff and hosted by GPO as 

other agencies and depository libraries present their educational content. 

n	 Continue to host virtual and in-person meetings and conferences, including the 

Depository Library Council (DLC) Spring Virtual Conference and the annual Fall 

Conference in FY17 and FY18. 

Cataloging Record Distribution Program (CRDP) 

In FY16, GPO completed the following: 

n	 Added 17,738 new cataloging records to the Catalog of U.S. Government Publications 

(CGP), of which 10,023 (or 57 percent) contained PURLs to full-text publications 

n	 Checked in 75,937 serial issues to the CGP and created 461 publication patterns for 

serial titles 

n	 Identifed 626 previously uncataloged serial titles and created new bibliographic 

records 

n	 Identifed and cataloged 40 titles in new eBook formats (MOBI and EPUB) 

n	 Created 843 new authority records 

n	 Responded to 9,275 askGPO inquiries 

n	 37,461,439 searches were performed in the CGP 

n	 Distributed 4,502 titles 

n	 Distributed 989,826 copies of materials to FDLP libraries 

n	 Increased the CRDP by 28 libraries, from 107 to 135 libraries with 29 libraries still on 

the wait list 

In FY18, GPO will: 

n	 Increase communication with all CRDP participating libraries on a regular basis 

n	 Increase the number of participants in the program 
FY18 Annual Performance Plan and FY16 Annual Performance Report 11 

 

 

	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	

	 	 	

	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	

Federal Depository Library Program (FDLP) Academy 

In FY16, GPO completed the following: 

n	 Presented 74 webinars through FDLP Academy with 7,024 registrants and 6,979 archive 

views 

n	 Recorded 4 webcasts through FDLP Academy with 1,430 recording views 

n	 Hosted Fall 2015/FY16 DLC Meeting & FDL Conference: A Rich History: A Vibrant 

Future, and Spring 2016/FY16 Virtual Conference: Blueprint for Change: From Planning 

to Action 

n	 Participated in Federal librarian associations and working groups to continue to 

explore ways to expand delivery of information to the FDLs and the public. These 

include: 

•	 Potomac Technical Processing Librarians 91st Annual Meeting

•	 Federal Web Archiving Working Group Meeting

•	 FEDLINK Fall Exposition, Library of Congress

•	 Military Libraries Training Workshop

•	 FEDLINK American Indian Library Initiative Group

•	 FEDLINK Digital Preservation Working Group Meeting, Library of Congress

n	 Attended and/or hosted information booths at over 30 specialized library associations 

including the American Library Annual Conference and Exhibition, the Public Library 

Association Annual Meeting, and regional depository libraries hosted meetings. 

In FY18, GPO will: 

n	 Continue developing webinars and webcasts and continue recruiting guest presenters 

on a monthly basis 

n	 Analyze the future direction of the monthly webinar and webcast offerings of the FDLP 

Academy, including staff time required, and develop a strategic direction to sustain and 

grow the program 

n	 Assess the current eLearning platform and GPO’s needs/requirements moving forward 

to determine if we will move forward with the current tool or seek a new tool 

n	 Present and participate at national library events and conferences, including facilitating 

sessions and exhibiting products. Continue to track local, regional, and state events that 

GPO can participate in as we continue to strengthen and grow the FDLP 

n	 Host FY18 annual Depository Library Council Meetings and Federal Depository Library 

Conferences and the Depository Library Council Virtual Meetings: 

•	 Spring 2017 Depository Library Council Virtual Meeting on April 19–21, 2017

•	 Fall 2017 Depository Library Council Meeting and Federal Depository Library

Conference on October 16–18, 2017

The Institute at GPO — 

GPO offers educational opportunities for Federal publishing and printing professionals 

through the Institute at GPO with courses that refect the changing face of agency needs 

to communicate effectively with a broad range of audiences using a variety of channels. 
12 FY18 Annual Performance Plan and FY16 Annual Performance Report 

 

In FY16, GPO introduced a variety of online training opportunities through the GPO 

Institute with more emphasis on utilizing GPO subject matter experts to facilitate training 

on publishing-related topics ranging from 508 Compliance to ePub Design. In response to 

rising demand, an expanded number of classes were also offered on-site at GPO customer 

locations across the nation. In FY17, GPO will continue to identify and make available 

course content to meet the needs of the Federal publishing community. 

Learn more about the Institute at GPO at http://www.gpo.gov/customers/theinstitute.htm 

Integrated Digital Marketing (IDM) Outreach 

In FY16, GPO launched a series of integrated digital marketing outreach campaigns to 

increase awareness of GPO’s products and services. By leveraging all available digital tools 

coordinated with traditional channels, GPO endeavored to reach a broad audience of both 

Federal customers and the American public. 

FY16 GPO IDM topics included: 

n	 Partnering with GPO 

n	 GPO Institute 

n	 eBooks 

n	 GPO Creative Services 

n	 GPOExpress 

n	 On-Demand Training Site 

n	 Simplifed Purchase Agreement (SPA) 

On-Demand Training — 

GPO instituted the use of recorded training “videos” accessed directly through the GPO 

website, gpo.gov, to provide customers with primers on GPO processes, products, and 

services. Current topics are as diverse as: Publishing Alternatives, Finance and Funding 

Options, and Quality Control for Published Products. In FY16, the current cataloge of ondemand training topics grew to encompass over 25 titles. 

Learn more at: https://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. 
FY18 Annual Performance Plan and FY16 Annual Performance Report 

 

Strategies 

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. 

Enhancing Content for Public Access 

GPO will continue to work to bring new content into the FDLP and Cataloging & 

Indexing Program for enhanced access to Government information for the public. This is 

accomplished through tangible distribution of U.S. Government publications to Federal 

depository libraries nationwide, ingest into FDsys/govinfo, and identifcation and linking 

through GPO’s Catalog of U.S. Government Publications (CGP). GPO will also increase 

harvesting efforts of Federal Government websites and content and bring new content 

and metadata into FDsys/govinfo. 

External Communications & Promotion for FDLP Services 

GPO will continue efforts to promote the FDLP, Cataloging & Indexing Program, and their 

related resources through promotional campaigns and social media. In addition, GPO will 

continue efforts to maintain strong communication with the FDLP community through 

targeted outreach efforts including emails, newsletters, social media, and the FDLP.gov 

website. 

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, XML, and EPUB. 

Utilization of Shared-Services or Open-Source Technologies 

GPO is working to increasingly utilize shared-service and open-source technologies which 

enable increased sharing of data across government in an effort to make content more 

accessible. 

Performance 

Access to Digital Content 

n	 Bound Congressional Record — In 2016, work was initiated on the development of 

metadata for the Bound Congressional Record historical volumes (1873-1998). In 

September 2016, GPO began to make the historical Bound Congressional Record 

volumes available on FDsys/govinfo with the release of 1991-1998. In FY18, GPO plans 

to complete production of the required Bound Congressional Record metadata for 75 

volumes and continue contractor staff support to produce metadata to provide access 

to volumes of the Bound Congressional Record dating from 1873 to 2007 on FDsys/ 

govinfo. 

