represents a reduction of approximately
24,000 positions since 2002, and almost
70,000 since 1999, when career employment
reached a peak of 798,000.
Reconfiguration of the postal air transportation
system resulted in savings of $200
million while supporting record service
performance. A shift from traditional
purchasing activities to supply chain
management, which includes central
purchasing for many key products and services,
resulted in an additional $461 million in
cost reductions, cost avoidance, and revenue
generation, including $76 million of capital.
The Postal Service reduced planned costs by
a total of $2 billion in 2003, which included
the workload savings associated with
reduced volume.
The Postal Service Civil Service
Retirement System Funding Reform Act of
2003 (Act), signed by the President on April
23, 2003, significantly affects Postal Service
finances. The Act changes the way the Postal
Service funds its Civil Service Retirement
System (CSRS) obligation. According to a
2003 GAO report, the Postal Service had
overfunded its pension obligation and,
without this legislation, was on course to
overfund by approximately $103 billion.
The Act also transfers to the Postal
Service from the U. S. Treasury the responsibility
for funding the costs of CSRS benefits
that current and former Postal Service
employees have earned through military
service. Thus, the Act transfers $27 billion in
cost from U. S. taxpayers to Postal Service
ratepayers. Before this transfer was enacted,
the Postal Service had overfunded its obligations
to the Civil Service Retirement and
Disability Fund by $10 billion.
Legislation has also enabled the Postal
Service to pay down its debt by more than
one third, from $11.1 billion at the close of
the last fiscal year, to $7.3 billion this year. At
the same time, refinancing of certain long-term
obligations resulted in a $35 million
reduction in interest expenses.
The Postal Service closed the year with a
net income of $3.9 billion, reflecting the positive
effect of the CSRS funding reform
legislation referenced above. Even without |
this legislation, actions taken by the Postal
Service to manage its finances would have
resulted in a positive net income of $900
million, which is $300 million greater than
the $600 million plan.
In December 2002, the administration
announced the creation of the President's
Commission on the United States Postal
Service. The President's Commission's objective
was to advise the President on the state
of the Postal Service, prepare a report articulating
a vision for the future of the Postal
Service, and recommend the legislative and
administrative steps necessary to enact
reform needed to ensure the viability of postal
services.
The President's Commission held a series
of nine public meetings throughout the nation
over a period of eight months and heard from
a wide range of postal stakeholders, as it
examined every aspect of the Postal
Service's operations. Witnesses included the
postmaster general, Postal Service governors,
other senior officers of the organization,
leaders of postal unions and management
associations, representatives of the mailing
industry, competitors, academics, and economists.
In July, the President's Commission issued
its final report to the President containing its
recommendations for the changes its
members deem necessary to protect the
nation's access to affordable, universal mail
service long into the future. By September,
Congress began a series of hearings to
explore the President's Commission's recommendations,
many of which would require
legislative action for implementation.
The President's Commission concluded
that the Postal Service business model,
created by the 1970 Postal Reorganization
Act, is in need of change. The Postal Service
agrees that the Act's basic assumption, that
the costs of a continually expanding delivery
base will be offset by the increasing revenue
from continued mail volume growth, is no
longer valid. Instead, the Postal Service is
delivering fewer pieces of mail to more delivery
points. |
Chapter 1
Compliance with Statutory Policies Introduction
- Fundamental Service to the People
- The Workforce
- Service to Small or Rural Communities
- Postal Cost Apportionment and Postal Ratemaking Developments
- Transportation Policies
- Postal Service Facilities, Equipment, and Supplies
Chapter 2 Postal Operations
Chapter 3 Financial Highlights
Chapter 4 2003 Performance Report and Preliminary 2005 Annual Performance Plan |