FY19 Annual Performance Plan 

and FY17 Annual Performance Report 

U.S. GOVERNMENT PUBLISHING OFFICE 

FY19 Annual Performance Plan and FY17 Annual Performance Report 3 

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CONTENTS 

About GPO 

What We Do 

Mission 

Vision 

Values 

Organization 

GPO’s Strategic Framework 

Strategic Goal 1. Exceed our stakeholders’ expectations 

Strategies and Performance 

1. Meet evolving stakeholder needs with a modern publishing portfolio 

of print and digital products and services 

2. Provide the most trusted secure credentialing products and services in government 

3. Use analytics to improve the customer experience 

4. Streamline customer-facing processes to optimize the customer experience 

5. Meet the evolving needs of Congress 

Strategic Goal 2. Enhance access to Federal Government information 

Strategies and Performance 

1. Increase the amount of U.S. Government information available for free 

to the public and enhance access to information to meet evolving user needs 

2. Support access and discoverability through the Federal Depository Library Program 

and the Cataloging and Indexing Program 

3. Ensure security, authenticity, and accessibility of the nation’s publications 

for future generations 

Strategic Goal 3. Strengthen our position as the government-wide authority on publishing 21 

Strategies and Performance 21 

1. Provide best practices, standards, and training to support evolving 

Federal agency publishing needs 

2. Provide products and services at every stage of the publishing lifecycle 

3. Communicate our unique value and evolved portfolio of products and services 

Strategic Goal 4. Promote collaboration and innovation within government 

Strategies and Performance 

1. Provide shared services across government and connect Federal agencies 

with private sector businesses through procurement program 

2. Form strategic partnerships where collaboration and innovation can flourish 

3. Support government-wide innovation and interoperability 

Strategic Goal 5. Engage employees and enhance internal operations 

Strategies and Performance 

1. Build and retain a workforce that is talented, diverse, motivated and committed 

2. Reduce our environmental footprint 

3. Modernize and streamline internal processes and systems 

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FY19 Annual Performance Plan and FY17 Annual Performance Report 5 

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.govinfo.gov), a partnership with Federal depository 

libraries nationwide, and both online and bookstore sales. Total GPO employment today is 

approximately 1,700. 

GPO operates on a revolving fund basis, like a business. Just 16 percent 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. 

What We Do 

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

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

proceedings of Congress, GPO produces bills, hearings, reports, and other legislative 

documents, in digital and print formats, as required by the Senate and House of 

Representatives and their committees. GPO’s Plant Operations facility also produces the 

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

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

additional facility in Mississippi for passport and secure credential production. 

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

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

nationwide for Federal agency customers in FY 2016. About 75 percent 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 

govinfo website provides 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, and offers eBooks through partnerships with multiple 

vendors. 
6 FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

 

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

https://twitter.com/usgpo, YouTube https://www.youtube.com/user/gpoprinter, 

Facebook https://www.facebook.com/USGPO/, LinkedIn https://www.linkedin. 

com/company/u.s.-government-printing-office and Instagram 

https://www.instagram.com/usgpo/. 

Mission 

Keeping America Informed as the offcial, digital, and secure source for producing, 

preserving, and distributing offcial Federal Government publications and information 

products for Congress, Federal agencies, and the American public. 

Vision 

An informed nation that has convenient and reliable access to their government’s 

information through GPO’s products and services. 

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. 

Innovation 

GPO is committed to anticipating change and implementing new programs, processes, 

and technologies that bring value to our organization and customers. 

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. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 7 

GPO ORGANIZATION 

EQUAL EMPLOYMENT 

OPPORTUNITY 

Tony Paras 

(Acting) 

DIRECTOR 

Vacant 

INSPECTOR GENERAL 

Stephen T. Roy 

(Acting) 

CHIEF OF STAFF 

Andrew M. Sherman 

PROGRAMS, STRATEGY 

AND TECHNOLOGY 

Richard G. Davis 

CONGRESSIONAL 

RELATIONS 

Yalanda Johnson 

(Acting) 

PUBLIC RELATIONS 

Gary Somerset 

CHIEF FINANCIAL OFFICER 

Steven T. Shedd 

STRATEGY FINANCE 

EMPLOYEE 

COMMUNICATIONS 

Gary Somerset 

DEPUTY DIRECTOR 

Andrew M. Sherman 

(Acting) 

OPERATIONS 

CHIEF ADMINISTRATIVE 

OFFICER 

Herbert H. Jackson, Jr. 

ADMINISTRATION 

SUPERINTENDENT 

OF DOCUMENTS 

Laurie Hall 

PUBLIC ACCESS 

GENERAL COUNSEL 

Kerry L. Miller 

(Acting) 

LEGAL 

OFFICIAL JOURNALS 

OF GOVERNMENT 

Lyle L. Green 

HUMAN CAPITAL 

Dan Mielke 

(Acting) 

LIBRARY SERVICES AND 

CONTENT MANAGEMENT 

Laurie Hall 

LABOR RELATIONS 

Melissa Hatfeld 

PLANT OPERATIONS 

John Crawford 

INFORMATION TECHNOLOGY 

AND SYSTEMS 

Nadeem Sahibzada 

(Acting) 

PUBLICATIONS AND 

INFORMATION SALES 

SECURITY AND 

INTELLIGENT DOCUMENTS 

Stephen G. LeBlanc 

SECURITY SERVICES 

LaMont R. Vernon 

CUSTOMER SERVICES 

Sandra K. MacAfee 

ACQUISITIONS 

Lorna Baptiste-Jones 

ADMINISTRATIVE SERVICES 

Oksana Pozda 
8 FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

 

GPO’S STRATEGIC FRAMEWORK 

GPO’s mission is Keeping America Informed as the official, digital, and secure source 

for producing, preserving, and distributing official Federal Government publications 

and information products for Congress, Federal agencies, and the American public. 

Strategic Goals 

1 Exceed our 

stakeholders’ 

expectations 

Strategies 

■■ Meet evolving 

stakeholder needs 

with a modern 

publishing portfolio 

of print and digital 

products and 

services 

■■ Provide the most 

trusted secure 

credentialing 

products and 

services in 

government 

■■ Use analytics 

to improve 

the customer 

experience 

■■ Streamline 

Customer-Facing 

Processes 

to Optimize 

the Customer 

Experience 

■■ Meet the evolving 

needs of Congress 

2 Enhance access 

to Federal 

Government 

information 

■■ Increase the 

amount of U.S. 

Government 

information 

available for free 

to the public and 

enhance access 

to information to 

meet evolving user 

needs 

■■ Support access 

and discoverability 

through the 

Federal Depository 

Library Program 

and the Cataloging 

and Indexing 

Program 

■■ Ensure security, 

authenticity, and 

accessibility 

of the nation’s 

publications 

for future 

generations 

3 Strengthen our 

position as the 

governmentwide authority 

on publishing 

■■ Provide best 

practices, 

standards, and 

training to support 

evolving Federal 

agency publishing 

needs 

■■ Provide products 

and services at 

every stage of the 

publishing lifecycle 

■■ Communicate our 

unique value and 

evolved portfolio 

of products and 

services 

4 Promote 

collaboration 

and innovation 

within 

government 

■■ Provide shared 

services across 

government and 

connect Federal 

agencies with 

private sector 

businesses 

through 

procurement 

program 

■■ Form strategic 

partnerships 

where 

collaboration and 

innovation can 

flourish 

■■ Support 

government-wide 

innovation and 

interoperability 

5 Engage 

employees and 

enhance internal 

operations 

■■ Build and retain a 

workforce that is 

talented, diverse, 

motivated and 

committed 

■■ Reduce our 

environmental 

footprint 

■■ Modernize and 

streamline internal 

processes and 

systems 

Note: The highlighted initiatives in this document are GPO’s current top priority projects. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 9 

 

STRATEGIC GOAL 1 

EXCEED OUR STAKEHOLDERS’ EXPECTATIONS 

Overview 

GPO exists to serve our stakeholders: Congress, Federal agencies, and the public, and in 

doing so, we work with a multitude of organizations, entities, private sector businesses, 

and interested communities. We endeavor to provide all of these stakeholder groups 

with effcient, cost-effective, and modern products and services that deliver results and 

exceed customer expectations. It is our goal to provide all stakeholders with world-class 

customer service together with product innovation through a wide range of publishing and 

technology vehicles. 