13 
14 FY18 Annual Performance Plan and FY16 Annual Performance Report 

	 	 	 	 	 	 	 	 	 	 	 	

	 	

	 	 	 	

	 	 	

	 	 	 	 	

	 	 	

	 	

	 	

	 	 	

	 	 	

n	 Historic Federal Register — In 2016, work began on a project to digitize and make 

available Federal Register historical volumes 1936-1994. In FY18, GPO will continue 

work to digitize the historical Federal Register material (1936-1994) and provide 

permanent public access to the volumes on FDsys/govinfo. 

n	 Panama Canal Commission — In April 2016, GPO and the George A. Smathers Libraries 

at the University of Florida (UF) made digital versions of the Panama Canal Commission 

publications, and its predecessor agencies, available on GPO’s FDsys/govinfo. 

n	 U.S. Tax Court Digitized Bound Opinions — In FY16, GPO continued to work with the 

U.S. Tax Court on a project to provide public access to United States Tax Court digitized 

bound opinions from 2010 forward. 

n	 Internal FDLP and GPO Publications — Digitizing continues on several FDLP 

publications and GPO publications – ongoing – including historical records, such as

designation papers, and offcial FDLP fles. Begin to provide permanent public access 

to historic, miscellaneous FDLP publications on FDsys/govinfo by fall 2017. 

External Communication & Promotion for FDLP Services — GPO continues to promote 

the FDLP, Cataloging & Indexing (C&I) Program, and their related resources through 

promotional campaigns and social media. In FY 2016, GPO: 

n	 Created 243 posts related to the FDLP and C&I Program for GPO’s social media channels 

n	 Conceptualized the original FDLP Twitter campaign, #lovemyFDL, which generated 

over 150 tweets 

n	 Created and launched the FDLP Guide to Social Media on FDLP.gov 

n	 Live-tweeted the 2015 DLC Meeting & FDL Conference and the 2016 DLC Virtual 

Meeting, which generated about 300 tweets 

n	 Contracted with North American Precis Syndicate to launch a media campaign that 

generated over 2,500 news articles in all 50 states with a readership of over 6,000,000 

n	 Presented the webinar, “Showcasing your Library: FDLP Promotional Tools & Tactics” 

n	 Made available four new promotional fyers for free order and download: 

•	 Federal Depository Libraries

•	 The Catalog of U.S. Government Publications

•	 GPO’s Federal Digital System

•	 How a Bill Becomes a Law

n	 Made available seven new tangible promotional items for free ordering by the FDLP 

community 

•	 CGP pencils (2 varieties)

•	 Ben window decals

•	 Cardboard, stand-up Ben

•	 Government information note card (revamped)

•	 FDLP eagle sign (revamped)

•	 govinfo sticky notes 

n	 Distributed 10 free Pocket Constitutions to FDLP libraries, along with a letter from the 

Acting Superintendent of Documents encouraging Constitution Day celebrations and 

asking libraries to share their celebrations with GPO 
FY18 Annual Performance Plan and FY16 Annual Performance Report 15 

	 	 	 	 	 	 	 	 	

n	 Launched a new page on FDLP.gov focusing on Constitution Day celebrations at 

Federal depository libraries nationwide – provides celebration descriptions and photos

In FY18, GPO plans to: 

n	 Live tweet the Depository Library Council Meeting and Federal Depository Library 

Conference 

n	 Present on FDLP promotional efforts and GPO communication tools at the Depository 

Library Council Meeting and Federal Depository Library Conference 

n	 Procure new promotional items and make available for free download and ordering on 

FDLP.gov 

n	 Launch new FDLP.gov promotional pages and new FDLP Guidance article on 

promotion of the FDLP collection 

n	 Procure new brochures for FDLP libraries and make available on FDLP.gov for free 

download and ordering 

n	 Disseminate FDLP Guide to Social Media on FDLP.gov 

n	 Present an FDLP promotion webinar for the FDLP community 

n	 Create new FDLP promotional video 

n	 Draft several FDLP social media posts per week 

n	 Develop six issues of the FDLP Connection newsletter for dissemination to FDLP 

library staff 

n	 Develop and disseminate FDLP News Alerts for the FDLP community and disseminate, 

as needed, via email and RSS 

Learn more about GPO’s FDLP promotion activities at http://www.fdlp.gov/promotion 

govinfo Beta Website — FGPO’s Federal Digital System (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 FY16, GPO launched the beta govinfo website to eventually replace the FDsys website. 

The new govinfo website is a redesign of the FDsys public website, with a focus on 

implementing feedback from users and improving overall search and access to FDsys 

content. The redesigned, mobile-friendly website incorporates state-of-the-art innovative 

technologies and includes several new features for an overall enhanced user experience. 

The key new features of the website include a new look and feel, the capability to link 

related content, enhancements to the search flters, two new ways to browse content, 

a new open-source search engine, and more options for sharing pages and content on 

social media. 

FDsys/govinfo demonstrates how partnerships between agencies at the crucial intersection 

with American citizens contribute to “true transparency,” in the words of Speaker Paul 

Ryan commending GPO on the govinfo launch. GPO’s govinfo leverages modern web 
16 FY18 Annual Performance Plan and FY16 Annual Performance Report 

 

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	

	 	 	 	 	

technologies, responsive design, and social media integration to provide citizens with 

Government information where they are and when they need it. In FY18, GPO will 

prepare to transition from FDsys to govinfo. 

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 7,500 total page likes

n	 YouTube (www.youtube.com/user/gpoprinter) – More than 690 subscribers and over 75

videos posted 

n	 Twitter (http://twitter.com/usgpo) – More than 7,100 followers and over 2,600 tweets

n	 Instagram (https://www.instagram.com/usgpo) – More than 500 followers and over 930

posts 

n	 Pinterest (www.pinterest.com/usgpo) – More than 750 followers and over 850 pins

n	 LinkedIn (www.linkedin.com/company/u.s.-government-printing-offce) – More than

3,000 followers 

n	 Government BookTalk Blog (http://govbooktalk.gpo.gov) – More than 3,500 followers

Web Archiving — GPO continues to harvest digital publications and websites, advancing 

FDLP collection development efforts. In FY 2016, GPO: 

n	 Increased the size of the FDLP Web Archive collection to 8.5 TB (an increase of 

almost 3TB since last year) with 46,500,000 documents crawled (an increase of almost 

15,000,000) 

n	 Increased website collections available on the FDLP Web Archive on Archive-It to 

145 (an increase of 20) and 145 records available through the CGP (an increase of 45 

records) 

n	 Increased usage of Google analytics to evaluate user activity in more detail, evaluating 

where users are coming in, what they are looking at, and for how long 

n	 Added access to the FDLP Web Archive through FDsys and govinfo (and evaluating 

traffc through this new access point) 

n	 Enhanced the use of metadata on the Archive-It user interface in an effort to improve 

user experience (Users will now see access points to specifc subjects, languages, and 

agency names.) 

In FY18, GPO will continue regular frequency of crawls of existing collections 

n	 Continue to add additional agency websites to the collection throughout 2017 

n	 Further outreach efforts to increase participation in Federal Web Archiving Working 

Group and increase knowledge of other Federal Web archiving efforts 

n	 Continue using web harvesting software applications to archive websites to the FDLP 

electronic collection 

n	 Transfer copy of WARC (Web ARChive) fles to GPO servers to maintain additional 

backup in house 

Learn more about GPO’s web archiving initiative at 

https://www.fdlp.gov/project-list/web-archiving 
FY18 Annual Performance Plan and FY16 Annual Performance Report 17 

 

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. Providing content in 

the form of XML bulk data enables reuse and repurposing of the data for mobile web 

applications, data mashups, and other analytical tools by third party providers, which 

contributes to openness and transparency in Government. 

n	 Bill status — On February 24, 2016, at the direction of the House Appropriations 

Committee, and in support of the Legislative Branch Bulk Data Task Force, GPO, the 

Library of Congress (LC), the Clerk of the House, and the Secretary of the Senate made 

bill statuses in XML format available through GPO’s bulk data repository at https:// 

www.gpo.gov/fdsys/bulkdata/BILLSTATUS for the 113th and 114th Congresses. 

