GPO FY18-22 Strategic Plan 

U.S. GOVERNMENT PUBLISHING OFFICE 

 

 

 

 

 

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. 

For more information, please visit 

www.gpo.gov; follow GPO on Twitter 

https://twitter.com/USGPO, YouTube 

https://www.youtube.com/user/gpoprinter, 

Facebook www.facebook.com/usgpo, LinkedIn 

https://www.linkedin.com/company/u.s.-

government-printing-office and Instagram 

https://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. 

GPO’S STRATEGIC PLAN FY2018-2022 3 
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. 

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 

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, print-on-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 printon-demand and just-in-time printing to minimize 

inventory costs while keeping Federal print titles 

available for purchase. 

4 GPO’S STRATEGIC PLAN FY2018-2022 
 

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. 

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 costeffectiveness 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. 

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, systemwide 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. 

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. 

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. 

GPO’S STRATEGIC PLAN FY2018-2022 5 
 

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 

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. 

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. 

6 GPO’S STRATEGIC PLAN FY2018-2022 
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 longterm 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 longstanding 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. 

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 contentcentric provider of information. GPO is a primary 

source, a central hub. 

Strategies 

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-workwith-us/agency/services-for-agencies/trainingopportunities) 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’S STRATEGIC PLAN FY2018-2022 7 
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. 

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. 

8 GPO’S STRATEGIC PLAN FY2018-2022 
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 

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. The solutions GPO offers include 

on-site document solutions (www.gpo.gov/howto-work-with-us/agency/services-for-agencies/ 

onsite-document-solutions) for assessment and 

consulting, document conversion, and in-house 

production support; the GPO Online Paper Store 

(www.gpo.gov/how-to-work-with-us/agency/ 

services-for-agencies/gpo-online-paper-store), 

the simple, one-stop solution for ordering cut-sheet 

paper for use in offce copiers and printers; and the 

GPOExpress program (www.gpo.gov/how-to-workwith-us/agency/services-for-agencies/gpoexpress) 

that provides Federal agencies discounts on copying, 

binding, signs, and other products and services 

through 1,800 FedEx Offce locations nationwide. 

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/how-to-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. 

GPO’S STRATEGIC PLAN FY2018-2022 9 
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 FY2013. 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. 

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 

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 highcaliber 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 through 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 the result of 

using new technologies, a rate of change unparalleled 

elsewhere among other Legislative Branch agencies. 

Furthermore, 44 percent 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. 

10 GPO’S STRATEGIC PLAN FY2018-2022 
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. 

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 environmentfriendly and sustainable 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 inhouse manufacturing process areas of estimating, 

scheduling, tracking, data collection, and analysis. 

Moving away from outdated technologies will ensure 

continuity and improve system capabilities. 

GPO’S STRATEGIC PLAN FY2018-2022 11 
U.S. GOVERNMENT PUBLISHING OFFICE 

732 North Capitol Street, NW 

Washington, DC 20401-0001 

Keeping America Informed | OFFICIAL | DIGITAL | SECURE 

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