Strategies and Performance 

1. Meet evolving stakeholder needs with a modern publishing portfolio 

of print and digital products and services 

In an environment dominated by rapidly evolving technology, GPO will work to 

understand, anticipate, and meet the changing needs of our stakeholders. 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. 

As GPO has transitioned from a print-centric to a content-centric operation, our portfolio 

of products and services has greatly diversifed. In order to best meet our customer needs, 

GPO aligns resources with a streamlined set of publishing products and services that 

refects our experience, expertise, and strengths. To keep pace with evolved customer 

needs GPO has modernized our products and services portfolio to include eBooks, printon-demand, digital signature application, as well as procurement programs for digital 

products and services. GPO has saved more than a million dollars in inventory costs 

through increased use of print-on-demand and just-in-time printing, and plans to continue 

to emphasize print-on-demand and just-in-time printing to minimize inventory costs while 

keeping Federal print titles available for purchase. 

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 plans to continue to emphasize print-on-demand and just-in-time printing to minimize 

inventory costs while keeping Federal print titles available for purchase and to work with 

additional digital printing vendors to print specialty items such as River Navigation Charts 

on demand. 

In FY17, GPO made 49 new titles available via print-on-demand, received 200 backlist 

titles from Federal agencies that were added to the GPO Sales Program as print-on-demand 

items, and submitted 69 titles to Amazon’s print-on-demand database for dissemination 

through Amazon channels. 
10 FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

2. Provide the most trusted secure credentialing products and services in government 

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

We have manufactured the U.S. passport for over 90 years. Since the electronic passport 

program began in 2005, we have made well over 150 million e-Passports for our customer, 

the Department of State. Since 2005, the U.S. passport has incorporated a digital chip and 

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

features, this document — which we produce in Washington, DC, as well as an additional 

secure facility in Mississippi — is the most secure identifcation credential obtainable. 

GPO produces and personalizes millions of 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. 

ISO 9001:2015 Certification – In December 2016, GPO achieved the global standard of 

excellence for the agency’s production of the U.S. passport and secure Federal credentials. 

GPO’s production facilities in Washington, DC, achieved ISO 9001:2015 certifcation. GPO 

attained ISO certifcation in 2010 and this recertifcation has been achieved by meeting the 

new standards and demonstrating a long standing practice of consistency. 

This standard is attained by demonstrating a number of quality management principles 

including a strong customer focus, the motivation and implication of top management, 

the process approach, and continual improvement. Using ISO 9001:2015 helps ensure that 

customers get consistent, good quality products and services, which in turn brings many 

business benefts. 

Next Generation Passport – GPO and the Department of State are working 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 FY 2017, GPO’s Security and Intelligent Documents business unit produced 

more than 22.5 million passports and 3.9 million other Federal secure credentials. 

The frst Offcial and Diplomatic NextGen Passports are scheduled to be issued in the 

frst quarter of 2019. These passports will incorporate new security features including a 

polycarbonate-based data page and alpha-numeric book numbers, which have required 

the development and testing of new production processes and techniques at the same 

time GPO has been producing substantial quantities of its existing secure identifcation 

products for Federal clients. In the months ahead, GPO will be working on the roll 

out of the NextGen Offcial and Diplomatic Passports and will continue building the 

capacity for the production of NextGen Tourist Passports. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 11 

 

Smart Card Products and Services – In FY17, GPO acquired additional smart card 

equipment, facilities, and personnel to support the growing business requirements of 

this division. GPO has completed the planning, design work, printing, construction, and 

integration to support the launch of the Department of Veterans Affairs’ Veterans Health 

Care Identifcation Card (VHIC). Additionally, signifcant progress has been made on the 

design, construction, testing, and validation of a newly generation TSA Transportation 

Workers Identifcation Card (TWIC) scheduled for launch during 2018. 

In FY19, 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. 

3. Use analytics to improve the customer experience 

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. 

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 develop and implement 

customer expectations for daily interactions with customers to address desired service 

enhancements, identify new business opportunities, and develop plans to continuously 

improve performance. 

Customer Satisfaction Survey – In addition to the bi-annual Customer Satisfaction 

Survey, beginning in FY18 GPO will randomly survey customers after a specifc job 

has delivered in order to ensure that they are receiving satisfactory service during 

the procurement process. Feedback received will be used to make any necessary 

improvements in our service. 

4. Streamline customer-facing processes to optimize the customer experience 

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. 

In order to provide quality service to customers, GPO will focus on the creation of 

frst-rate, system-wide solutions that meet customer requirements and exceed customer 

expectations. GPO will improve processes and technologies to ensure that solutions 

are scalable, available, cost-effective, and secure. This includes modernization of agency 

business processes and systems used for conducting and managing print procurement 

ordering processes, enhancement of customer relationship management, and 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. 
12 FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

 

 

 

Financial Document Repository – GPO expanded the document repository that provides 

customers with access to digital GPO Form 400 invoices to include ordering documents 

such as the Standard Form 1, the basic form Federal customers use to requisition printing, 

binding, and related services from GPO. 

GPO.gov Website Redesign – In order to respond to changes in customer needs and 

usage patterns, including an increase in mobile internet use, in 2017 GPO launched a 

newly designed, user-friendly agency website for customers, vendors, Federal agencies, 

libraries, and the public looking for access to Government information, the latest GPO 

news, and GPO products and services. 

The site features a simple, mobile-friendly structure that connects the user in a 

more streamlined digital manner with GPO. Some of the new features include an 

improved internal site search, improved user experience, easy access to GPO products 

and services, easy access to events and training, easy access to GPO social media 

platforms, and locating Federal Depository Libraries. 

Customer Relationship Management (CRM) Tool – After completing market research, 

Library Services and Content Management (LSCM) determined that SalesForce would 

be the best CRM tool to design and implement for use in managing and servicing our 

Federal Depository Library Program (FDLP) community. Working with other business 

units in GPO, an acquisition package was developed, including user stories, requirements, 

and future needs study. The acquisitions blanket purchasing agreement was awarded 

on September 27, 2017. It is anticipated that the SalesForce tool will be concentrated 

on LSCM’s Outreach and Support unit and also serve as a replacement for the outdated 

askGPO. This will occur in FY18. 

Bookstore Website – In 2017, GPO launched a newly designed, user-friendly U.S. 

Government Online Bookstore. The site features a simple, mobile-friendly navigation 

that connects the user to more than 4,000 titles on topics from the Federal Government. 

GPO started making Government publications available for sale in the 1920s with a retail 

bookstore and then established an online presence for selling publications in 1999. 

The new site provides enhanced security features for online purchases; incorporates 

enhanced metadata to make product search easier; and includes improved search features 

by topic, Federal agency, and collection, larger color book cover graphics, and product 

reviews. 

5. Meet the evolving needs of Congress 

GPO was originally established to produce congressional products under the close 

guidance and control of the House of Representatives and the Senate, and this work 

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

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

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

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

congressional publications increasingly online as demand for printed copies declines. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 13 

 

GPO facilitates the needs of Members of Congress, congressional committees and staff, 

and their constituents, and we are an expert resource on GPO products and services, all of 

which meet the highest standards for accuracy, integrity, fairness, and professionalism. 

Hearing Modernization - The goal of this project is to improve and simplify the existing 

process to reduce the time, labor, and costs associated with composing, editing, and 

publishing of committee hearings for the committees of the U.S. House of Representatives. 

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. 