Together with the Congressional Bills and Bill Summaries already available in XML 

format for bulk download, the Bill Status data can be used by developers to provide 

additional tracking as Congress takes various actions in consideration of bills. 

Congressional leaders from both sides of the aisle applauded the release of House and 

Senate bill status information by the U.S. Government Publishing Offce and Library of 

Congress. 

“Today’s release of bill status information via bulk download is a watershed moment 

for Congressional transparency,” said House Majority Leader Kevin McCarthy (R-CA), 

in a statement. “The entire Congressional community applauds the dedication of 

the Legislative Branch Bulk Data Task Force, the Offce of the Clerk, the House 

Appropriations Committee, GPO, and the Library of Congress, which worked together 

to make this progress possible.” 

n	 House Manual — At the direction of the Committee on Rules within the United States 

House of Representatives, the Government Publishing Offce (GPO), the House 

Parliamentarian, and the Clerk of the House are making the 114th House Rules and 

the House Manual available in XML format using the United States Legislative Markup 

(USLM) schema. USLM is an XML information model designed to semantically and 

structurally describe legislative and legal documents in a machine-readable format. This 

is the frst USLM document to be made available on GPO’s GitHub account. 

GPO plans to continue working with partners to make additional sets of data available 

for bulk download through this repository. Visit the XML Bulk Data Repository at: 

www.gpo.gov/fdsys/bulkdata 

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. 
18 FY18 Annual Performance Plan and FY16 Annual Performance Report 

 

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	

	 	 	 	 	 	 	

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 fulfll their missions. 

FDLP Strategic Partners 

GPO will continue developing new strategic partnerships 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 may include cataloging, 

digitizing, and preserving tangible copies of Government publications. GPO will support 

efforts to increase public access to digitized collections of high value to the American 

public. 

Performance 

FDLP Strategic Partners 

In FY16, GPO completed the following: 

n	 Added 1,679 bibliographic records for electronic versions of the U.S. Geological Survey 

(USGS) Bulletins and 915 records for the tangible versions of the USGS Bulletins to 

the CGP through cooperative cataloging partnerships with the University of Colorado 

Boulder and the Colorado School of Mines 

n	 Renewed our ongoing partnership with Government Information Online, Ask a 

Librarian 

n	 Partnered with the George A. Smathers Libraries at the University of Florida (UF) 

partnered to make digital versions of the Panama Canal Commission publications, and 

its predecessor agencies, available on GPO’s FDsys/govinfo. 

n	 Partnered with the National Aeronautics and Space Administration’s (NASA) Langley 

Research Center to provide permanent access to the public NASA Technical Reports 

Server (NTRS) 

n	 Partnered with the University of Kentucky Libraries for Kentucky’s tangible and digital 

collection of materials from the Works Progress Administration (WPA) 

•	 Kentucky is dedicated to maintaining their tangible collection of WPA materials. In

addition, the library digitized over 450 WPA publications from Kentucky and other 

southeastern states. 

n	 Signed our second cooperative cataloging partnership for publications in 12 

Superintendent of Documents (SuDocs) classes with the University of Montana’s 

Maureen and Mike Mansfeld Library 

n	 Developed plan and began testing for Regional Discard Policy implementation 

approved by the Joint Committee on Printing. Information packets were sent to all 

regional depository libraries. Included in the packets were the following: 

•	 A letter from the Acting Superintendent of Documents

•	 The Regional Discard Policy

•	 Titles Eligible for Discard – List No. 1

•	 Memorandum of Agreement for Preservation Stewards (Draft)

•	 Regional Discard Frequently Asked Questions

•	 Instructions for Submitting Discard Requests to GPO (Draft)
FY18 Annual Performance Plan and FY16 Annual Performance Report 19 

	 	 	

	 	 	 	

	 	

	 	

	 	

	 	 	 	 	

n	 Conducted a variety of webinars on various aspects of the Policy implementation 

leading up to implementation of Phase 1 in September 2016. Regional depositories 

were invited to submit requests to discard to GPO 

In FY18, GPO plans to: 

n	 Continue to promote and sign new Federal Information Preservation Network (FIPNet) 

partnership agreements/preservation stewards. Partners will commit to work with GPO 

on one or more of the following preservation activities: 

•	 Cataloging and metadata creation

•	 Digitization and content conversion

•	 Harvesting web content

•	 Hosting digital content

•	 Storing physical copies

•	 Condition assessment

•	 Conservation

•	 Other innovative activities that support preservation

n	 Continue to build GPO infrastructure to support the administration of FIPNet 

n	 Continue with implementation of next phases of the Regional Discard Policy 

n	 Closely monitor, adjust and measure success as the Regional Discard Policy continues 

implementation phase 

n	 Continue work on cooperative cataloging partnerships with the University of Colorado 

Boulder and the Colorado School of Mines, University of Montana, and the Federal 

Reserve Bank of St. Louis 

n	 Renew ongoing partnerships in order to add content to the CGP, including with the 

Library of Congress for Electronic Cataloging in Publication (eCIP); the Technical 

Report Archive & Image Library (TRAIL); and the Federal Reserve Bank of St. Louis 

Federal Reserve Archival System for Economic Research (FRASER). 

n	 Continuing to analyze and develop action plans for results from the interagency 

agreement with LC Federal Research Division to develop a pilot and methodology for 

identifying federal agencies departmental digital publishing policies workfows and 

practices and personnel as a frst step in evaluating the scope, volume, and diversity of 

digital content publishing by federal agencies. 

Learn more about GPO’s FDLP partnerships at 

https://www.fdlp.gov/about-the-fdlp/partnerships 

Interagency Council on Printing and Publications Services (ICPPS) — In FY16, GPO 

hosted and was an active participant in the ICPPS, which provides for a cooperative 

relationship between Federal organizations and GPO in efforts to strengthen the 

Federal Printing Program. The ICPPS acts as an advisory group to the Director of the 

Government Publishing Offce. In FY17, GPO will launch the Federal Publishing Council 

(FPC) as the successor to the ICPPS. The FPC is a nationwide advisory group being 

established to support and assist the GPO in accomplishing its mandated mission which 

provides the Federal establishment with the most effcient, effective, and economical 

suite of publishing services. Representation in the FPC will include an expanded set of 

disciplines associated with Federal publishing including: content generation; web content 

management; printing production, procurement, and planning; graphic arts; publishing 

promotion; digital media development; and publication dissemination. 
20 FY18 Annual Performance Plan and FY16 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, costeffective, 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 ensure operations are 

conducted 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. 

Cyber Security Initiatives 

GPO’s comprehensive IT security posture helps address the challenges with information 

security, network security, disaster recovery, and compliance issues. 

Expanding our Enterprise Architecture Program 

GPO enhanced 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 (TCCB) evaluates 

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

technologies used throughout the agency. The TCCB participation has increased 

and all project rollouts were accomplished through the TCCB with more advanced 

communications of projects. 

