WIXLIB

GPO’S STRATEGIC PLANFISCAL YEARS 2023–2027I am proud to present theGovernment Publishing Office’s(GPO’s) strategic plan for fiscalyears 2023 through 2027. Thisdynamic plan incorporatesoutstanding collaboration betweenour executive team, teammates,stakeholders, and the public andrecognizes the progress madeby GPO over the past five yearsas it moves from a print-centricenterprise to one fully comfortablein our digital present. I amparticularly proud of our updatedmission, vision, and values. Thesestatements reflect a 21st centuryoutlook geared toward doing whatwe do best — producing trustedinformation for the FederalGovernment to the Americanpeople and doing so with honesty,kindness, effectiveness, andinclusiveness.None of us can predict the futurewith perfect accuracy, but we canbe sure that GPO will continueto experience many of the samechallenges it faces today — achanging environment in theprint industry, customer demandfor new products, and a needto attract, develop, and retain aworld-class team. However, I haveG PO St r at egic Plan 2023–2027never been more confident in ourability to meet and overcome thesechallenges, and this strategy is thenext step in that process.GPO’s future is bright. Ourworkforce is the core of our success,and I look forward to welcoming anew generation of teammates asour long-tenured colleagues beginto look at retirement. With this newgeneration will come new ideasand new ways of working, all ofwhich will accrue to the benefit ofour customers. Thank you for yourconfidence in GPO. I look forwardto working with you as we conquerthese goals over the next five years.HUGH NATHANIAL HALPERNDirector1

We strive for an informed Nationand hope to realize our vision byaccomplishing our mission—providing convenient and reliableaccess to trusted informationthrough GPO’s many products andservices.Our values define who we are at theGPO and simplifying them meansthey are easily and frequentlycalled to mind in our daily work.Every teammate at the GPO shouldembody these four core values toguide us as we work together as ateam toward a common goal.VISIONAmerica Informed.MISSIONPublish trusted information forthe Federal Government for theAmerican people.VALUESHonestyCommunicate transparently withour colleagues and customers.KindnessTreat one another with respect.EffectivenessInnovate, collaborate, produce,and deliver.InclusivenessFoster a diverse, supportive, andwelcoming environment for ourteammates and customers.2GP O S trategi c P l an 20 23–2027G PO St r at egic Plan 2023–20273

After an exhaustive process, theGPO Executive Team identified fourkey goals for the next five years tosupport GPO’s continued growthand leadership in the Governmentinformation space:1. Achieve Operational Excellence2. Modernize and Innovate3. Ensure Financial Stability4. Develop the Workforce4GP O S trategi c P l an 20 23–2027G PO St r at egic Plan 2023–20275

GPO’s reputation is one ofdelivering quality products undertight timeframes. We must maintainthat reputation and build on it bydelivering a first-rate customerexperience with every interaction.Building on our reputation forquality while delivering a satisfyingproduction experience to ourcustomers sets a path for futuregrowth.With our newly adopted valuesin place, every employee can see,deliver, and improve the flow ofvalue to our customer, whether thatcustomer is external or internal.6GP O S trategi c P l an 20 23–20271.1 PRIORITIZECUSTOMERRELATIONSHIPS1.2 RIGHT-SIZEGPO’S WORKSPACEFOOTPRINTEveryone at GPO will focus ondelivering a positive customerexperience and coupling it with the“better buying power” philosophythat makes productivity and costconsciousness part of our culture.GPO recently adopted aninnovative policy to promotetelework and remote work wherepossible. Whereas GPO’s overallheadcount may not shrink, theday-to-day number of people in ourheadquarters and regional officeswill. We need spaces that reflectthe popularity of these policies,recognize the hybrid nature ofwork in the future, and provide ourteammates with an environmentthat encourages collaborationand flexibility. This may openup additional opportunities forleasing to government tenants,also providing another source ofrevenue.This will require real-time feedbackstrategies so we can measureresults and quickly recover whenservice doesn’t meet our standardsor those of our customers.G PO St r at egic Plan 2023–20277

1.4 PROMOTESYNERGYGPO offers a diverse set of servicesacross different business units,and sometimes it’s too easy forsilos to develop. We will increaseour internal collaboration effortsto promote interoperability andprevent duplication of effort andoverlapping work. By presentinga unified front to the customer, wecan complete every task efficientlyand to the satisfaction of ourcustomers.1.3 AUTOMATE FOREFFICIENCIESAutomating manufacturing andadministrative processes will allowGPO to deliver innovative customersolutions, freeing teammates tofocus on efficient, productive workthat continues to deliver results forGPO’s customers.8Working across multiple businessunits, we will centralize customerand stakeholder interactions andformalize our intergovernmentalcontacts into modern customerrelationship managementplatforms.GP O S trategi c P l an 20 23–2027G PO St r at egic Plan 2023–20279

