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DRAFT STRATEGICPLANFISCAL YEARS 2023 THROUGH 2027Version 1.0March 29, 2022For PublicComment
GPO’s DraftStrategic Plan for FY2023–2027This is the draft strategicplan for the U. S.Government PublishingOffice for the five year period2023–2027.While this document is not in itsfinal form, it represents thecombined work product of GPO’sexecutive team, based on hours ofdiscussion with our teammatesand amongst ourselves.This document is intended togenerate comments from GPO’sstakeholders and the generalpublic. The Agency will considerthose comments as it finalizes thestrategic plan and builds specificperformance goals designed toadvance these strategies.To comment on this document,please email comments@gpo.govby April 29, 2022.As the Agency’s Director, I amexcited about what this planrepresents. It recognizes theprogress made by GPO over the lastfive years as it moves from a printcentric enterprise to one firmlycomfortable in our digital present.It also is an opportunity for GPO toupdate its description of theAgency’s vision, mission, andvalues, modernizing andsimplifying these statements so it’seasier for all of us at GPO tointernalize these principles intoour work every day.This document is not intended toanticipate every single possibleoutcome over the next five years.Rather it is intended to express ourvalues and how we will manifestthose values in the future.I welcome your comments on ourplans and appreciate yourcontinued support for GPO.HUGH NATHANIAL HALPERNDirector2
Vision, Mission,ValuesWe strive for an informed Nation and hope to realize our vision byaccomplishing our mission —providing convenient and reliable access to trusted informationthrough GPO’s many products and services.Our values define who we are at the GPO and simplifyingthem means they are easily and frequently called to mind in ourdaily work. Every teammate at the GPO should embody these fourcore values as they guide us to work together as a team toward acommon goal.3
Vision, Mission,Values (cont.)VisionValuesAmerica Informed.HonestyMissionCommunicate transparently withour colleagues and customers.Publish trusted informationfor the Federal Governmentto the American people.KindnessTreat one another with respect.EffectivenessInnovate, collaborate, produce, anddeliver.InclusivenessFoster a diverse, supportive, andwelcoming environment for ourteammates and customers.4
GPO’s StrategicImperativesAfter an exhaustive process,the GPO Executive Teamidentified four key goals forthe next five-years tosupport GPO’s continuedgrowth and leadership in theGovernment informationspace:1.Achieve OperationalExcellence2.Modernize and Innovate3.Ensure FinancialStability4.Develop the Workforce5
Goal 1Achieve OperationalExcellenceGPO’s reputation is one ofdelivering quality products undertight timeframes. We mustmaintain that reputation and buildon it by delivering a first-ratecustomer experience with everyinteraction. Building on ourreputation for quality whilereducing the friction experiencedby our customers sets a path forfuture growth.With our newly adopted values inplace, every employee can see,deliver, and improve the flow ofvalue to our customer, whetherthat customer is external orinternal.1.1 Prioritize CustomerRelationshipsEveryone at GPO will focuson delivering a positive customerexperience and coupling itwith the “better buying power”philosophy that makes productivityand cost consciousness part of ourculture.This will require real-timefeedback strategies so wecan measure results and quicklyrecover when service doesn’t meetour standards or those ofour customers.6
Goal 1Achieve OperationalExcellence (cont.)1.2 Right-size GPO’s WorkspaceFootprintGPO recently adopted aninnovative policy to promotetelework and remote work wherepossible. While GPO’s overallheadcount may not shrink, thenumber of people in ourheadquarters and regionaloffices day-to-day will. We needspaces that reflect the popularity ofthese policies, recognize the hybridnature of work in the future, andprovide our teammates with anenvironment that encouragescollaboration and flexibility. Thismay open up additionalopportunities for leasing togovernment tenants, alsoproviding another source ofrevenue.1.4 Promote SynergyGPO offers a diverse set of servicesacross different business units,and sometimes it’s too easy forsilos to develop. We will increaseour internal collaboration efforts toprevent duplication of effort andoverlapping work. By presenting aunified front to the customer, wecan complete every task efficientlyand to the satisfaction of ourcustomers.Working across multiple businessunits, we will centralize customerand stakeholder interactions andformalize our intergovernmentalcontacts into modern customerrelationship managementplatforms.1.3 Automate for EfficienciesAutomating manufacturing andadministrative processes willallow GPO to deliver innovativecustomer solutions, freeingteammates to focus on the kind ofwork that continues to deliverresults for GPO’s customers.7
Goal 2Modernize andInnovateOver GPO’s 161-year history, wehave transformed from a print-onlyoperation to an integratedpublishing enterprise.With changing patterns of contentconsumption and increasinglydiverse content delivery digitaltechnologies, GPO has animperative to innovate and tomodernize how we work.2.1. Develop and LeveragePowerful Software SolutionsFor many of our customers, GPO“owns” the software behind theprinting process. Using acombination of commercial, offthe-shelf (COTS) software and GPOdeveloped solutions, GPO providesa customized software stack for ourcustomers’ unique requirements.By offering these solutions under a“software-as-a-service" (SAAS)model, GPO can leverage itsexpertise into new solutions fornew customers while ensuring arevenue stream to support futuredevelopment.8