GPO has continued to enhance Mobile Continuity of Operations Plan (COOP) capabilities 

to support the mission needs of the agency and provide mobile continuity of operations to 

support Congress in producing essential congressional publications in the event that access 

to GPO or the National Capital Region is denied. 

Mobile COOP has been developed and thoroughly tested, moving the program into a 

state of sustainment, transitioning to an operational phase. Next, GPO will work to assess 

whether the various GPO COOP annex plans currently meet the needs of the agency and 

various business units and support organizations. This entails gathering insight into how 

COOP annex plans will be executed in the event of an emergency, challenges confronting 

the business units, and establishing a base line understanding of GPO’s overall capabilities 

that can subsequently be used to inform a revision of the agency’s overall COOP Plan. 

Commended for Digital Initiatives – In July 2017, the U.S. House of Representatives 

Committee on Appropriations commended GPO for its use of digital technology in 

providing public access to congressional information. The Committee cited GPO’s digital 

initiatives in its report accompanying the FY18 appropriations bill for the Legislative 

Branch. 

According to the report, “GPO’s skilled use of digital technology has allowed the agency 

to constrain the costs of its operations while expanding Government information access 

options to the American people, bringing greater openness and transparency to the 

operations of Congress and the Government.” 

For FY18, GPO submitted a fat budget request for its appropriations, which was 

recommended for approval by the Committee in its report. GPO’s appropriations request 

is fat for the third consecutive year; the agency’s request for congressional publishing has 

been fat since FY14, and for FY18 it has been reduced further. 
14 FY19 Annual Performance Plan and FY17 Annual Performance Report 

STRATEGIC GOAL 2 

ENHANCE ACCESS TO 

FEDERAL GOVERNMENT INFORMATION 

Overview 

In pursuit of our vision of an informed nation, GPO will continue to provide authentic, 

published government information to the public through a variety of print and digital 

technology vehicles, both effciently and securely. Our mission of Keeping America 

Informed has not wavered in our more than 150 years; what has changed is the range 

of formats and channels through which stakeholders expect to receive information. We 

further government transparency efforts and continue to evolve our approach to public 

information dissemination. 

Strategies and Performance 

1. Increase the amount of U.S. Government information available for free to the public and 

enhance access to information to meet evolving user needs 

GPO provides access to Government information through tangible distribution of U.S. 

Government publications to Federal depository libraries nationwide, ingest into govinfo, 

and identifcation and linking through GPO’s Catalog of U.S. Government Publications 

(CGP). 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; Federal websites; and open data. GPO also works to coordinate 

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

public. 

GPO launched govinfo, available at www.govinfo.gov, as a public beta website in 

February 2016 to replace its predecessor site, the Federal Digital System (FDsys). 

govinfo provides free public access to offcial publications from all three branches of the 

Federal Government. In addition to providing an advanced, metadata-powered search 

experience, govinfo also includes a content management system and a standards-compliant 

preservation repository. These three components comprise GPO’s world-class system 

for the comprehensive management of electronic information. Continuing to add to the 

collections currently available on govinfo is of the highest priority, with a goal of offering 

complete and historic holdings. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 15 

govinfo Development and Support – govinfo is a redesign of the FDsys public 

website, with a focus on implementing feedback from users and improving overall 

search and access to electronic Federal Government information. 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. 

GPO worked throughout the govinfo beta period to build functionality on govinfo 

equivalent to FDsys; implement user and stakeholder feedback; optimize URLs; migrate 

metadata, bulk data, sitemaps, and help content; resolve bug reports; build new features 

requested by our user community; and much more that can be accessed in the govinfo 

Release Notes at www.govinfo.gov/features/release-notes. 

Highlights of the work performed during the beta period include: 

■■ Completed building out of Browse and Details pages (including Document in 

Context tabs) for the remaining collections. (While all content fles have been 

available from govinfo throughout the beta period, at the time of beta launch only 10 

collections were fully built with equivalent access points as are available on FDsys.) 

■■ Migrated from FDsys the Browse by Government Author feature, CFR Parts Affected 

tool, thumbnails in search results, related resources on Browse pages, the Bulk Data 

Repository, sitemaps, MODS and PREMIS metadata fles, and link service. 

■■ Migrated help content and drafted and featured more than 100 articles on the 

homepage. 

■■ Data tools: Bulk Data Repository, sitemaps to make it easy for search engines to 

crawl and index govinfo pages and content, migrated MODS and PREMIS metadata 

fles, and link service where for 13 collections you can use a pattern to construct 

reliable links to pages and content. 

■■ Optimized URLs to be more user-friendly, shareable, and consistent. 

■■ Gathered and implemented user feedback such as adding sort options for certain 

search flters (e.g., option to sort the date flter from new to old instead of by 

number of results), building pagination for very long lists in Browse pages, switching 

to pagination for navigating search results, and updates to the search widget. 

■■ Linked more related documents together on Details pages for Congressional Reports 

and the Congressional Record. 

Many activities required to transition from FDsys to govinfo involved work on the back 

end of the site, and while not being immediately apparent on the front end, all of these 

efforts contribute to providing the best user experience while ensuring GPO remains 

the trusted custodian of offcial Federal information from all three branches throughout 

the transition. 

In addition to tasks required to support the transition to govinfo, GPO regularly 

performs maintenance on the infrastructure, software, databases, source code, and other 

components required to support the content management system, search engine, and 

preservation and authentication processes and practices that make govinfo unique 

among government websites, databases, and repositories. 
16 FY19 Annual Performance Plan and FY17 Annual Performance Report 

A few highlights of the new content added to govinfo in FY 2017 are: 

■■ In December 2016, GPO made available the United States Policy and Supporting 

Positions, or the “The Plum Book,” on govinfo. 

■■ In January 2017, GPO released the 2016 edition of the GPO Style Manual. 

■■ In March 2017, GPO released Picturing the Big Shop: Photos of the U.S. Government 

Publishing Offce, 1900-1980. 

■■ Women in Congress, 1917-2017 is the frst publication in EPUB format available on 

govinfo. 

■■ Code of Federal Regulations Index and Findings Aids is available on govinfo for the frst 

time beginning with the 2017 edition. 

■■ Opinions from seven district courts and one bankruptcy court were added to the U.S. 

Courts Opinions collection. 

■■ GPO is continuing to add historical titles to the FDLP Related Publications page on 

govinfo. 

Digitized Historical Content – In FY17, GPO, in partnership with the Library of 

Congress (LC), worked toward the objective of digitizing and making available on 

govinfo all historical issues of versions of the Congressional Record (Bound Edition) 

back to the frst appearance of the publication on March 5, 1873. This effort involved 

digitization, metadata creation, and ingest into govinfo of 75 volumes dating 1873 to 

2007. 

In FY17, GPO also continued work to digitize historical Federal Register material (1936-

1994) and provide permanent public access to the volumes on govinfo. This project is 

digitizing a total of 14,587 individual issues, dating back to the frst Federal Register in 

1936. Nearly 2 million pages are being digitized. Volumes back to 1970 are digitized and 

available on govinfo. 

Collection Development – In early FY17, GPO released GPO’s System of Online Access 

Collection Development Plan, which set ingest priorities for fscal years 2017-2022. Building 

the system’s collection to make it the most comprehensive information repository serving 

the information needs of Congress, Federal agencies, depository libraries, and the public 

entails the ingest of current and historical content. 

Ben’s Guide to the U.S. Government – Ben’s Guide is an interactive, mobile-friendly 

site on the workings of the U.S. Government and history. In September 2016, Ben’s Guide 

was selected as one of the American Library Association’s (ALA) Great Websites for Kids. 

Available at https://bensguide.gpo.gov, the site is a popular education resource for 

children, adults and educators. 