Across its 161-year history, GPOhas transformed from a printonly operation to an integratedpublishing enterprise.With changing patterns of contentconsumption and increasinglydiverse digital content deliverytechnologies, GPO has animperative to innovate and tomodernize how it works.2.1 DEVELOPAND LEVERAGEPOWERFULSOFTWARESOLUTIONSFor many of our customers, GPO“owns” the software behindthe printing process. Using acombination of commercial, offthe-shelf (COTS) software and GPOdeveloped solutions, GPO providesa customized software stack for ourcustomers’ unique requirements.By offering these solutionsunder a “software-as-a-service”(SAAS) model, GPO can leverageits expertise into new solutionsfor new customers, ensuring arevenue stream to support futuredevelopment.10GP O S trategi c P l an 20 23–2027G PO St r at egic Plan 2023–20272.2 PROVIDE THEMOST TRUSTEDAND SECURECREDENTIALINGPRODUCTS ANDSERVICESGPO worked closely with itscustomers, including theDepartments of State andHomeland Security, to design andmanufacture the world’s mostadvanced and secure credentialsand identity documents. GPOwill need to continue its patternof innovation to ensure that theUnited States is a world leader incredential security and credentialanti-counterfeiting technology.11

2.3 DEPLOY NEWFUNCTIONALITYAND CONTENTGovInfo is our trusted ISOcertified digital repository,which has significant potentialfor growth. Collaborating withour intergovernmental partnerson increasing its content andfunctionality will bring us closer toan America Informed.2.4 TRANSITIONFROM PAPERTO ELECTRONICPROCESSESEven now, GPO relies on manymanual, paper-based processesto deliver products for itscustomers. By shifting to moreautomated processes, GPO canimprove delivery times, boostcost recovery, and gain insightsinto its operations, yielding futureefficiencies.12GP O S trategi c P l an 20 23–20272.5 EXPANDIN-HOUSEPUBLISHINGSERVICESAs 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 ableto better control the quality ofproduction and respond to some ofthe market fluctuations currentlyexperienced by the printingindustry.G PO St r at egic Plan 2023–20272.6 EXPANDDIGITAL CONTENTAND PRESERVEHISTORICCOLLECTIONSWorking with Federal DepositoryLibraries, we will continueto identify documents andcollections that can be digitizedand ingested into GovInfo andfocus on adding new collectionsand filling the gaps in existingcollections. We will expand accessto digital government information,while assisting libraries in thepreservation of tangible historicmaterials in their collections.13

Only about 12 percent of GPO’sfunding is appropriated directlyto the Agency to cover the cost ofcongressional work, the FederalDepository Library Program, andsupporting distribution 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 to itscustomers.14GP O S trategi c P l an 20 23–20273.1 EXPLOREEXPANSIONOF AGENCYPRODUCTS ANDSERVICESOne of GPO’s strengths is its abilityto offer customized products andservices to intergovernmentalpartners, private sector customers,and interested communities. Byinvesting in these prospective areasfor growth, GPO can better meetthe needs of our stakeholders andprovide the most efficient, modern,and cost-effective products andservices.G PO St r at egic Plan 2023–20273.2A ENHANCEMARKETINGOur customers know that they needdigital services. Unfortunately,some customers continue to thinkof GPO in terms of its historicprint offerings and not the modernservices we offer. We plan tocreate an agency-level marketingcampaign to include a catalogof services showcasing GPO’sability to be a one-stop shop forintergovernmental printing andpublishing needs.15

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,increase GPO’s value proposition.3.4 SUNSETTINGLEGACYPRACTICESPart of our continuousimprovement process will includean examination into what currentpractices and programs shouldbe reduced or discontinued. Tomaintain efficiency and decreasecosts whenever possible, newinitiatives come at the replacementof others.16GP O S trategi c P l an 20 23–2027G PO St r at egic Plan 2023–202717

None of the Agency’s plans can besuccessful without a talented teamdedicated to executing 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.18GP O S trategi c P l an 20 23–20274.1 RECRUITMENT,DEVELOPMENT,AND RETENTIONIt is critical for the Agency’sfuture to focus on initiatives thatimprove and expand inclusiverecruitment, development, andretention programs, both to replaceretiring teammates and to expandthe knowledge base of the Agency.Our Human Capital team has laidthe groundwork for our team topromote apprentice and internprograms that identify and attracttalent and teach the unique andhighly-technical skills required toperform our work.G PO St r at egic Plan 2023–20274.2 SUCCESSIONPLANNINGSuccession planning starts onday one with each new hire,empowering our teammates tomake decisions and providingopportunities to learn from oneanother.With more than half of ourteammates achieving retirementeligibility within the next five years,it is imperative to identify thecritical positions needed to supportbusiness continuity and create aplan for the impending transition.GPO has a wealth of institutionalknowledge that should be capturedwith each retirement. By effectivelypassing on instrumental knowledgeand insight to new hires, we can bebetter prepared to meet our futurebusiness needs.19