Goal 2Modernize andInnovate (cont.)2.2. Provide the Most Trusted andSecure Credentialing Productsand ServicesGPO worked closely with itscustomers, including theDepartments of State andHomeland Security, to design andmanufacture the world’s mostadvanced and secure credentialsand identity documents. GPO willneed to continue its pattern ofinnovation to ensure that theUnited States’ credentials areworld leaders in security and anticounterfeiting technology.2.3 Deploy New ContentGovinfo is our ISO-certified trusteddigital repository andhas significant potential forgrowth. Collaborating with ourintergovernmental partnerson increasing its content andfunctionality will bring us closer toan America Informed.2.4. Transition from Paper toElectronic ProcessesEven now, GPO relies onmany manual, paper-basedprocesses to deliver products forits customers. By shifting to moreautomated processes, GPO canimprove delivery times, boostcost recovery, and gain insightsinto its operations, yielding futureefficiencies.2.5. Expand In-House PublishingServicesAs vendor and supply chain issuescontinue to impact our customersand suppliers, we will exploreopportunities to fill the gap bybringing some work back to ourown facilities. With productionunder our roof, GPO will be able tobetter control the quality ofproduction and respond to some ofthe market fluctuations currentlyexperienced by the printingindustry.9
Goal 2Modernize andInnovate (cont.)2.6. Expand Digital Content andPreserve Historic CollectionsWorking with Federal DepositoryLibraries, we will continue toidentify documents and collectionsthat can be digitized and ingestedinto govinfo and focus on addingnew collections and filling the gapsin existing collections. We willexpand access to digitalgovernment information, whileassisting libraries in thepreservation of tangible historicmaterials in their collections.10
Goal 3Ensure FinancialStabilityOnly about 12 percent ofGPO’s funding isappropriated directly to theAgency to cover the cost ofcongressional work, theFederal Depository LibraryProgram, and supportingdistribution programs.The rest of GPO’s revenue comesfrom reimbursements by customeragencies for work performed orsales of publications to the public.Thus, it is critical for GPO to ensurethat it has the resources necessaryto cover its costs and deliver for itscustomers.3.1. Explore Expansion of AgencyProducts and ServicesOne of GPO’s strengths is its abilityto offer customized products andservices to intergovernmentalpartners, private sector customers,and interested communities. Byinvesting in these prospectiveareas for growth, GPO can bettermeet the needs of our stakeholdersand provide the most efficient,modern, and cost-effectiveproducts and services.3.2. Enhance MarketingOur customers know that they needdigital services. Unfortunately,some customers continue to thinkof GPO in terms of its historic printofferings and not the modernservices we can offer. We plan tocreate an agency-level marketingcampaign to include a catalog ofservices showcasing GPO’s abilityto be a one-stop shop forintergovernmental printing andpublishing needs.11
Goal 3Ensure FinancialStability (cont.)3.3. Cross-SellingGPO is a one-stop shop forpublishing needs across theFederal government. Cross-sellingour products and services to ourcustomers can be one of the mosteffective ways to increase overallrevenue, while at the same time,increasing GPO’s valueproposition.3.4. Sunsetting Legacy PracticesPart of our continuousimprovement process will alsoinclude an examination into whatcurrent practices and programsshould be reduced or discontinued.In order to maintain efficiency anddecrease costs whenever possible,new initiatives should come at thereplacement of others.12
Goal 4Develop OurWorkforceNone of the Agency’s planscan be successful without atalented team dedicated toexecuting them.Strategic workforce planning willensure that GPO has a first-rateworkforce that is in line with theAgency’s future growth and vision.By investing in our teammates andour processes, we will secure thefuture success of the Agency.4.1. Recruitment, Development,and RetentionIt is critical for the Agency’s futureto focus on initiatives that improveand expand inclusive recruitment,development, and retentionprograms, both to replace retiringteammates and to expand theknowledgebase of the Agency. OurHuman Capital team has laid thegroundwork for our team topromote apprentice and internprograms that identify and attracttalent to teach the unique andhighly-technical skills required toperform our work.13
Goal 4Develop OurWorkforce (cont.)4.2. Succession Planning4.3. Knowledge ManagementSuccession planning starts on dayone with each new hire,empowering our teammates tomake decisions and providingopportunities to learn from oneanother.We plan to enable a culture ofknowledge sharing and empowerour teammates to contribute theirideas to ensure the Agency retainsthe know-how built up overdecades. As is typical with anylarge organization, whenknowledge is not easily accessible,it can be very costly to anorganization to spend time seekingout relevant information orduplicating efforts. Crosscollaboration among ourteammates will streamline the flowof information and lead to moreefficient practices.With more than half of ourteammates achieving retirementeligibility within the next fiveyears, it is imperative to identifythe critical positions needed tosupport business continuity andcreate a plan for the impendingtransition. GPO has a wealth ofinstitutional knowledge thatshould be captured with eachretirement. By focusing on thedevelopment of these individuals,we are better prepared to meet ourfuture business needs.14
Notes15
As the Agency's Director, I am excited about what this plan represents. It recognizes the progress made by GPO over the last five years as it moves from a print - centric enterprise to one firmly comfortable in our digital present. It also is an opportunity for GPO to update its description of the Agency's vision, mission, and
