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Postal Service Annual Performance Plan Goal:
Earn customers' business in a marketplace where they have choices by providing them with world-class quality at competitive prices.
Performance Goal 1: Provide Timely Delivery
As stated in the plan, 2000 indicators and targets for this
subgoal are:
- Achieve overnight First-Class Mail on-time performance of at least 93 percent.
- Achieve two-and three-day First-Class Mail on-time performance of at least 87 percent.
- Develop an on-time performance indicator and baseline for consistent delivery (D+1 Overnight).
- Develop an on-time performance indicator and baseline for consistent delivery (D+2 Two Day).
- Develop an on-time performance indicator and baseline for consistent delivery ((D+3 Three Day).
- Achieve targeted Priority Mail on-time performance, as measured by the Priority End-to-End (PETE) system.
- Achieve on-time performance for Advertising Mail delivered within a requested sales window of at least 98percent on-time performance, using the ADVANCE measurement system.
- Develop an on-time performance indicator and baseline for Ground Parcels.
- Develop an on-time performance indicator and baseline for Periodicals.
- Achieve targeted Express Mail on-time performance, as measured by Express Mail Reporting System (AM & PM).
With performance measured against each indicator and target for this subgoal, in 2001, the Postal Service:
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Exceeded the performance target of
93 percent for on-time delivery of Overnight First-Class Mail with performance 94 percent on-time. The established target for this External First-Class (EXFC)3 measured target is the weighted destinating result of Postal Quarters I-IV. For 2001, in total, the Postal Service achieved Overnight First-Class Mail on-time performance of
94 percent, which exceeded the target for the period of external measurement.
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Did not achieve the performance target for EXFC two and three-day mail of at least 87 percent on-time due to continued transportation problems resulting from scheduled airlines' inability to provide reliable flight service. The established target for this External First-Class (EXFC) measured target is the weighted origin/destination combined result of PQ III and IV performance. The Postal Service achieved two- and three-day combined First-Class Mail on-time performance of 84 percent.
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Met the target of completing a baseline for providing consistent delivery (D+1, D+2, and D+3) for Overnight, two,-and three- day mail.
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Met the target for Priority Mail on-time performance. The established target for this Priority Mail (PETE) measured target is weighted origin/ destination combined result of PQ III and IV performance. The specific target and associated information is proprietary.
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Met the target for Advertising Mail delivered within a requested sales window with performance at 98 percent on-time, as measured by the ADVANCE system.
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Implemented an initial indicator for Parcel Select (ground parcels) performance in 2001. Working closely with the mailing industry to continue developing supporting systems and procedures, we anticipate implementing a more comprehensive indicator and establishing baseline measurements in 2002. The specific target and associated information is proprietary.
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In response to mailers' requests, piloted an enhanced Electronic Publication Watch System that allowed publishers to: enter complaints into a centralized data base; request an electronic publication watch that will track delivery of individual mailings of specific publications; and request resolution of a systemic service related problem. Utilizing feedback collected during the pilot test, changes were made to the system and the enhanced Electronic Publication Watch System will be retested and implemented in 2002.
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Did not achieve performance target for on-time delivery of Express Mail due to continued transportation problems resulting from scheduled airlines' inability to provide reliable flight service. The specific target and associated information is proprietary.
Performance Subgoal 2: Provide reliable services.
As stated in the plan, the 2001 Indicator and Target for this subgoal is:
In 2001, the Postal Service:
Performance Subgoal 3: Improve Customer Satisfaction.
As stated in the plan, the 2001 Indicators and Targets for this subgoal are:
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Achieve the target of 93 percent Overall Satisfaction for Residential customers through the Customer Satisfaction Measurement - Residential survey.
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Achieve the target of 91 percent Overall Satisfaction for Business Account customers through the Customer Satisfaction Measurement - Business Account survey.
In 2001, the Postal Service:
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Did not achieve the target of 93 percent Overall Satisfaction for Residential customers through the Customer Satisfaction Measurement - Residential survey.
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Did not achieve the target of 91 percent Overall Satisfaction for Business Account customers through the Customer Satisfaction Measurement Business Account survey.
In 2001, overall national customer satisfaction dropped as the economy declined. The American Customer Satisfaction Index (ACSI), a national economic indicator of customer satisfaction with the quality of goods and services available to household consumers in the United States, decreased by over 1 percent in 2001. The Postal Service's ACSI scores declined along with other industries, although the Postal Service still maintained extraordinary high levels, especially when compared to other industries, such as airlines).
Postal measures of customer satisfaction, our Customer Satisfaction Measurement (CSM) surveys, also showed declines in business customer satisfaction and no change in residential customer satisfaction since the previous year. The decrease in business customer satisfaction with the Postal Service is a likely a result of the declining economy. It may also be attributed to customer reactions to what was perceived as two back-to-back rate increases, compounded by public announcements of financial losses and the consideration of a reduction in delivery days.
Even though CSM targets were not met, several initiatives were implemented to assist postal managers in improving customer satisfaction. These include an expanded data reporting system with new analytic tools to pinpoint opportunities for improvement, a Best Practices website to assist in the sharing of successful ideas and a recognition program to promote outstanding customer service performance.
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