Chapter V      2001 Performance Report go to the 2001 Comprehensive Statement on Postal Operations front page go to the table of contents go to the previous page go to the next page
A. Introduction  



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TABLE 5.1 PERFORMANCE 2001: GOALS AND RESULTS
Goal
  Subgoal Indicator


VOC
Earn customer's business in a market place where they have choices by providing them with world-class quality at competitive prices.
Provide timely delivery. First-Class Main on time:
  EXFC overnight
  EXFC 2/3 day
  Delivery in standard+ 1 day
Priority Mail on time
Advertising on time
Ground Parcels on time
Periodical on time
Express Mail on time
Provide reliable service. Accuracy of delivery index
Improve Customer satisfaction. Overall satisfaction - residential (CSM survey results)
Overall satisfaction - business (CSM survey results)
Improve workplace relations by building leadership skill sand behaviors. REDRESS 100% available
VOE
Foster and inclusive and welcoming workplace consistent with Postal Service values of fairness , opportunity, saftey and security; where everyone is given the knowledge, tools, training and encouragement to be successful; and where everyone is recognized for and in customers' and Postal Service's success.
Ensure an inclusive and fair enviroment with opportunities for all employees. Inclusive/fair enviroment indicators are part of merit process
Representation of all groups in details and special assignments
Representation of all groups in succession plans
Activities supporting the affirmative employment plan
Ensure that each and every employee is given the knowledge, tools, training and encouragement to successfully meet the expectations of their positions. Training in prescribed curriculum (including 4 hours of mandatory workplace enviroment interpersonal skills training)
Improve employees' safety, security and well-being. OSHA injury/illness rate
Improve understanding of employees' issues and concerns. VOE Survey Index


VOB
Generate financial performance that ensures commercial viability as a service provider in a changing, competitive marketplace and generate cash flow to finance high yield investments for the future while providing competitively priced products and services.
Improve overall VOB performance. Area Productivity improvement

PC Productivity improvement

Capital Commitments

Control costs by achieving productivity gains.

USPS Total Factor Productivity

USPS Output per Workhour

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