Expanding Use of Cloud Technologies 

GPO will continue to expand its use of Cloud solutions for collaboration, data storage, 

and hosting. GPO is preparing to move our local SharePoint to SharePoint in Cloud in 

FY17 with expected completion in FY18/FY19. GPO continued to expand its use of Cloud 

solutions for collaboration, data storage, and hosting. This year GPO bolstered its email 

security by adding inline scanning and malicious attachment detonation. In addition, GPO 

expanded its collaboration capabilities by providing public switched telephone network 

(PSTN) conferencing through Skype for Business (Polycom). 
FY18 Annual Performance Plan and FY16 Annual Performance Report 21 

 

Intelligent IT Outsourcing 

GPO utilized contract staff to augment and support various functions that require 

specialized skill sets necessary to support GPO’s IT functions and will continue to do so 

as needed. 

Modernizing Legacy Applications 

GPO continues to modernize legacy applications to ensure application support and 

improve system capabilities. The modernization of GPO’s legacy systems is a long-term 

effort and will continue through FY18 and beyond. GPO continues to modernize legacy 

applications to ensure application support and improve system capabilities. This includes 

a migration of legacy mainframe applications and business logic to a more modern 

platform. Moving away from outdated technologies will ensure continuity and improve 

system capabilities. 

Standardization 

Gold Image deployment to standardize more functions that supports GPO computers 

through automated updates, patching, and application management will continue with 

Windows 10 deployment in FY17. The deployment is already initiated and the majority of 

computers will be completed in FY18. 

Technology Initiatives for FDLP Libraries 

GPO is developing and implementing tools and services for depositories and the public 

that enhance access to Government information and FDLP resources. A Technology Plan 

was developed in FY15 with a focus on deploying new technology to provide streamlined 

services to support the FDLP community as well as enhanced access for the public. The 

goal is to create a new suite of services based on a user-centric design approach, deploy 

a fexible architecture, as well as a service model with the capability to integrate easily 

with other related services. The Technology Plan will carry forward GPO’s commitment of 

being a frst-class library service provider. 

Performance 

Certifcation Initiatives 

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

is seeking to become the frst Federal agency to be named as a Trustworthy Digital 

Repository for Government information through certifcation of FDsys/govinfo under ISO 

16363. The Audit and Certifcation of Trustworthy Digital Repositories (TDR) checklist will 

be used by an accredited outside organization to assess FDsys/govinfo against 109 criteria 

covering Organizational Infrastructure, Digital Object Management, and Infrastructure 

and Security Risk Management. A certifcation under ISO 16363 will reinforce GPO’s 

commitment to its mission of ensuring effective public access to Government information 

through its assured preservation in digital formats. 

In FY16, GPO completed an internal audit in preparation to undergo the external 

audit and sought information, in the form of a Request for Information (RFI) through 

FedBizOpps.gov, from auditing bodies accredited under or considering accreditation for 

ISO 16919:2014, Requirements for bodies providing audit and certifcation of candidate 

trustworthy digital repositories. 

The purpose of this RFI was to elicit information and to better understand the auditing 

processes and certifcation opportunities for FDsys/govinfo under ISO 16363:2012 by 

accredited certifcation bodies, or bodies currently pursuing accreditation. 
22 FY18 Annual Performance Plan and FY16 Annual Performance Report 

ISO 9001 Certifcation of Secure Production Facilities — In FY16, both of GPO’s secure 

production facilities, in Washington, DC, and Stennis, MS, were audited and evaluated 

by an outside third party auditor and recertifed as ISO 9001 compliant. Of note, the 

operations of the Washington, DC, facilities were certifed for the frst time using the 

new and improved ISO 9001-2015 standard. This is the world’s latest and most up-todate standard. The ISO 9001 standard is recognized around the globe for excellence in 

production, quality and process improvements. The Stennis operations will undergo an 

audit in 2017 to attain the ISO 9001-2015 standard as well. 

In FY18, both of the GPO’s secure production facilities in Washington, DC, and Stennis, 

MS, will be evaluated by an outside third party auditor to retain their ISO 9001-2015 

certifcations for excellence in production, quality, and continual process improvements. 

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 

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 

Bookfow Auto Casin System — In FY17, GPO plans to replace its current bookfow 

machine that is over 30 years old. The new system will trim books, prepare books for 

cases, apply head bands, apply cases, and apply dust jackets. 

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, as well as 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. 

Congressional Record Index Applications Update — In FY16, GPO worked with an outside 

vendor to migrate the 16-bit applications which support the Congressional Record Index 

offce work fows to a virtual environment pending their rewrite. In FY18, GPO will 

continue to work with an outside vendor to rewrite the 16-bit applications which support 

the Congressional Record Index offce work fows. 

Cyber Security Initiatives — In FY16, we continued to educate the GPO community about 

information security issues through various IT Security Awareness training modalities 

and opportunities and completed multiple Phishing exercises. The CyberArk system was 

implemented to protect, monitor, detect, alert, and respond to privileged account activity. 

The Secure Sockets Layer (SSL)/Transport Layer Security (TLS) Decryption/Inspection 

System has been acquired and is ready for complete implementation in FY17 to flter and 

protect encrypted traffc. The Domain Name System (DNS) Firewall Project Initiative is 

70percent complete and will be completed in FY17. This inspects DNS traffc and blocks 

known malicious domains, and helps discover malicious domains. GPO also implemented 

Active Directory (AD) security enhancements (ring zero domain controller security 

isolation and additional access controls). 
FY18 Annual Performance Plan and FY16 Annual Performance Report 23 

 

 

GPO will continue with cyber security enhancements. The enterprise frewall is a critical 

part of the overall GPO security architecture and our current frewall is nearing endof-life; therefore, it will be upgraded to the Next Generation Firewall (NGFW). The 

enterprise NGFW is for both datacenters in the Washington, DC, main offce headquarters 

and the Alternate Computing Facility (ACF) to provide essential cybersecurity protection 

capabilities. The NGFW implements required security capabilities for GPO to be able to 

block network traffc, block access to malware and other inappropriate websites, and 

perform malware inspection of network. The Threat Intelligence & Threat Sharing System 

will be implemented by end of 2017 to enhance shared situational awareness of cyber 

threats or cyber incidents as indicators of malicious cyber activity. This will enhance 

threat intelligence information feeds and sharing capability with other Legislative Branch 

agencies and other trusted partners. 

Data Center Consolidation and Migration — GPO has successfully upgraded our ACF data 

center to be a primary data center with a new infrastructure and blade environment that 

utilizes virtual server technology. This effort will continue through FY19 as we implement 

infrastructure upgrades and blade technology at GPO main DC/HQ, and then migrate 

applications to designated data centers. GPO is in the process of modernizing its data 

center facility in order to meet current and future technology requirements and in an 

effort to reduce costs and improve effciency and service to its constituent organizations. 

The ACF has been designated as the primary data center and GPO has implemented a 

robust network, server, storage, and telecommunication infrastructure services. GPO has 

migrated 50 percent of the 350 legacy servers to the primary ACF data center facility. 

The server migration effort will continue through FY18 to achieve a target of 100 percent 

production servers being hosted from ACF. Main offce headquarters (DC/HQ) data center 

will be confgured as a backup facility to ACF. 