In FY17, several enhancements were implemented including a new mobile menu that gives 

easy access to all information on the website, adjustments to the main menu to enhance 

access to Learning Adventures, and code cleanup in the back-end of the site. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

2. Support access and discoverability through the Federal Depository Library Program and 

the Cataloging and Indexing Program 

As part of its publishing programs, GPO, through the Federal Depository Library Program 

(FDLP), distributes certain Government documents free of cost to designated libraries 

throughout the United States and its territories. These libraries are known as Federal 

depository libraries. GPO’s primary information dissemination program involves a 

partnership with approximately 1,100 of these libraries nationwide. 

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

provide a comprehensive index of every document issued or published by a department, 

bureau, or offce not confdential in character. GPO administers this program and 

provides public access to this index through the online bibliographic records contained in 

GPO’s Catalog of U.S. Government Publications (CGP). The CGP is available at https:// 

catalog.gpo.gov as a fnding tool for Government publications, containing records with 

information about publications in many different fle formats. 

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

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

at GPO. However, a separate effort is necessary to incorporate missing records and 

enhance existing bibliographic records for historic materials. This effort is known as the 

National Bibliographic Records Inventory Initiative (NBRII). The NBRII endeavors to 

provide online bibliographic records or serial holding records for those historic materials 

that are not currently captured in the CGP. 

Federal Depository Library Program (FDLP) Regional Discard Policy – In 2015, GPO 

received approval from its congressional oversight committee, the Joint Committee on 

Printing (JCP), to implement the Superintendent of Documents Regional Discard public 

policy. The discard policy states that if a regional has retained materials for seven years, 

the materials are available on govinfo with a digital signature, and there are four tangible 

copies geographically distributed within the FDLP, they will be able to discard those 

materials, with permission of the Superintendent of Documents. This policy allows regional 

depository library coordinators to request permission to discard eligible materials for the 

frst time within the FDLP’s history. 

FDLP eXchange – This new congressional mandate has essentially increased the overall 

scope of the FDLP eXchange system/application. The FDLP eXchange application 

development project (Phase-1) is viewed as an ‘early implementation’ effort, focused on 

the delivery of requested system functionality. Since inception, FDLP eXchange is being 

positioned as the core system/application to be used by participating libraries to manage 

the preservation and parsing of tangible materials from their individual depository 

collections. 

In September 2017, GPO issued a contract for a Federal Risk and Authorization 

Management Program (FEDRAMP) compliant host site to ensure the application is hosted 

in an environment that meets Federal security guidelines. Work continues to establish 

the production site in the new environment. GPO closed out FY 2017 by putting the fnal 

touches on a training site version of the application which was scheduled for release in 

October 2017. 

Cataloging Record Distribution Program (CRDP) – The CRDP provides GPO-produced 

catalog records to participating Federal depository libraries at no cost to the libraries 

through a contract with MARCIVE, Inc. The CRDP started in 2009 and has expanded 

each year. In FY17, LSCM enrolled 165 libraries in the program. This was an increase 

17 
18 FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

 

of 30 libraries over FY16. Because of the additional libraries, a webcast “Completing 

the Cataloging Record Distribution Program (CRDP) Profle” was made available to help 

address questions about the process of joining the CRDP. On September 7, 2017, LSCM 

presented a webinar on “Cataloging Record Distribution Program Workfows.” This webinar 

featured a MARCIVE presenter and librarians from three participating CRDP libraries. 

Electronic Cataloging in Publication Program (ECIP) Program – GPO is a member 

of the Library of Congress ECIP Cataloging Partnership Program. This program catalogs 

records for books in advance of publication. Through the ECIP Program, GPO is creating 

pre-publication bibliographic records for publications from Federal agency publishers. In 

FY17, 40 CIP records were created for GPO, the Combat Studies Institute, the Air Force 

Research Institute, the Smithsonian Institution Scholarly Press, the U.S. Geological Survey, 

and the National Gallery of Art. 

Catalog of U.S. Government Publications (CGP) – In FY17, the following functionality 

enhancements were made to the CGP and its related services: 

■■ New search feature was added allowing users to search by “Exact Title keyword(s)” from 

the Basic, Advanced, and all Catalog to Search pages 

■■ Several new enhancements to the CGP were implemented to improve site security and 

performance 

■■ New Electronic Titles (NET) was updated 

■■ FDLP Web Archive added a second PURL listed in the CGP providing users with a 

second point of access to archived version of the web resource 

3. Ensure security, authenticity, and accessibility of the nation’s publications for future 

generations 

In order to provide continual access to information, GPO must also ensure tangible and 

digital long-term preservation, cybersecurity, authenticity, and accessibility and provide for 

the Continuity of Operations. 

It is necessary to preserve the offcial publications and information products of the U.S. 

Government in all formats. These publications document the fundamental rights of the 

public, the actions of Federal offcials in all three branches of our Government, and the 

characteristics of our national experience. This information asset is vulnerable to decay, 

technical obsolescence, malicious cyber-attacks, and neglect. Safeguarding access to 

Government information for everyone, now and for the future, is best achieved through 

programmatic preservation. 

GPO and Federal depository libraries have a long-standing tradition of supporting 

permanent public access to all forms of Government information. Working with its 

partners, GPO is committed to ensuring that future generations have free and permanent 

public access to Government publications and information dissemination products that are 

within the scope of the Federal Depository Library Program, the Cataloging & Indexing 

Program, and GPO’s System of Online Access (govinfo). 

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

security, network security, disaster recovery, and compliance issues, 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. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 19 

 

 

govinfo Certification as a Trustworthy Digital Repository – GPO is working to 

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

(TDR) for Government information through certifcation of govinfo under ISO 

16363:2012. Certifcation of govinfo from an accredited certifying body will serve 

to validate GPO’s commitment to standards-based digital preservation practices 

and activities across 109 criteria in the areas of Organizational Governance, Digital 

Object Management, and Infrastructure and Security Management. 

Certifcation under ISO 16363 will provide GPO stakeholders, including the 

FDLP community, that govinfo is a standards-compliant digital archive in which 

Government information shall be preserved, accessible, and usable well into 

the long-term future. To prepare for external certifcation, GPO has participated 

in the National Digital Stewardship Residency program, sponsored by Library 

of Congress and the Institute of Museum and Library Services, in order to have 

a Resident perform an internal assessment against the 109 criteria of the ISO 

16363 standard. In August 2016, GPO released a Request for Information to elicit 

information and to better understand the auditing processes and certifcation 

opportunities for govinfo under ISO 16363:2012 accredited certifcation 

organizations and to identify organizations that could perform the audit. In 

October 2017, GPO released a solicitation in order to procure an external 

certifcation body to perform the formal audit. 

Cyber Security Initiatives – GPO’s comprehensive IT security posture helps address the 

challenges with information security, network security, disaster recovery, and compliance 

issues. In FY17, GPO continued to educate the GPO community about information security 

issues through various IT Security Awareness training modalities and opportunities and 

completed Phishing exercise. The CyberArk Privileged Account Management system has 

been implemented to protect, monitor, detect, alert, and respond to privileged account 

activity. The Malicious Domain Blocking System/DNS Firewall Project is complete which 

inspects DNS traffc and blocks known malicious domains and helps discover malicious 

domains. The Legislative Branch Threat Intelligence Platform (L-TIP) & Threat Sharing 

System was implemented 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. 

Cybersecurity projects to be initiated: 

■■ Enterprise Vulnerability Assessment System – Implement an Enterprise Vulnerability 

Assessment system to modernize and replace the existing system at GPO, which will 

include advanced web application scanning capability, internet and on premise based 

scanning capability, vulnerability reporting and tracking, and both credentialed and noncredentialed scanning capability. 

■■ Network Traffic Visibility Technology Enhancement Project – Implement Network 

Traffc Visibility Tap Technology to greatly enhance the number of network segments 

sending network traffc to the IT security continuous monitoring system for analysis and 

to enhance advanced threat protection at GPO. 

