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chapter 1
compliance with statutory policies

In September 2004 the governors approved the 2005 budget for the office of the inspector general. The governors approved the 2005 budget for the PRC and the board approved three amendments to their bylaws. The board approved the 2005 Annual Performance Plan in compliance with the Government Performance and Results Act (GPRA) of 1993. The board approved the Postal Service 2005 operating and capital investment plans. The board approved the preliminary 2006 appropriations request. The board also approved the following capital investment projects: Automatic Induction Systems for 210 Automated Flats Sorting Machine 100s, Integrated Dispatch and Receipt, and Cargo Vans Modification.

3. Strategic Planning

The Office of Strategic Planning (OSP) supports the Postmaster General, the Executive Committee, and the Board of Governors in managing the strategic planning process.

An annual process establishes the goals, objectives, indicators, and measures for the organization and sets annual performance targets in compliance with the requirements of GPRA. The OSP publishes the annual performance plan, the annual performance report included in that document, and the five-year strategic plan.

The strategic planning cycle includes deploying performance targets throughout the organization, determining accountability for performance, allocating resources, developing and implementing programs designed to achieve the targets, and reviewing performance.

OSP develops an annual assessment of the business environment and uses planning tools such as scenarios to discuss the implications of trends for the Postal Service. The office also assists functional planners in developing their plans and ensuring alignment with the overall strategic goals of the Postal Service.

Since April 2002 when the Postal Service delivered its Transformation Plan to Congress, three major initiatives — Growth Through Customer Value, Increase Operational Efficiency, and Move Toward a Performance-Based Culture — and their Enabling Strategies — have served as a blueprint for every aspect of Postal Service business and significantly reduced its debt. In their regular reviews of transformation strategies the Postmaster General and the Executive Committee align transformation goals and objectives with the budget, the Annual Performance Plan, and The Five-Year Strategic Plan, FY2004–2008.

The OSP solicits, integrates, and evaluates potential new initiatives for the Postal Service. Relevant initiatives are referred to functional departments for further development and review. It also assists senior management and functional departments in the evaluation and management of critical partnerships and alliances with the private sector.

B. The Workforce

1. Opportunity

a. Attracting the Right Applicants for the Right Jobs

A large-scale validation research study was conducted in 2004 to review and update entry-level selection methods. This study provided data needed to support changes to the entry-level test battery. Job analyses identified capabilities that are critical to job success in today's increasingly competitive environment. New testing procedures were developed measuring the knowledge, skills, and abilities required for successful performance in entry-level positions, including: city carrier; mail handler; mail processing clerk; sales and services associate; and sales, services, and distribution associate.

Table 1-1 Management Annual Planning Cycle
blank Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept.
Establish Set preliminary targets for the next year. blank Set final targets for the next year. blank
Deploy blank Negotiate requirements and devlop budgets for the next year iwth headquarters' departments and field operating units. blank
Implement Implement and manager current year's programs and budgets
Review Assess previous year's performance. Monitor current performance and adjust programs, budgets, and where necessary, targets.