diff --git a/_pages/progress/2024.md b/_pages/progress/2024.md
index 5d88525e..b9f1e9ea 100644
--- a/_pages/progress/2024.md
+++ b/_pages/progress/2024.md
@@ -164,9 +164,9 @@ news-category: FIBF-PROGRAM
 
           <TR valign=top>
             <TD>Electronic Records (NARA)</TD>
-            <TD>34 billion pages centrally<sup><A HREF="https://www.whitehouse.gov/wp-content/uploads/2018/06/Government-Reform-and-Reorg-Plan.pdf">9</A></sup><BR>
-            $200 million agency fees to NARA<BR>
-            Localized agency records management
+            <TD>34 billion pages stored centrally<sup><A HREF="https://www.whitehouse.gov/wp-content/uploads/2018/06/Government-Reform-and-Reorg-Plan.pdf">9</A></sup><BR>
+            $200 million agency fees to NARA<sup><A HREF="https://www.whitehouse.gov/wp-content/uploads/2018/06/Government-Reform-and-Reorg-Plan.pdf">9</A></sup><BR>
+            Agency records also managed locally
             </TD>
           </TR>
           
@@ -303,7 +303,7 @@ Elevating the agency voice into direction-setting is essential to ensuring a mar
 The <A HREF="https://ussm.gsa.gov/ssgb">Shared Services Governance Board (SSGB)</A> comprised of agency management executives from across government serves to make recommendations to the Office of Management and Budget (OMB) on opportunities to identify shared agency needs for technologies and services.
 <BR><BR>
 <B>(a) Priority Interests</B><BR>
-In 2024, the SSGB identified areas of potential interest with regard to the portfolio.  Among these areas included:<BR><BR>
+In 2024, the SSGB identified areas of potential future interest with regard to the shared services portfolio.  Among these areas included:<BR><BR>
 <LI>Customer Experience</LI>
 <LI>Artificial Intelligence</LI>
 <LI>Procurement</LI>
@@ -472,17 +472,17 @@ border: 1px solid white;
             
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-In 2024, GSA engaged agency Senior Accountable Point of Contact (SAPOC), on the progress and planning, challenges and impediments of transitioning to services in the portfolio for meeting their management and operations needs. GSA's work in this arena includes supporting the <A HREF="https://ussm.gsa.gov/assets/files/Investment-Planning-Guidance-March%202021.pdf">Agency Investment Action Planning process</A> in coordination with agency budget examiners, informing the SSGB and management policy analysts of common themes that elevate policy-making and agency support, and incorporating agency lessons into best practices such as the <A HREF="https://ussm.gsa.gov/m3">M3 Agency Modernization Playbook</A>, slated for an update 2025.
+In 2024, GSA engaged agency Senior Accountable Point of Contact (SAPOC), on the progress and planning, challenges and impediments of transitioning to services in the portfolio for meeting their management and operations needs. GSA's work in this arena includes (1) supporting the <A HREF="https://ussm.gsa.gov/assets/files/Investment-Planning-Guidance-March%202021.pdf">Agency Investment Action Planning process</A> in coordination with QSMO and OMB budget examiners, (2) informing the SSGB and management policy analysts of common themes that elevate policy-making and agency support, and (3) incorporating agency lessons into modernization best practices such as the <A HREF="https://ussm.gsa.gov/m3">M3 Agency Modernization Playbook</A>, slated for a 2025 update.
 
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+    </div>
             
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+       <B>Chief Financial Officer's (CFO) Act Agencies</B>
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-<B>Chief Financial Officer's (CFO) Act Agencies</B>
+
 
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