■■ Enhanced Intrusion Protection System (IPS) Implementation Project – Implement a 

new, enhanced enterprise IPS system at both GPO datacenter sites to improve advanced 

threat protection at GPO and reduce risks to GPO. 
20 FY19 Annual Performance Plan and FY17 Annual Performance Report 

■■ Cloud Security Access Broker (CSAB) System Implementation Project – Implement 

a Cloud Security Access Broker system to enhance the capability to control and track 

cloud system usage at GPO. 

■■ Network Diagram and Data Flow Automation System Implementation Project – 

Implement a network diagram and data fow automation tool to enhance protections 

and controls for GPO internet facing systems and the GPO network. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 21 

STRATEGIC GOAL 3 

STRENGTHEN OUR POSITION 

AS THE GOVERNMENT-WIDE AUTHORITY 

ON PUBLISHING 

Overview 

GPO is an authority on printing through more than a century of the experience and now seeks 

to strengthen and expand our expertise in all areas of publishing to refect the transformation 

to a content-centric provider of information. GPO is a primary source, a central hub. 

Strategies and Performance 

1. Provide best practices, standards, and training to support evolving Federal agency 

publishing needs 

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, working groups, and collaboration with publishing standards organizations. 

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 Federal Depository Library Program (FDLP) community as an 

integral partner in helping these stakeholders accomplish their missions. GPO’s outreach 

initiatives will integrate traditional channels with a range of digital communication 

channels to increase awareness of GPO programs and services. 

GPO offers educational opportunities for Federal publishing and printing professionals 

through the Institute at GPO (www.gpo.gov/how-to-work-with-us/agency/ 

services-for-agencies/training-opportunities) with courses that refect the changing 

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

variety of channels. 

GPO also provides the Federal Depository Library Program (FDLP) Academy (https:// 

www.fdlp.gov/about-the-fdlp/fdlp-academy) as a resource for training opportunities 

and tools for Federal Depository Libraries. The FDLP Academy enhances Federal 

Government information knowledge through events and conferences coordinated by GPO, 

and webinars and webcasts on a wide variety of Government information topics, presented 

by GPO, other Federal agencies, or from the FDLP community. 

GPO Style Manual – In January 2016, GPO released the 31st edition of the GPO Style 

Manual. This is the frst revision since 2008 and the frst to be issued under GPO’s new 

name. Since 1894, the GPO Style Manual has served as a guide to the style and form 

of Federal Government printing and publishing. The Manual has come to be widely 

recognized by writers and editors both within and outside the Federal Government as an 

important editorial tool. 

The GPO Style Manual is prepared under the authority of section 1105 of Title 44, U.S.C., 

which requires the Director to “determine the form and style” of Government printing. 

The Manual is prepared by the GPO Style Board, composed of proofreading, printing, and 

Government documents specialists from within GPO, where all major congressional as well 

as executive agency publications are produced. 
22 FY19 Annual Performance Plan and FY17 Annual Performance Report 

Besides a thorough revision throughout, new features in this edition include: 

■■ GPO’s most recent digital initiatives

■■ Updates to foreign nation information

■■ Updates to State demonyms

■■ Treatment of words related to native entities recognized by the Federal Government

■■ Clarifcation of punctuation rules

■■ Updates to capitalization, abbreviations, and computer terms

■■ Inclusion of many suggestions from users

Integrated Digital Marketing – GPO utilizes an integrated marketing approach for 

fostering greater awareness of GPO’s products and services. By leveraging all available 

digital tools in a coordinated effort with traditional channels, this generates a meaningful 

body of experience to gauge the relative effectiveness of various elements of the outreach 

program. 

Federal Depository Library Program (FDLP) Academy – The FDLP Academy is a 

resource for training opportunities and tools for Federal Depository Libraries (FDLs). 

During FY17, more than 113 virtual events were developed and/or facilitated. These events 

include pre-recorded training developed for specifc needs for the FDL’s, informational 

sessions from other Federal agencies, and virtual meetings. Total attendance for all virtual 

meetings exceeded 4,906 and more than 3,927 viewed virtual archived sessions. 

Also in 2017, GPO presented the FDLP Coordinator Certifcate Program (CCP) through the 

FDLP Academy for the frst time since the 2015 pilot. This program presents an opportunity 

for GPO to directly inform FDL coordinators of what they need to know to ensure their 

depository library is in compliance with the Legal Requirements & Program Regulations of 

the FDLP. Learn more about the FDLP Academy at www.fdlp.gov/about-the-fdlp/fdlpacademy. 

GPO also facilitates both the annual Fall Depository Library Council (DLC) Meeting 

and Federal Depository Library (FDL) Conference and the annual Spring DLC Virtual 

Conference. More information is available at www.fdlp.gov/about-the-fdlp/eventsand-conferences. 

Joint Promotions – In FY17, GPO worked with the Armed Forces Radio and TV networks 

to run two public service announcements encouraging military personnel and their families 

to visit the U.S. Government Online Bookstore. The audience is approximately 300,000 

service members, civilians, and family members. The spots each aired 30 times per week 

for 8 weeks on each DMA radio service and 49 times per week on Armed Forces TV - in 

total 300 spots on radio and 350 spots on TV. GPO also promoted products and services 

to an audience of 1,500 Federal agency attendees as part of an outreach presentation at 

Granicus Digital Communications Summit on April 13, 2017. 

In FY19, GPO will explore partnering opportunities with other Federal agencies, colleges 

and universities, and libraries to promote Federal content into those markets and will 

work with several Federal agencies to launch their publications via multiple promotional 

channels. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 23 

2. Provide products and services at every stage of the publishing lifecycle 

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

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

planning, and creative design, to production, publication, document conversion, 

dissemination, and storage. 

■■ Project Planning – Design consultation and marketability 

■■ Creative Design/Preflight – Development of comps for digital and tangible products, 

editorial and prefight services and a variety of design services including publication 

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

security design. 

■■ Production – Nationwide print and print-related procurement program for tangible and 

digital products, print-on-demand solutions, in-house printing, eBook conversion and 

creation 

■■ Dissemination – Channels include the U.S. Government Online Bookstore, Federal 

Depository Library Program, govinfo online repository 

■■ Storage and Distribution – Storage/Inventory Management/Distribution, Customized 

Online Ordering Solutions, Contracted Services 

3. Communicate our unique value and evolved portfolio of products and services 

Known for more than 100 years as the Government Printing Offce, and since 2014 as the 

Government Publishing Offce, 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. 

GPO’s outreach efforts refect the agency’s transformation from a print-centric to a contentcentric operation, highlight our innovations and achievements, and equip our customers 

with the knowledge and tools that meet their information needs. 
24 FY19 Annual Performance Plan and FY17 Annual Performance Report 

STRATEGIC GOAL 4 

PROMOTE COLLABORATION AND 

INNOVATION WITHIN GOVERNMENT 

Overview 

GPO is perfectly positioned based on our existing relationships across all three branches 

of the Federal Government to leverage the collective expertise of the government in 

pursuit of interoperability of information with an outcome of better access to information. 

GPO collaborates with a number of other Federal agencies on solutions that enable both 

agencies to better fulfll their missions. 

Strategies and Performance 

1. Provide shared services across government and connect Federal agencies with private 

sector businesses through procurement program 

GPO utilizes our collective expertise in printing, publishing, and information technologies 

to provide shared services that save Federal agency customers time and money, and help 

them accomplish their missions. GPO operates a variety of procurement vehicles that 

simplify, streamline, and lower costs of the procurement process for Federal agencies. 

GPO’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 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. 

GPO provides the technical expertise and fexible procurement processes for agencies to 

cost effectively obtain a wide range of products and services to meet their mission. 

GPOExpress – GPO provides Federal agencies discounts on copying, binding, signs, and 

other products and services through 1,800 FedEx Offce locations nationwide through the 

GPOExpress program. 

Learn more about GPOExpress at https://www.gpo.gov/how-to-work-with-us/ 

agency/services-for-agencies/gpoexpress. 

