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Chapter 1
Compliance with Statutory Policies
| blank | Oct. | Nov. | Dec. | Jan. | Feb. | Mar. | April | May | June | July | Aug. | Sept. |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Establish | Set preliminary targets for the next year. | Set final targets for the next year. | ||||||||||
| Deploy | Negotiate requirements and develop budgets for the next year with headquarters' departments and field operating units. | |||||||||||
| Implement | Implement and manage current year's programs and budgets. | |||||||||||
| Review | Assess prior year's performance. | Monitor current performance and adjust programs, budgets, and, where necessary, targets. | ||||||||||
3. STRATEGIC PLANNINGThe process of strategic planning in the Postal Service includes an ongoing assessment of the business environment; formulation of strategic goals, performance measures, and targets; and tracking and integration of major strategic programs. STRATEGIC PLANNING CYCLEThe strategic planning cycle includes development and deployment of performance targets, assignment of accountability, allocation of necessary resources, program implementation, and program review and reevaluation. Each year, the Postal Service establishes organizational objectives, performance indicators, and measurement systems, and sets annual targets in compliance with the requirements of the Government Performance and Results Act. STRATEGIC TRANSFORMATION PLAN 2006-2010The Strategic Transformation Plan 2006-2010, published September 2005, is the Postal Service's blueprint for the future. It builds on the foundation of the 2002 Transformation Plan and commits the Postal Service to new advances in service, customer convenience, productivity, and employee engagement. The Plan describes how the Postal Service will improve the value of mail and sustain a financially stable enterprise that best serves the nation's mailing needs for affordable and reliable universal service. The Plan describes strategic challenges, trends, and transformation strategies, and gives stakeholders essential information on policies, programs, resources, and performance. It is organized around four main goals: generate revenue, reduce costs, achieve results with a customer-focused, performance-based culture, and improve service. The Plan will be adjusted and updated annually to accommodate continuing changes in the Postal Service's business environment. Established goals, strategies, and targets are then distributed and communicated throughout the Postal Service for implementation. |
STRUCTURAL RESPONSIBILITY FOR IMPLEMENTATIONPostal Service operations are managed and supported by a headquarters and field organizational structure streamlined over the years for maximum efficiency and responsiveness. Headquarters management reports to the Postmaster General and consists of three executive vice presidents, three senior vice presidents, 16 vice presidents, the Chief Inspector, and Judicial Officer. The Deputy Postmaster General and Chief Operating Officer has management responsibility for headquarters and field operations which consist of 13 officers. Responsibility for operations within each of the eight area offices and Capital Metro Operations rests with the eight area vice presidents, Area Operations, and the Manager, Capital Metro Operations. The area offices have oversight for 80 performance clusters. Performance clusters, some spanning multiple states, consist of customer service district offices and processing and distribution centers. |