Digital Binding Line — GPO continues to invest in upgrading its plant equipment. A new 

digital binding line to run Congressional bills and hearings is being installed and will be 

operational during the second quarter of FY17. GPO will begin the buildout for a second 

digital binding line to run the Congressional Record and Federal Register in the third 

quarter of FY17. 

Digital Offset Printing Press — GPO plans to invest in a digital offset printing press for 

producing short run color congressional and agency work. Plans are for the new press to 

be operational in FY17. 

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. Oracle 

Contract Life Cycle (CLM) Module will be added and integrated into GBIS for effective 

and comprehensive work fow with integration of acquisition life-cycle. The CLM is a 

fully integrated procure-to-pay system. It provides automated and auditable processes 

from purchase requisition generation through solicitation to entitlement to payments. 

This effort is initiated and will be completed in FY17/FY18. 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 Release 11i had reached its end 

of life support effective December 2015, and GPO successfully upgraded GBIS to the 

latest Release 12 (R12) in 2016. 

Legacy System Upgrades — Billing History application development was completed in 

FY16. 
24 FY18 Annual Performance Plan and FY16 Annual Performance Report 

 

 

Manufacturing Workfow System (MWS) — GPO is implementing a new MWS that will plan 

and monitor work throughout the manufacturing process and reduce operating costs. 

The new system will allow for dynamic scheduling and will offer dashboard analytics to 

GPO managers. It will also eventually allow for the retirement of two legacy systems. The 

system is currently being confgured and tested with the goal of implementing some of the 

components in FY18. 

Offce 365 — GPO will continue to investigate new features in the Offce 365 that is 

benefcial to GPO. We are also preparing to move our local SharePoint to SharePoint in 

Cloud. 

Warehouse Management 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 and is expected to be 

operational in FY17. 

Technology Initiatives for Libraries in the Federal Depository Library Program 

Catalog of U.S. Government Publications (CGP) and MetaLib Enhancements — In FY16, 

security improvements, service maintenance, and functionality enhancements were made 

to the CGP and its related services. GPO completed the following: 

n	 Began celebrating the CGP’s 10th year as an ILS-backed system in March 

n	 Migrated the ILS, including the CGP, to the Amazon Web Services FedRAMP (Federal 

Risk and Authorization Management Program) compliant cloud platform 

n	 Implemented HTTPS 

n	 Enhanced the CGP’s New Electronic Titles (NET) CSV report 

n	 Confgured new MetaLib resources 

n	 Prepared to release a new look, feel, and additional functionally for the CGP and 

Federal Depository Library Directory (FDLD) in FY17 

n	 Improved the New Titles Report Generator 

In FY18, GPO will continue to implement CGP 10th anniversary enhancements, continue 

to enhance MetaLib by adding additional targets, and implement additional Federal 

Depository Library Directory felds. 

FDLP eXchange — GPO is working to implement a new tool to replace the Needs and 

Offers tool used by the depository libraries for disposition of materials. In FY16, GPO 

conducted acceptance testing and a beta test. The product release is anticipated in spring 

2017. In FY18, GPO will launch the FDLP eXchange and shut down the Needs and Offers 

tool. 

FDLP Web Services — In FY16, GPO completed the following: 

n	 Implemented security updates on all websites 

n	 Updated and reorganized Cataloging Guidelines on FDLP.gov with a more detailed 

menu/table of contents. This new reorganization offers easy-to-read navigation of 

content under the Cataloging & Classifcation tab. 

n	 Implemented FDLP.gov’s “GPO on the Go” web page and accompanying clickable map. 

This embedded Google map indicates the libraries that GPO staff have visited and 

allows users to click on an indicator to locate the library and access a handy guide to 

more information about the library. 
FY18 Annual Performance Plan and FY16 Annual Performance Report 25 

	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

n	 Created the frst Depository Library Conference Mobile App, providing the FDLP 

community with important information about conference sessions, the hotel, the local 

area, transportation, and more 

n	 Enhanced Ben’s Guide to the U.S. Government with the addition of: 

•	 A site glossary

•	 Downloadable, printable activities that include word searches and crossword puzzles

for each age range 

•	 A downloadable graphic that can be used on library websites to link to Ben’s Guide

•	 The “Place the States” game

•	 A new Learning Adventure for all three age levels on “Federal Versus State

Government” 

•	 New infographics for “Branches of Government” and “How Laws Are Made”

In FY18, GPO will Maintain FDLP.gov web pages, continue to enhance content, transfer 

archived webinars to FDLP.gov from iCohere servers, create landing page and easy access 

to the extensive catalog of archived FDLP Academy webinars, and develop and implement 

more age-related content and features for Ben’s Guide. 

Integrated Library System (ILS) — A fnal report was delivered to GPO along with a 

presentation of fndings to GPO Executives on August 29, 2016. GPO will continue work 

to gather more details to develop a Concept of Operations and a Requirements Document. 

In FY18, based on work practice study fndings, GPO will identify and prioritize 

development and implementation of the ILS. 

Market Research/Depository Library Study — During FY16, a work practice study was 

conducted on behalf of GPO, as a major component of the market research requirements 

to be used in developing the Library Services System (LSS). Ultimately the LSS, a suite 

of tools and services intended to improve the FDLP system workfow and business 

processes, will deliver new technology features and functionality. A Concept of Operations 

and a Requirements Document are being developed for the LSS. In FY18, GPO will 

continue to design, develop and implement a new suite of services based on a usercentric design approach, deploy fexible architecture, as well as a service model with the 

capability to integrate easily with other related services. 

Next-Generation Depository Selection Information Management System (DSIMS) — GPO is 

working on an enhanced library selection information service. Functional requirements to 

modernize the current legacy system (DISMS) has been completed. 

PURL Usage Reporting Tool — The updated PURL Usage Reporting Tool was launched in 

June 2016. The tool provides monthly information that includes: 

n	 The total volume of click-throughs by individual hostname and/or IP address to Federal 

publications through GPO’s PURL server 

n	 A listing of the top 50 referred PURL resources per hostname and/or IP address with: 

•	 The PURL path

•	 The full path of the target URL for each PURL

•	 The total requests for that individual PURL

•	 SuDocs classification number with a search link utilizing the CGP to view cataloging

records for the individual PURL 
26 FY18 Annual Performance Plan and FY16 Annual Performance Report 

 

n	 Individual institutional usage data — Statistics are compiled on a daily basis and 

aggregated into monthly statistics. Totals are current through the previous day’s usage. 

Libraries can access the reporting tool at any time to view their referral statistics for the 

current month and access up to 12 months of historical data (starting with November 

2010). 

Both a recorded webinar and webcast are available for reference from the FDLP Academy. 

Learn more at https://www.fdlp.gov/about-the-fdlp/fdlp-academy 

Additional Efforts for Enhanced Services — These include a service provider analysis of 

other like organizations; an inventory all applicable public resources, tools, websites, 

and services; utilization of statistics to determine usage of resources; development of a 

plan to modify, streamline alter services and resources; an analysis of public survey data 

conducted in FY17 of the CGP; and an investigation of tools and services in order to 

determine if any are underutilized, need revamping or to identify areas of improvement. 

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 

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 

GPO’s buildings once housed 8,000 employees and today GPO employs less than 1,700 

employees nationwide. This provides 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. 

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 

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. 
FY18 Annual Performance Plan and FY16 Annual Performance Report 27 

 

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 seek 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 

Implementing Green Initiatives 

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

and support environmental stewardship through effective implementation of green 

initiatives. 