On-Site Document Solutions – GPO solutions include assessment and consulting, 

document conversion, and in-house production support. These services are designed 

specifcally for Federal agency professionals responsible for printing resources, document 

management, and in-house copying. Learn more about GPO’s on-site document solutions 

at https://www.gpo.gov/how-to-work-with-us/agency/services-for-agencies/ 

onsite-document-solutions. 

GPO Online Paper Store – The GPO Online Paper Store is a one-stop solution for ordering 

cut-sheet paper for use in offce copiers and printers. Learn more at https://www.gpo.gov/ 

how-to-work-with-us/agency/services-for-agencies/gpo-online-paper-store. 

Creative Services – GPO’s Creative Services Department offers Federal agencies a variety 

of design services: publication design, branding and identity, exhibit graphics, video, 

multimedia, photography, and security design. 

In 2017, GPO received four American Graphic Design Awards from Graphic Design USA 

magazine. This is the second year in a row GPO has been honored for its design services, 

receiving six awards in 2016. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 25 

Learn more about GPO’s Creative Services at https://www.gpo.gov/how-to-workwith-us/agency/services-for-agencies/graphic-design-and-digital-media. 

2. Form strategic partnerships where collaboration and innovation can fourish 

GPO will continuously work on strengthening purposeful collaboration with internal and 

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

Since 1997, GPO has developed strategic partnerships with Federal depository libraries, 

Federal agencies, and other institutions to increase public access to electronic U.S. 

Government information. Partnering is an integral part of how GPO is Keeping America 

Informed, and over the past two decades, these partnerships have grown and evolved. 

Today, GPO collaborates with a number of organizations to further its mission and ensure 

permanent public access to the wealth of information products, both current and historic, 

that are produced by the U.S. Government. 

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. 

GPO established the Federal Publishing Council (FPC) (https://www.gpo.gov/howto-work-with-us/agency/federal-publishing-council) to advise GPO on the latest 

publishing and printing trends as the scope of Federal publishing has expanded far 

beyond strictly tangible printed content. The FPC replaced the Inter-agency Council on 

Printing Publications Services (ICPPS), established in 1976, and will continue to focus 

and build upon the established goals of the ICPPS. This advisory council is made up of 

Federal employee professionals involved in all facets of the Federal printing and publishing 

community. In addition to tangible printed content, the council will focus on digital 

publishing concepts, web content management, and graphic design. 

Federal Publishing Council (FPC) – The goals of the Federal Publishing Council include: 

■■ Develop recommendations to enhance the combined efforts of Federal organizations 

and the GPO to provide the most effcient, effective, and economical publishing services 

possible 

■■ Propose new printing and publishing policy 

■■ Provide a forum for the exchange of ideas and the examination of mutual concerns 

among Federal printing and publishing representatives 

■■ Foster knowledge-sharing opportunities and disseminate information relating to 

training, new technologies, and best practices in Federal publishing 

Learn more about the FPC at https://www.gpo.gov/how-to-work-with-us/agency/ 

federal-publishing-council. 

FDLP Preservation Steward Program – In late 2016, LSCM began implementation of a 

new GPO Partnership category, Preservation Stewards. Preservation Stewards are Federal 

depository libraries that make a commitment to retain specifed depository resources for 

the length of the agreement. They also take on additional responsibilities for preserving 

depository materials that are preservation copies of record. This includes preventive 

preservation or activities that prevent (or delay) materials from degrading or becoming 

damaged. Responsibilities also include conservation or retrospective preservation, which 
26 FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

reverses degradation or damage to materials. Information on Preservation Stewards, 

including the template MOA, FAQ, list of Preservation Stewards, and the titles they are 

preserving, is available at https://www.fdlp.gov/about-the-fdlp/partnerships. 

GPO on the Go – In FY17, GPO visited 171 Federal Depository Libraries (FDLs) in 34 

states, with more visits in the planning stages. During these visits, FDLP libraries are 

provided with training and consultation services. In addition to visiting FDLs, GPO is also 

working to incorporate state library meetings and conferences into library visits. 

3. Support government-wide innovation and interoperability 

GPO has incorporated a range of strategies in order to support our transformation from 

print-centric to content-centric and will offer our expertise in these areas to the rest of 

the Federal Government where technology evolves at such a rapid pace that institutions 

must incorporate fexibility and agility into everyday operations to meet their missions 

in this digital era. 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. 

GPO is a member of the Legislative Branch Bulk Data Task Force, which was mandated in 

a committee report accompanying the House’s Legislative Branch Appropriations Bill for 

FY 2013. As a member of the Task Force, GPO works with our Legislative data partners 

to make congressional information available to the public as XML bulk data. Bulk data 

reduces the burden on the provider of information while maximizing the possible ways 

information can be used or repurposed. 

GPO is also migrating to new XML workfows in order to take advantage of the 

fexibility and robustness that is provided by XML. These efforts include modernization 

of GPO’s composition system as well as conversion of online documents into United 

States Legislative Markup (USLM), an XML schema specifcally for documents in the 

Federal Legislative process. Standardization of these publications into XML promotes 

interoperability of the documents. 

United States Legislative Markup (USLM) Projects – GPO launched two parallel 

projects in 2017 to convert a subset of online documents into USLM with goals of 

promoting interoperability of documents and validating the existing schema for 

expanded use. These projects originated with GPO’s participation in the Legislative 

Branch Bulk Data Task Force. With the Offce of the Clerk of the House, the Offce of 

the Secretary of the Senate, and the Offce of the Federal Register, GPO is fnalizing 

United States Legislative Markup (USLM) XML data models for enrolled bills, public 

laws, the Statutes at Large, the Federal Register, and the Code of Federal Regulations. 

This work, which is targeted for completion by the fnal quarter of FY 2018, includes 

generating sample USLM XML fles for House, Senate, and OFR stakeholder review 

and incorporating feedback into development sprints, as well as updating the USLM 

schema, developing the multistage converters, and integrating with govinfo. For 

the next USLM project, GPO plans to coordinate with the Offce of the Clerk of the 

House and the offces of the House and Senate Legislative Counsels to convert Statute 

Compilations into USLM. That project is targeted for completion in FY 2019. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 27 

Composition System Replacement (CSR) – GPO is replacing a 30-year old locatorbased composition system known as MicroComp with a state-of-the-art composition tool 

that is based on the Extensible Markup Language (XML) data standard and has been 

branded XPub. XPub matches the typographical style and page layout of current printed 

publications and also supports enhanced search, retrieval, data formats, and repurposing 

of data. The system includes 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 the 

printing and access of select congressional and Federal agency publications. 

GPO is nearing a beta release of the CSR project for the composition of congressional 

bills, resolutions, and amendments in close coordination with the staff of the Secretary 

of the Senate and the Clerk of the House. In addition, we are developing the capability 

to compose the 2018 main edition of the United States Code, as well as the daily House 

and Senate Calendars, through the CSR system. We are also pursuing the establishment 

of a fully operational lab to bring GPO’s prepress staff into the development process 

and train them to help move GPO to an all XML-based workfow. 
28 FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

STRATEGIC GOAL 5 

ENGAGE EMPLOYEES AND 

ENHANCE INTERNAL OPERATIONS 

Overview 

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 

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

contributions. GPO also utilizes 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 and Performance 

1. Build and retain a workforce that is talented, diverse, motivated and committed 

Through the use of strategic human capital management, GPO aims to attract and keep 

high-caliber employees with the skills necessary to support GPO’s transformation and 

cultivate a talented, diverse workforce that will allow GPO to tackle the challenges posed 

by an increasingly complex, ever-changing external environment. GPO will encourage a 

diverse, high performing, results-oriented workforce by managing effective performance 

management systems, implementing effective training and development programs, and 

fostering work life programs. 

GPO conducts proactive workforce planning that focuses on diversity and fostering 

work life programs to meet the changing needs of today’s and tomorrow’s employees. 

