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Postal Service Annual Performance Plan Goal:
Foster an inclusive and welcoming workplace consistent with Postal Service values of fairness, opportunity, safety and security: where everyone is given the knowledge, tools, training and encouragement to be successful; and where everyone is recognized for and takes pride in their participation in customers’ and the Postal Service’s success.
Performance Subgoal 1
- Improve workplace relations by building leadership skills and behaviors.
As stated in the plan, 2001 indicators and target for this subgoal are:
- Make REDRESS 100 percent available, with a 70 percent participation rate in all Performance Clusters.
In 2000, the Postal Service:
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Achieved the target of making the REDRESS process available to all employees and applicants for employment within the Postal Service and the Postal Inspection Service; and exceeded the target of 70 percent participation in all Performance Clusters. At the close of FY 2001, the program achieved a national participation rate of 76.2 percent.
Performance Subgoal 2
- Ensure an inclusive and fair environment with opportunities for all employees.
As stated in the plan, 2001 indicators and target for this subgoal were:
- Make an inclusive and fair environment with opportunities for all employees part of the merit process, with the target of including the indicator in PCES merit reviews.
- Representation of all groups in details and special assignments with the target of holding quarterly reviews of affirmative employment plan (Areas with COO, PC's with AVP's, and HQ with Management committee)
- Representation of all groups in succession plans and activities supporting the affirmative employment plan.
In 2001, the Postal Service:
- Accomplished the indicator of representing all groups in details and special assignments with the target of holding quarterly reviews of affirmative employment plan.
- Accomplished the indicator of representing all groups in succession plans and activities supporting the affirmative employment plan.
Performance Subgoal 3
- Ensure that each and every employee is given the knowledge, tools, training and encouragement to successfully meet the expectations for their positions.
As stated in the plan, 2001 indicators and target for this subgoal were:
- Training in prescribed curriculum, including: four hours mandatory workplace environment interpersonal skills training. The target rates were:
- 20 hours for 97 percent of EAS employees levels 15 and above,
- Eight hours for 97 percent EAS employees 14 and below and
- Eight hours for 100 percent of craft work units.
In 2001, the Postal Service:
- Achieved this target for EAS employees, levels 15 and above.
- Achieved this target for EAS employees 14 and below.
- Did not achieve the target because eleven Clusters out of 85 did not give 100% of their craft units the full 8 hours of training in the prescribed curriculum. However, 98.55% of the craft units did receive at least 8 hours of training including the prescribed curriculum.
Performance Subgoal 4
- Improve understanding of employee issues and concerns.
As stated in the plan, the 2001 indicator and target for this subgoal was:
- Improving last year's 57.5 VOE Survey Index score.
In 2001, the Postal Service:
- Achieved this target with a VOE Survey Index of 58.1, which was a .6 improvement over last year's baseline index.
Performance Subgoal 5
- Improve employees' safety, security and well-being.
As stated in the plan, the 2001 indicator and target for this goal was:
- Achieving the OSHA injury/illness indicator target of 7.96.
In 2001, the Postal Service:
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Did not achieve this target. The year ended with an 8.46 OSHA Injury/Illness Rate. This was 0.50 above the target of 7.96. However, we believe the result to be a success because analysis during the year demonstrated that changes to the base were required. This, the first year in which this indicator was used, proved to be a learning year. Data validation and analysis included a 100% review of our record keeping at year end as well as random reviews throughout the year. In addition, as we gained experience in interpreting OSHA’s complex reporting system, adjustments to our process were made. As a result, an accurate baseline is now in place and can be applied in FY 2002.
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