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. 

Performance 

GPO External Environmental Audits — In FY16, the District Department of the Energy and 

Environment (DOEE) Air Permitting Branch visited the GPO facility’s air emission sources, 

e.g., thermal oxidizers, paint booth, press sections, bindery, baling systems, solvent 

recyclers, aerosol can puncturing, parts washers. 

Internal Environmental Initiatives — In FY16, 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. GPO documented the status of 

known asbestos in a tracking database so deterioration can be easily identifed. Asbestos 

was removed prior to facility renovations. 

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 
28 FY18 Annual Performance Plan and FY16 Annual Performance Report 

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 with the goal of 

reducing waste and supporting GPO’s dedication to sustainable and environmentally 

friendly operations. Since the ZMR was implemented in May 2015, GPO has realized an 

approximate 10 percent reduction in paper waste. This exceeds the original goal of 5 

percent paper waste reduction established before the ZMR was implemented. 

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. In FY16, GPO participated in two joint 

mobile COOP exercises with the House and Senate and conducted an internal mobile 

COOP exercise at the Laurel alternate production facility. 

Mobile Continuity of Operations (COOP) — Congress relies on GPO to provide services 

under any circumstances. To meet this need, GPO’s efforts are focusing on a mobile COOP 

capability. 
FY18 Annual Performance Plan and FY16 Annual Performance Report 29 

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 

National Plan for Access to U.S. Government Information 

The National Plan for Access to U.S. Government Information has resulted in numerous 

multi-year projects, programs, and operational actions. Adopting a more usercentric approach serves as the common outcome of the study and the results of the 

FDLP Forecast Study and the recommendations of the National Academy of Public 

Administration’s (NAPA) 2013 report, “Rebooting the Government Printing Offce”. 

The future focus will be independently reported as specifc projects and products, 

including FIPNet, preservation programs, and the Regional Discard Policy. It has three 

strategic priorities that guide the direction and work of GPO: 

n	 Implementing information lifecycle management processes and workfows internally 

n	 Developing a sustainable governance structure for the FDLP 

n	 Providing services to support the Federal depository libraries 

National Bibliographic Records Inventory Initiative (NBRII) 

Through this initiative, GPO will: 

n	 Identify fugitive U.S. Government publications (e.g., published Federal agency materials 

within scope of the FDLP and the Cataloging and Indexing Program that agencies have 

not notifed GPO of their publication or provided GPO copies) and pre-1976 titles not 

in the CGP that fall within GPO’s program responsibilities 

n	 Inventory historical publications at GPO for inclusion in the National Bibliographic 

Records Inventory 

Expanding Technology in the Publication Sales Program 

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

in Washington, DC, 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 
30 FY18 Annual Performance Plan and FY16 Annual Performance Report 

	 	 	 	 	

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. 

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. 

National Bibliographic Records Inventory — In FY16, GPO completed the following: 

n	 Created bibliographic records for approximately 100 publications from 12 SuDocs 

classes (University of Montana partnership) 

n	 Added 915 records for print USGS Bulletins to the CGP (University of Colorado, 

Boulder partnership) 

n	 Added 1,679 records for electronic USGS Bulletins to the CGP (Colorado School of 

Mines partnership) 

n	 Completed 150 drawers of the historic shelfist 

n	 Continued cataloging historic print congressional hearings and prints 

•	 Added 4,128 records to the CGP

In FY18, GPO’s plans include the following: 

n	 Continue acquiring materials within scope of the FDLP and the C&I program 

n	 Continue cataloging work associated with four offcial GPO partnerships 

n	 Award additional task orders for cataloging work related to the NBRII 

n	 Complete transcription and enhancements (adding one Library of Congress Subject 

Heading and one Corporate Name Authority) to 50 percent of the drawers in the 

historic shelfist 

National Plan for Access to U.S. Government Information — In FY16, GPO continued 

integrating the National Plan as guidance into products and service development for the 

FDLP, continued to develop and implement current “National Plan” programs including 

the next phase of the Regional Discard Policy, FIPNet and preservation partnerships, as 

well as ongoing internal organizational changes in response to National Plan in Technical 

Services. 

In FY18, GPO will: 

n	 Revisit, validate, and modify the National Plan from FY14 for updates to program 

refresh 

n	 Relook, adjust, and reframe based on library communities input and changing patron 

needs 

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

content for discovery by search engines. Efforts also are underway to upgrade the Online 

Bookstore to a responsive design that will 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. GPO has saved more than a million dollars in inventory costs through 
FY18 Annual Performance Plan and FY16 Annual Performance Report 31 

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

agreements in place with Amazon and OnDemand Books. 

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 

Secure Credentialing Products and Services 

GPO plays a critical role in our nation’s security by producing Secure Federal Credentials. 

We have manufactured the U.S. passport for over 80 years. Since the electronic passport 

program began in 2005, we have made well over 110 million e-Passports for our customer, 

the Department of State. 

GPO produces and personalizes over 3,000,000 secure Federal smart card credentials 

each year for a variety of Federal agency customers. These credentials are used to gain 

access to our nation’s borders, our Federal buildings and facilities, and our most sensitive 

IT networks and architectures. The success of our secure credential programs proves that 

we can connect security printing with secure electronics to produce the most trusted 

credentials in Government. 

GPO serves as an integrator of secure identifcation smart cards to support the 

credentialing requirements of Federal agencies and other Government entities. GPO can 

offer secure credential services that include card and secure artwork design, security 

printing, card manufacturing, card personalization, and fulfllment services. 

Performance 

Enhanced Secure Credential Production Capabilities — In FY16, GPO managers, 

supervisors and employees underwent training for enhanced skills in Continuous Process 

Improvement Methodologies and Lean Manufacturing Concepts delivered by industryspecifc specialists. Managers, journeypersons, engineers, and plant workers received 

this new and reinforcing training. These initiatives had a positive impact on production 

volume, manufacturing function, and improved return on investment. 

In FY18, GPO will continue to build on our core value of tangible print and move 

toward digital transformation through the procurement and utilization of digital driven 

equipment, design suites, data tracking tools, and other employee digital interfaces. 

Next Generation Passport Plan — A major secure document that GPO produces is the U.S. 

passport for the Department of State, which we have been responsible for since 1926. 

Since 2005, the U.S. passport has incorporated a digital chip and antenna array capable of 
32 FY18 Annual Performance Plan and FY16 Annual Performance Report 

carrying biometric identifcation data. With other security printing features, this document 

— which we produce in Washington, DC, as well as an additional secure facility in 

Mississippi — is the most secure identifcation credential obtainable. 

GPO joined the Department of State to begin work on the development of the Next 

Generation Passport. GPO plays 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 FY16, GPO’s activities in support of the Next Generation Passport program included 

refning program plans, product development, concept testing and evaluations, interagency and intra-agency meetings, budgeting, scheduling, and technology upgrades. 

In FY18, GPO’s activities in support of the Next Generation Passport program will include 

the full deployment and roll out plan execution to support the Department of State’s 

transition from the personalization and issuance of the current passport to the Next 

Generation Passport. As directed by the Department of State and during FY18, begin 

or continue to produce the components and fnished products of the Next Generation 

Passport program. 

Smart Card Products and Services — In FY16, GPO acquired additional smartcard 

equipment, facilities, and personnel to support growing business requirements. GPO 

worked to support the launch of a new card program including the Department of State’s 

Domestic Worker Identifcation Card program. 