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

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

agencies. Furthermore, 44percent of GPO’s workforce will be eligible to retire in FY 2021 

and if not carefully managed, anticipated retirements could cause skill gaps to develop 

(particularly when considering the loss of GPO institutional knowledge). For this reason, 

talent management and effective workforce planning and knowledge management are vital 

to the success of GPO. GPO will identify and address gaps and implement and maintain 

programs to capture knowledge and promote learning. 

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

promotes and values opportunity and inclusiveness. This includes a focus on reducing 

the number of formal EEO complaints by addressing the allegations at the lowest level 

possible or through proactive intervention and continuing efforts to create and maintain a 

model Equal Employment Opportunity program using the Equal Employment Opportunity 

Commission’s Management Directive 715 as a guide. 

Development of a Model Equal Employment Opportunity (EEO) Program – 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. 

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. GPO will engage in 
FY19 Annual Performance Plan and FY17 Annual Performance Report 29 

 

 

 

 

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. 

Alternative Dispute Resolution (ADR) Utilization – As a priority initiative, key objectives 

of using ADR include reducing the negative impact of the confict on the relationship 

between a supervisor and an employee; reducing time to resolution, thereby improving 

effciency and productivity; allowing parties to control the process and the solution by 

negotiation; reducing the cost of complaints, both in agency staff resources and actual 

cost of investigations. Implementation includes development of an “ADR Benefts” 

Communication Plan to educate the workforce on negotiation rather than adjudication, 

forming a group of ‘seasoned’ personnel that employees can utilize to understand the ADR 

process (soliciting participation from all Business Units) as well as a cadre of trained GPO 

mediators which enables GPO to reciprocate with other agencies that provide GPO with 

Shared Neutrals or mediate EEO disputes, and providing employees with “ADR Benefts” 

training and EEO staff with crucial conversation and mediation training to better support 

employees utilizing the ADR process. 

Diversity and Inclusion Initiatives – GPO is cultivating a collaborative and inclusive work 

environment where diversity is valued and respected. Efforts in this area in FY17 included 

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. 

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. 

In September 2017, GPO was honored with a W. Edwards Deming Award in the employee 

engagement category by the Graduate School USA. This award goes to a Federal agency 

for exemplifying excellence with an initiative that demonstrates innovation resulting in 

improved engagement, internal communication, and team-building. GPO is recognized for 

creating the Leadership Evaluation and Development (LEAD) program, which for the past 

six years has empowered the next generation of GPO leaders by developing leadership 

skills and the tools to lead themselves, individuals, and teams. The LEAD program is open 

to all GPO employees and more than 300 have graduated. 

Safety and Security – GPO’s FY17 accomplishments in the areas of safety and security 

include: 

■■ Completed 16 Supply Chain Risk Management (SCRM) Assessments of Passport and 

Secure Credentials. 

■■ Provided security and oversight for the Inaugural Tickets and provided law enforcement 

support to the Presidential Inauguration. 

■■ 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. 
30 FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

 

 

 

■■ Completed the Lautenberg Certifcation on all armed Security Services personnel. 

■■ Established GPO Top 10 Safety Priorities and shared the priorities at Business 

Operations Meetings. 

■■ Conducted annual Physical Security and Safety Assessments and shared reports with 

management and union leadership. 

■■ Performed risk assessments of all key security materials suppliers supporting GPO’s 

Secure Credential product lines. 

■■ Collected 50 pounds of Universal Waste Batteries for recycling. 

■■ Installed readers and cameras in new secure area at the Laurel warehouse. 

GPO’s upcoming initiatives in the areas of safety and security include: 

■■ Continue to develop, implement, and maintain the SCRM assessment schedule which 

is resourced and focused on the protection of critical information through a logical, 

structured, and consistent approach to assessing risk. 

■■ Develop automated payment for parking and visitor programs. 

■■ 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. 

■■ Upgrade security equipment at the Laurel Warehouse. 

■■ Continue to participate in the Federal Protective Service (FPS) Operations Mega Shield, a 

comprehensive operation that combines physical security expertise and law enforcement 

authority into enhanced security teams using Federal, State and local law enforcement 

agencies. 

■■ Maintain and increase venues to improve the effciency of operations in executing 

Security Services’ mission through the process of using well considered tactics to 

communicate the vision. GPO will preserve activities to set priorities, focus energy and 

resources, strengthen operations, and ensure employees are working toward common 

goals. GPO will establish practices to ensure understanding through development 

sessions with measurable results. 

GPO’s Historical Program - American Printing History Association (APHA) 

Institutional Award – At its annual meeting in New York City on January 28, 2017, the 

APHA bestowed its Institutional Award for 2017 on GPO, citing the agency’s work in 

“preserving and documenting the agency’s history and making its resources available to the 

public through presentations and exhibitions.” The award was accepted by GPO Historian 

George Barnum. 

Drawing on historical work from previous years, since its 150th anniversary in 2011, GPO 

has carried out a robust historical program, beginning with the opening of a permanent 

public exhibit of the agency’s history at its headquarters in Washington and the publication 

of a new offcial history, Keeping America Informed. Since then, GPO has mounted 

several special temporary displays, conducted a series of talks on historical GPO subjects, 

published papers on historical subjects, and issued a revised edition of Keeping America 

Informed which includes new fndings on specifc aspects of GPO’s history. In early 

February 2017, GPO released Picturing the Big Shop, a collection of GPO photographs 

spanning 1900-1980, many of which have never been published before. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 31 

GPO’s offcial history, Keeping America Informed / The U.S. Government Publishing Offce 

/ A Legacy of Service to the Nation 1861-2016 was chosen as a Notable Document for 

2016. The selection was made by the Notable Documents Panel of the American Library 

Association’s Government Documents Round Table, which selects documents issued at the 

state, Federal, and international levels to “recognize excellence in government publications, 

identify documents of distinction, and commend individual works of superlative nature.” 

The selection was announced in the May 17, 2017, issue of Library Journal. The original 

edition, Keeping America Informed / The U.S. Government Printing Offce / 150 Years 

of Service to the Nation (Washington: GPO, 2011), was previously chosen as a Notable 

Document in 2011. 

2. Reduce our environmental footprint 

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. 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. 

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

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

friendly values into processes and supports environmental stewardship through fscally 

responsible and effective implementation of green initiatives. These efforts include 

sourcing of raw materials with low volatile organic compounds, using papers with 

appropriate post-consumer content, and reducing our electrical consumption (new more 

effcient press and binding equipment, roof replacement, new cooling systems). Built on 

three pillars, economic, societal, and environmental, SGP’s certifcation attests to GPO’s 

commitment to sustainability and environmental, health, and safety compliance. 

In September 2017, GPO was re-certifed for meeting sustainable environmental standards 

by the Sustainable Green Printing Partnership, a non-proft organization. This is the 

GPO’s third certifcation since 2012. SGP certifed printers are held to rigorous standards 

and go through a month’s-long process where each aspect of their business is evaluated. 

Certifcation shows the printer is achieving energy savings, waste reduction, emission 

reduction, and reduced resource consumption. 

Secure Waste Destruction – GPO implemented a secure waste destruction system in 

FY17 that addresses environmental and quality concerns caused by the previous system of 

balers and compactors that did not allow for dust collection. The new system meets NSA 

destruction requirements for classifed material, meaning all production waste can now be 

disposed of through normal waste removal processes instead of having to be transported 

to a secure waste incinerator. 

Window Replacement Project – In FY17, GPO began a multi-phased window 

replacement effort. There are approximately 1,000 windows at GPO, and it is estimated 

that up to 30 percent of GPO’s heating and cooling energy is lost through air leaks 

around windows. The goal of this project is to install windows that will require little to no 

maintenance, last 60 plus years, provide more natural light, and yield a cost savings on the 

agency’s utility costs. 
32 FY19 Annual Performance Plan and FY17 Annual Performance Report 

Reduce Paper Waste – In FY15, GPO implemented a zero make ready (ZMR) press 

that led to approximately a 10 percent reduction in annual paper waste. In FY18, GPO 

plans to implement a digital ink jet solution that will allow for even greater reductions in 

paper waste, as well as allowing for other improvements to support GPO’s dedication to 

sustainable and environmentally friendly operations. 

