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4.0 STRATEGIC TRANSFORMATION PROGRAMS TO ACHIEVE GOALS, OBJECTIVES, AND TARGETS
The Postal Service has a detailed plan for achieving its goals, objectives, and targets.2
| Strategy, Objective, and Targets |
Programs |
Develop People
Enhance Performance-Based Culture |
• Recruitment, Training, and Development Innovations
• Executive Succession Planning
• Workplace Environment Improvement
• Pay for Performance
• Safety, Health, and Environmental Management
• HR Management Information and Employee Self-Service Systems |
Manage Costs
Increase Productivity |
• Mail Processing Automation and Delivery Process Improvements
• Management Information Systems
• Supply Chain, Facility, and Transportation Management
• Operations Information Systems
• Shared Systems
• Best Practices Standardization |
Improve Service
Timely, Reliable Delivery |
• See above (all these programs help to improve service)
• Improve access to services, convenience, and ease of use
• Improve customer access to timely, accurate, and relevant information
• Implement Intelligent Mail and Address Quality improvement programs |
Grow Revenue
Sufficient to Cover Costs |
• See above (all these programs help to grow revenue)
• Improved customer analytics, sales, and customer relationship management
• Develop new or improved products and services that meet customer needs and add value to core business
• Develop pricing tools to simplify and customize core products, and to encourage efficiency
• Cooperation with other agencies and the private sector |
Pursue Reform
Increase Value |
• See above (successful achievement of these programs enhance the credibility of the Postal Service as a results-oriented organization)
• Improve outreach to stakeholders
• Provide relevant, timely, and accurate data to policy makers |
The plan includes detailed reporting, analysis, review, and accountability through the National Performance Assessment (NPA) program. This program tracks specific performance indicators from the Postal Service-wide GPRA goals to "micro" scorecards that are designed to be relevant to every executive, manager, supervisor, and nonbargaining employee of the Postal Service.
Footnote:
2 See USPS Transformation Plan, April 2002. Overall progress is reported in detail in the annual Comprehensive Statement on Postal Operations and the Transformation Plan Progress Report. Additional detail on specific issues is provided to Congress separately.
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