In FY18, GPO will continue to support existing secure credential card customers, provide 

consultations and product upgrades when requested, and continue to offer our secure 

credential products and services to new Federal agencies and Government entities. 
FY18 Annual Performance Plan and FY16 Annual Performance Report 33 

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 familyfriendly, 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 continues its effort to provide a framework to create and maintain a model 

EEO program using the Equal Employment Opportunity Commission’s Management 

Directive 715 as a guide. A Model EEO Program is comprised of six essential elements 

that GPO utilizes as strategies for achieving EEO: 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. 

Strategic Human Capital Management 

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

technologies, a rate of change unparalleled elsewhere among other Legislative Branch 

agencies. Furthermore, 39 percent of GPO’s workforce will be eligible to retire in FY 2020. 

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 

Since GPO will continue to lose employees at record rates due to the aging workforce 

and competition with the federal and private sector for skilled workers will increase, 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 

Employee Relations — Training was developed for supervisors relating to Corrective 

Actions, Key Elements of Performance Management, and Leave Policies and Procedures. 

One on One training was provided to managers on duties of deciding offcials and 

correctly completing Douglas Factors. 
34 FY18 Annual Performance Plan and FY16 Annual Performance Report 

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

Offce of Personnel Management (OPM) 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. 

Survey results in 2016 indicated employees continue to think GPO is a good place to 

work. GPO’s global satisfaction score continues to steadily increase - from 61 percent 

in 2012 to 64 percent in 2013 to 65 percent in 2014 to 69 percent in 2016. GPO’s 2016 

responses showed an increase across the board in all Human Capital Assessment and 

Accountability Framework (HCAAF) categories. GPO’s 2016 HCAAF scores in all categories 

were higher than the overall Federal Government scores. 

GPO created a cross-functional group to identify areas of improvement noted in the 

survey and took action in addressing issues. From survey feedback received, progress has 

been made in the areas of leadership, strategic management, the support for diversity, 

performance management, communications, technology management and collaboration. 

GPO began an initiative called the “We Hear You Campaign” to track progress made in 

addressing issues related to the survey. 

Human Capital Service Level Partnership Agreements — Service Level Partnership 

Agreements were put in place in FY16 to establish a cooperative partnership between the 

GPO Human Capital (HC) Offce and the other internal units and will be realized in FY18 

as the established objectives are met. The objectives of this Agreement are to: 

n	 Integrate people, processes, and technology to provide a balanced service level to all 

business units 

n	 Create a collaborative business environment where trusted relationships and teamwork 

are encouraged between HC and BUs and a HC structure that balances strategic and 

tactical efforts that promote effciencies 

n	 Leverage human resources, institutional knowledge, developing skill sets, and 

technology in an effort to continuously improve service and productivity for all HC 

services 

n	 Mitigate risk to the Business Units by focusing on HC compliance requirements and 

understanding the impact these requirements have on productivity for the business 

units 

n	 Establish an integrated organizational structure that will promote the consistent 

interpretation and enforcement of policies, procedures, local, state and Federal laws 

and regulations throughout GPO 

n	 Reduce unnecessary delays in processing of actions 

The SLPA will be an ongoing initiative that will continue to align the GPO leaders with the 

workforce, and the agency objectives and mission. 

Human Capital Technology — GPO is leveraging existing technology and pursuing new 

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

and services. In FY16, GPO implemented several automated processes to improve HC 

services. The Tracker system and associated processes were updated to make the tracking 

of personnel actions easier than ever, allowing for benchmarking and adding a level 

of transparency. In addition, GPO automated the approval for within grade increases, 
FY18 Annual Performance Plan and FY16 Annual Performance Report 35 

implemented the employee notifcation process for Electronic Offcial Personnel Folder 

(eOPF) activity, and led a cross-organizational group to improve the onboarding process 

and better manage employee data. 

GPO will continue to automate processes to make the classifcation, recruitment, and 

staffng as effcient as possible. Improvements will be made to these and other HC 

applications including a major upgrade to OPM’s USA Staffng Application. Future plans 

include updating the Hiring Tracking System and creating a Position Description Library. 

Proactive Initiatives in Support of Equal Employment Opportunity (EEO) — In support of our 

commitment to ensure that all employees and applicants for employment enjoy equality 

of opportunity, GPO conducted a self-assessment to serve as a diagnostic tool to help 

determine areas that may require closer attention and identify and eliminate barriers 

that limit the full participation and advancement of women, minorities, and persons with 

disabilities, and to explore ways to recruit, develop and retain a diverse, high-performing 

workforce. 

In FY16, proactive measures to ensure EEO for all included the following: 

n	 GPO developed an MD-715 Baseline Report and initiated plans to identify and 

address potential barriers to equal opportunity that limit the full participation and 

advancement of individuals. 

n	 EEO posters were revised and are displayed throughout all GPO facilities. 

n	 All new employees were required to complete GPO’s Prevention of Sexual and 

Discriminatory Harassment training within 30 days of their entry on duty to 

proactively address prevention of unlawful discrimination. The training is designed 

to provide an understanding about what constitutes harassment, the role and 

responsibility of all employees to ensure a harassment free workplace, the avenues of 

redress available to address allegations, and the consequences for engaging in illegal 

harassment. 

n	 Policies on EEO, Anti-Harassment, and Reasonable Accommodation were provided to 

all new employees and are readily accessible and prominently posted on the intranet. 

n	 EEO Employee Handbook was developed to integrate EEO into the GPO’s strategic 

mission and is posted on the intranet for easy access. 

n	 GPO maximized the use of alternative dispute resolution in EEO complaints to 

facilitate early, effective, neutral, and effcient informal resolution of allegations of 

discrimination that enabled parties to resolve concerns in a quick, amicable and costeffective manner. 

Diversity and Inclusion Initiatives — GPO continued to cultivate a collaborative and 

inclusive work environment where diversity is valued and respected. Efforts in this area 

included the following: 

n	 GPO conducted a series of “Small Acts of Inclusion” presentations designed to inform 

employees about best practices in the areas of cultural competency and diversity and 

inclusion. 

n	 A model EEO Program begins with an effective EEO Program Policy Statement that 

demonstrates commitment from agency leadership. The GPO’s EEO Policy statement 

communicates the Director’s personal commitment to the principles of EEO and 

reiterates the agency’s position prohibiting discrimination based on any protected 

basis. The policy is available on GPO’s internal network to ensure easy access by all 

employees. 
36 FY18 Annual Performance Plan and FY16 Annual Performance Report 

n	 Special emphasis program observances with keynote speakers were sponsored 

throughout the year to promote a workplace that welcomes diversity and inclusion. 

n	 Director’s statements of support for all national observances that honor the valuable 

contributions of various groups and communicate the agency’s commitment to 

diversity and inclusion were prominently posted using various media. 

A model EEO Program ensures that all employees and applicants for employment enjoy 

equality of opportunity in the workplace regardless of race, sex, color, religion, national 

origin, age, disability, sexual orientation, and genetic information. In FY18, GPO will 

engage in activities that demonstrate leadership’s commitment to achieve a diverse 

workplace, free of barriers to equal opportunity, and will continue its development 

of a Model EEO Program using the six essential elements established by the EEOC’s 

Management Directive. 