3. Modernize and streamline internal processes and systems 

The modernization of GPO’s legacy systems is a long-term effort 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, modernization of printing procurement systems, implementation of an effective 

and comprehensive workfow integrated with the acquisition life cycle, and improvements 

to the in-house manufacturing process areas of estimating, scheduling, tracking, data 

collection, and analysis. Moving away from outdated technologies will ensure continuity 

and improve system capabilities. 

Printing Procurement Systems Modernization – The goals of this project are to: 

■■ Conduct a full lifecycle assisted acquisition and pilot project for order entry. 

■■ Use knowledge gained from assisted acquisition to develop and release a solicitation 

to modernize agency business processes and systems used for conducting and 

managing print procurement ordering processes. 

■■ Establish and train a Customer Services (CS) project team to successfully manage the 

development and implementation process long term once contracts are in place. 

A Request for Quotations (RFQ) and Quality Assurance Surveillance Plan (QASP) have 

been reviewed for the frst phase of this project. Some fnal changes remain to be 

completed in order to fnalize these documents, which will then be posted online as a 

draft for vendor comments and questions. Subsequently, GPO will post the fnal RFQ 

and QASP online in order to receive quotes from the vendor community. This project 

will continue into FY 2019. 

In-plant Innovator Award – In May 2017, GPO received the In-plant Innovator Award for 

its modernization initiatives at the In-plant Innovators Conference, sponsored by NAPCO 

and In-plant Graphics magazine. Held at GPO, the conference attracted industry leaders 

from around the country to discuss emerging trends and opportunities in digital printing 

and publishing. 

GPO was named an innovator for its continued efforts to bring more effciency to the 

agency’s production operations for Congress and Federal agencies. A newly acquired 

digital adhesive binding line was installed in GPO’s bindery. This high effciency equipment 

begins the replacement of three binding lines installed more than 30 years ago, reducing 

costs, increasing productivity, and freeing up production space for other uses. A second 

binding line was installed during the last quarter of FY17. Additionally, a zero make 

ready press was installed in 2015 to support congressional and Federal agency publishing 

requirements and has resulted in signifcant cost reductions. The press replaces three 

outdated presses installed in 1979. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 33 

 

Warehouse Management System (WMS) – 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 the third quarter of FY18. The WMS will add wireless 

scanner functionality to improve inventory tracking in the Plant. This will be implemented 

in GBIS. 

Digital Offset Printing Press – GPO is investing in a digital offset printing press for 

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

be operational by the third quarter of FY18. 

Digital Binding Lines – During FY17, GPO continued to invest in upgrading its plant 

equipment. A new digital binding line to run congressional bills and hearings was installed 

during the frst quarter of FY17. A second digital binding line to run the Congressional 

Record and Federal Register was installed during the fourth quarter of FY17. 

Bookflow Auto Casing System – In FY18, 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. Installation of the new 

bookfow system is planned for the second quarter of FY18. 

Transition to smaller, more digital presses – Transitioning to smaller, more digital 

presses is part of GPO’s ongoing effort to make strategic investments to increase 

operating effciencies, reduce production costs, and improve returns on presses for the 

production of the daily Congressional Record, Federal Register, congressional business 

calendars, and other products. GPO’s current press equipment is too large and too costly 

for continued use. The Record, Register, and calendars are produced on 3 large web 

offset presses of the kind used for newspaper production. They were acquired in 1994, 

at a time when the overnight press runs for the Record were 20,000, and 30,000 for the 

Register. Today, as a result of digital dissemination, press runs for these documents are 

each below 2,000. The new equipment will be fexible enough to produce additional 

products and will require less space to operate, further reducing costs. Paper waste 

generated during press makeready will be reduced, as will the increasing maintenance 

costs associated with the current equipment. The savings achieved by the new presses 

will be supplemented by the labor-saving operations of our two new Muller Martini 

binding lines, installed in 2016 and 2017. 

Facilities Changes – During FY 2017, the National Archives and Records 

Administration (NARA) offces of the Federal Register (OFR) and Government 

Information Systems (OGIS) moved into 17,000 sq ft of renovated space on the 7 foor 

of GPO’s Building A. Meanwhile, in cooperation with NARA and the offces of the 

Clerk of the House and the Secretary of the Senate, GPO has provided space parcels 

of approximately 25,000 sq ft in Building A and 30,000 sq ft in Building D for the 

construction of facilities to house NARA’s congressional legislative archives. Phase 1 of 

that project, involving the Building A space, is underway with construction designed 

and fnanced by NARA and performed by contractors under GPO’s supervision. This 

project will continue into FY 2019. 
34 FY19 Annual Performance Plan and FY17 Annual Performance Report 

 

 

 

Expanding Use of Cloud Technologies – In FY17, GPO continued to expand its use 

of Cloud solutions for collaboration, data storage, and hosting, including the addition 

of Cloudfare for speed, performance, and protection of applications in the cloud. GPO 

began preparing to move local SharePoint to SharePoint in Cloud in FY17 with expected 

completion in FY18/FY19. As part of the Offce 365, it can be accessed anywhere with 

easier version control, patch and security updates, and rolling releases of new features and 

functions. 

Contract Life Cycle Management (CLM) Project – A Contract Life Cycle Module was 

deployed in the frst quarter of FY18 to implement an effective and comprehensive 

workfow with the integration of the acquisition life cycle. The CLM is a fully integrated 

procure-to-pay system that will provide automated and auditable processes from 

purchase requisition generation through solicitation to entitlement to payments. 

Data Center Consolidation, Migration, and Modernization – 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 Alternate Computing Facility (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 

legacy servers to the primary ACF data center facility. The server migration effort will 

continue through FY18/FY19 to achieve a migration of all identifed applications to 

production servers being hosted from ACF. The main offce headquarters (DC/HQ) data 

center will be confgured as a backup facility to ACF. 

Next Generation Firewall (NGFW) – The enterprise frewall is a critical part of the 

overall GPO security architecture, and our current end-of-life frewall will be upgraded 

to the Next Generation Firewall. The enterprise NGFW is for both datacenters in the 

Washington, DC, main offce headquarters (DC/HQ) and the Alternate Computing 

Facility 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 NGFW implementation will be completed in FY18. 
FY19 Annual Performance Plan and FY17 Annual Performance Report 35 

Upgrading GPO’s Cost Accounting System – Modernization of GPO’s cost accounting 

system is predicated on the successful transition from GPO’s legacy Production, 

Estimating, and Planning System (PEPS), developed in the late 1970s, to a state-ofthe-art Manufacturing Workfow System (MWS). The MWS will provide signifcantly 

improved job entry, inquiry, scheduling, estimating, analysis, reporting, and tracking 

functionality for GPO’s Plant Operations, Offcial Journals of Government, and Customer 

Services business units, and will integrate with existing systems, including Oracle 

Financials. A key outcome will be improved reports on the cost of producing work for 

Congress. 

GPO has procured EFI Pace to serve as its MWS and has begun testing it against the 

legacy PEPS system. Later this month, our Plant Operations and Finance staffs are 

scheduled to begin a four-day working seminar to begin job tracking and workfow 

confguration of the new MWS, and GPO has prepared a statement of work (SOW) for 

modifcations needed to integrate EFI Pace with Oracle Financials. This project will 

remain a strategic priority into FY 2019. 
U.S. GOVERNMENT PUBLISHING OFFICE 

732 North Capitol Street, NW 

Washington, DC 20401-0001 

Keeping America Informed | OFFICIAL | DIGITAL | SECURE 

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