usage by more than 1.5 million hours and experienced a savings of approximately $31.5 million (average sick leave hourly rate).

     Several eRMS integration efforts with other application systems (e.g., Time and Attendance Collection System, Employee Ideas (eIDEAS) Program, Injury Compensation Performance Analysis System) are in progress or have been completed to provide the users with an extensive resource tool. Future plans for Resource Management entail the next generation of technology, which involves an interactive voice response (IVR) technological system to produce better program efficiency and cost effectiveness. The multi-faceted concept plan for Resource Management's next generation is well under way with anticipated deployment in February 2004.

     An outgrowth of the resource management process was the standardization and consistent decision-making process involved with administration of the Family and Medical Leave Act (FMLA). Between 2000 and 2003, administration of the FMLA was moved from a decentralized base of approximately 25,000 first-line supervisors to approximately 160 FMLA coordinators located in the attendance offices. These FMLA coordinators were provided with an intensive 24-hour training course where they received instruction about the complex FMLA laws and policies. With the advent of the FMLA coordinators, line supervisors had more time to perform their operational duties.

     As the resource management process continues, the vision is to provide an integrated approach to link the Time and Attendance Collection System and other components from injury compensation databases with eRMS. This will provide a robust tool to build a solid, effective management foundation to manage daily business operations and reduce costs. Further eRMS enhancements are anticipated in 2004 to provide users with even more information in a cost-efficient way.

     As part of the 2003 vision and beyond, a blueprint for the next generation of Resource Management was mapped out and approved by senior management. The end result will enhance operational efficiency for FMLA administration and reduce costs by eliminating the majority of the manual transactional tasks. These tasks will be diverted to a fulfillment center. In essence, the program will allow more productive time for the FMLA coordinators to manage their heavy caseloads and provide better service to employees.

     Coupling an increased emphasis on attendance with a systematic approach to staffing should provide for more effective work hour usage, standardization of business processes, and ultimately, enhanced operational and service efficiency to Postal Service employees and customers.

     The Postal Service supports more than 200 human resources (HR)/payroll processes with more than 70 systems. This nonintegrated environment causes inefficient and redundant work done by a large network of employees. In addition, two major systems, the Complement Management System (CMS) and the Payroll System, were built 20 years ago. This creates risk in terms of system flexibility and the ability to provide long-term support because of technical obsolescence.

     Each performance cluster has a human resources function that includes safety, personnel (including benefits administration), training, injury compensation, equal employment opportunity, and labor relations. Estimates indicate that at least 3,500 full-time equivalents (not all HR employees) perform routine/repetitive transactions.

     The backbone of the Human Capital Enterprise initiative is the implementation of a commercial-off-the-shelf Enterprise Resource Planning (ERP) solution that will incorporate HR functionality for all Postal Service employees into a single integrated system. A knowledge management system