Chapter 5:  2002 Performance Report
H.  Evaluation of 2002 Performance and Changes to Goals and Subgoals in the 2003 Plan
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In this subchapter, the Postal Service evaluates the performance plan for 2003, relative to the performance achieved toward the performance goals of 2002 covered by this report.

In complying with GPRA requirements to report this evaluation, the Postal Service submits two tables: Table 5.1 and Table 5.3.

Table 5.1, “Performance 2002: Goals and Results,” leads this chapter. It itemizes 2002 performance to each goal, subgoal, indicator and target of the 2002 Annual Performance Plan.

Table 5.3, “FY 2003 Goals, Subgoals, Indicators, and Targets,” follows here. This table lists all Fiscal Year 2003 goals, subgoals, indicators and targets of the latest 2003 Annual Performance Plan for each of the three Voices of the Postal Service Management Process: the Voice of the Customer, the Voice of the Employee, and the Voice of the Business. There are no changes proposed to this table. It is the same as that published in our 2003 Annual Performance Plan issued at the end of September 2002.

A Note on Goals Evaluated: In the 2001 Performance Report, Chapter V of the 2001 Comprehensive Statement on Postal Operations, the Postal Service included as a reference a matrix of Postal Service program-level goals, Table 5.4 FY 2002 Goals, Subgoals, Indicators and Targets Individual Merit Process. The intent of GPRA performance measures and reporting is to focus primarily on results that are directly relevant to the core mission of the agency. We do not evaluate performance to those program goals in this GPRA report.

Discontinued goals in this program-level category — Affirmative Action/EEO, REDRESS, and Training Hour, for example — are actually programs that support organization-wide VOE goals and objectives. The effectiveness of these programs is ultimately measured by the VOE Survey. Performance to these program goals is measured directly at the program and managerial level throughout the organization and is reviewed regularly by Postal Service management. Program accountability is more appropriately addressed at the program/unit and individual level in the National Performance Assessment. In many cases, program level performance on indicators such as Affirmative Action/EEO results are separately reported, e.g., quarterly and annual reports to the EEOC, and are regularly available to stakeholders.

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Chapter 5 Table of Contents

A.  Introduction

B.  Year in Review

C.  The Planning Process

D.  The Three-Voice Structure
     and Performance Goals

E.  Voice of the Customer Performance
     Goals:  Growth

F.  Voice of the Employee Performance
     Goals:  A Motivated, Productive
     and Inclusive Workforce

G.  Voice of the Business Performance
      Goals:  Financial Performance

H.  Evaluation of 2002 Performance
     and Changes to Goals and Subgoals
     in the 2003 Plan