Safe and Secure Environment — In FY16, GPO: 

n	 Established venues to improve the effciency of operations through the process of using 

well considered tactics; launching activities to set priorities, focus energy and resources, 

strengthen operations, and ensure employees are working toward common goals. 

n	 Purchased, installed, and implemented a state-of-the-art system to enhance offcer 

engagement during real-world scenarios 

n	 Revised the police offcer hiring process to enable a more practical and effcient 

standard. 

n	 Reduced the number of personnel requiring suitability. 

n	 Established a detective position under the direction of the Chief Security Offcer to 

investigate sensitive cases and to work closely with the Offce of the Inspector General 

and other law enforcement agencies 

n	 Ensured GPO essential functions continue during unexpected emergencies. 

n	 Demonstrated capabilities and provided after-action reports during COOP exercises, 

fre drills and shelter-in-place exercises. 

n	 Completed criticality and threat assessments. 

n	 Implemented security measures to ensure employees were safe in transit from Metro, 

Amtrak, and controlled lots especially during low light and no light conditions. 

n	 Attended the monthly NoMa Business Improvement District meetings concerning 

business, events, improvements, and crime in the area which included several other 

law enforcement agencies. GPO actively engaged in enhancing collaboration and 

coordination with other agencies (U.S. Park Police, Metropolitan Police Department, 

Federal Protective Service, and U.S. Capitol Police) in areas of communication, 

intelligence, and operational planning and training to expand our threat response 

capabilities. 

n	 Conducted a vigorous and dynamic Random Antiterrorism Measures (RAMs) Program. 

RAMs enhanced the effectiveness of the law enforcement posture by altering GPO’s 

security profle, thus making it more diffcult for terrorists to plan and conduct 

operations against employees and facilities. 

n	 Conducted annual physical security and safety assessments of all main GPO, Laurel 

Warehouse and Stennis facilities. Additionally, three regional offces were assessed. 

During the assessments, GPO identifed hazards and vulnerabilities and recommended 

prioritized actionable mitigation strategies. GPO will continue to track, trend, and 

follow up on hazards and vulnerabilities until appropriate risk mitigation or formal 

risk acceptance occurs. 
FY18 Annual Performance Plan and FY16 Annual Performance Report 37 

 

n	 Maintained an aggressive Occupant Emergency Training Program. GPO updated the 

Occupant Emergency Plan, trained supervisors on their roles and responsibilities, 

conducted six annual exercises to test and evaluate response capabilities, and updated, 

implemented, and trained emergency preparedness plans. 

n	 Measured and trended safety performance to identify areas of improvement. Tracked 

and trended accidents/incidents for continuous safety improvements and hazard 

reduction strategies. Used Occupational Safety and Health Administration’s recording 

standards, determined a rate, and compared it with the overall printing industry. Used 

trending to identify trends and disseminate to leadership so effective strategies can 

be implemented. Tracked hazards identifed during an accident investigation until 

mitigated or formally accepted. 

n	 Inspected 23 overhead hoists/cranes and repaired defcient equipment. 

n	 GPO performed risk assessments of all key security materials suppliers supporting 

GPO’s secure credential product lines. Qualifed new and existing suppliers and 

contractors were subjected to periodic security risk assessments based on the risk 

analysis. 

n	 Revised security plans, directives, and posts orders. Ensured security policies and 

procedures were maintained and developed to mitigate and promote a realistic 

strategy to protect the GPO asset from current and possible threats. 

n	 Maintained subject-matter-experts to sustain comprehensive security programs that 

addressed the GPO requirements in information security, personnel security, physical 

security, operations security, communications security, access control, antiterrorism, 

parking, etc., and promoted a highly motivated and well-trained workforce. 

n	 Provided continued operational intelligence information and updates concerning the 

tactics, techniques, and procedures of current and potential adversaries. 

n	 Provided annual training to the special police offcers at main GPO and the secure 

protection facility. 

n	 Increased number of personnel requiring national security access. 

n	 Decreased accidents and security incidents within the agency. 

n	 Completed the Lautenberg Certifcation on all armed security services personnel. 

n	 Developed, implemented, and maintained the Supply Chain Risk Management 

assessment schedule which was resourced and focused on the protection of critical 

information through a logical, structured, and consistent approach to assessing risk. 

n	 Conducted environmental compliance awareness training. 

n	 Established heighten security posture due to the attacks in Paris. 

n	 Ensured compliance with protection standards of critical information. 

n	 Conducted annual assessments of GPO main and Stennis facilities, along with Pueblo 

and Laurel warehouses and the Denver Regional Offce. 

In FY18, GPO will: 

n	 Maintain and increase venues and activities to improve the effciency of operations. 

n	 Establish practices to ensure understanding through development sessions with 

measurable results. 

n	 Have a speaker array installed which will improve notifcation capabilities in noisy 

production areas. Fire drills and shelter-in-place exercises will monitor improvements. 
38 FY18 Annual Performance Plan and FY16 Annual Performance Report 

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

n	 Replace the dust collection system in order to reduce fre and explosive hazards that 

could potentially migrate from one part of the building to another. Additionally, the 

new system will reduce dust from escaping the system and collecting on surfaces. 

n	 Fix 30 electrical panel defciencies to eliminate fre and electrical hazards. 

n	 Work to repair basement and garage concrete to reduce the potential of building 

material collapse and address water leaks in the sub-basement. 

n	 Produce a new fall protection directive along with new scaffolding and training for 

scaffolding personnel to reduce the chance of falls during the maintenance work. 

n	 Clean select ductwork in Buildings A-C to reduce the chance employees will be 

exposed to airborne lead. 

n	 Improve operational effciency and effectiveness by shaping and enhancing the 

security network and maintain secure network to ensure both internal and external 

customers’ assets are protected. 

n	 Provide needed technical upgrades and equipment to enhance the overall security and 

safety for GPO and increase operational effciency to operate under one management 

system platform for security and fre alarms. 

Workforce Development and Training — FY16, GPO continued to focus its workforce 

development efforts on four major priorities: 

n	 Professionalizing workforce skills through industry certifcations 

n	 Developing curriculums for critical skills required to continue the transformation from 

print to ePublishing and digital content management 

n	 Partnering with internal stakeholders to identify and deliver training to support their 

employee and business development needs 

n	 Improving data integrity of training completions 

Specifc training programs that were offered were: 

n	 Supervisor Behavioral Leadership Program – Focuses on managing people and their

performance, managing diffcult/problem employees, coaching and feedback, and 

developing employees 

n	 Digital Literacy Training and IC3 Certification Program – Develops the trainee’s

ability to perform tasks in a digital environment. This includes the ability to read and 

interpret media, to reproduce data and images through digital manipulation, and to 

evaluate and apply new knowledge gained from digital environments. 

n	 Lean Six Sigma and Kaizen Programs 

Also in FY16, GPO developed and conducted on-demand training in several areas to 

include: trusted digital repositories, contract law for print procurement, customer service, 

team dynamics, IT software, Offce 365, and many more. Lastly, accessibility to online 

training courses and the usage of the digital book library was increased by creating a new 

GPO Learning Center to make it accessible to employees on 2nd and 3rd shifts. 

Future initiatives will include providing leadership competency based training and 

developmental opportunities that enhance individual performance and support continuous 

learning at all levels. GPO will also continue to work internally to analyze, review, and 

update needed competencies. 

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732 North Capitol Street, NW 

Washington, DC 20401-0001 

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