GPO’s Strategic Plan Focuses on Modernizing, Innovating
U.S. Government Publishing Office (GPO) has released its strategic plan for fiscal years 2023–2027. Outlined in the plan are the Agency’s new mission, vision, and values, as well as the four key goals for the next five years: achieve operational excellence; modernize and innovate; ensure financial stability; and develop the workforce.
The Strategic Plan FY 2023–2027: https://www.gpo.gov/docs/default-source/missionvision-and-goals-pdfs/gpo_strategicplan_fy23-27.pdf
“This dynamic plan incorporates great work from our executive team, teammates, stakeholders, and the public and recognizes the progress made by GPO over the last five years as it moves from a print-centric enterprise to one fully comfortable in our digital present,” said GPO Director Hugh Nathanial Halpern. “I am particularly proud of our updated mission, vision, and values. These statements reflect a 21st century outlook geared toward doing what we do best — producing trusted information for the Federal Government to the American people and doing so with honesty, kindness, effectiveness, and inclusiveness.”
GPO’s four key goals for the next five years:
1. Achieve Operational Excellence – GPO aims to build on its reputation by delivering a first-rate customer experience with every interaction. Under this goal, GPO will right-size its workspace footprint. New spaces at GPO will reflect the Agency’s move toward full-time telework and remote work for eligible teammates and flexibility that came as a result of the coronavirus pandemic. Increased collaboration across business units will promote interoperability and centralized customer and stakeholder interactions.
2. Modernize and Innovate – GPO will leverage its expertise into new software solutions for customers while ensuring a revenue stream to support future development. Alongside the Department of State and Homeland Security, GPO will continue to ensure that the United States is a world leader in security and anticounterfeiting technology. By shifting to more automated processes, GPO can improve delivery times, boost cost recovery, and gain insights into operations, yielding future efficiencies. As vendor and supply chain issues continue to impact GPO’s customers and supplies, GPO will explore opportunities to fill the gap by bringing work back into its facilities.
3. Ensure Financial Stability – GPO plans to invest in prospective areas of growth such as offering customized products and services. This includes creating an agency-level marketing campaign that showcases GPO’s offerings. Cross-selling products and services to customers can be one of the most effective ways to increase overall revenue, while at the same time, increasing GPO’s value proposition. GPO will examine what practices and programs should be reduced or discontinued.
4. Develop the Workforce – Strategic workforce planning will ensure GPO has a first rate workforce that is in line with the Agency’s future growth and vision. It is critical for the Agency’s future to focus on initiatives that improve and expand inclusive recruitment, development, and retention programs. With more than half of GPO teammates achieving retirement eligibility in the next five years, it is imperative to identify the critical positions needed to support business continuity and create a plan for the impending transition.
The Agency also summarized and responded to the public comments on the draft plan:
The preceding press release was provided by a company unaffiliated with In-plant Impressions. The views expressed within do not directly reflect the thoughts or opinions of the staff of In-plant Impressions.