Chapter 1 Compliance with Statutory Policies

C. TRAINING AND TECHNOLOGY

The Postal Service provided 400 eLearning courses nationwide, with 57,398 participants registered. The courses included a combination of commercial off-the-shelf products and internally developed courses. A small team of in-house instructional designers are responsible for designing all internal, technology-based training products, which resulted in reduced development time and cost savings of $618,800. In addition, the organization increased its Web-based delivery capacity by expanding its technology infrastructure to include an Automated Enrollment System (AES). AES expands on current legacy systems to coordinate administration, scheduling, tracking, assessment, and testing of students in classroom and elearning settings.

The Postal Service also contracts with a third party to deliver business-related training content through the use of the Postal Satellite Training Network on subjects such as leadership, diversity, safety, customer service, and general business content. Approximately 200 courses are available through this network. The network courses were attended by 240,297 students.

D. MANAGEMENT TRAINING

The Postal Service piloted and implemented a new Postmaster Level 18 and Up Training program in response to field requests. There was also a need to fill crucial manager of Human Resources (HR) positions with qualified and prepared HR professionals. To address this need, the Postal Service provided the HR Manager Training Program to 196 students with 133 graduating. Needs assessments were initiated for a number of new core operational management training initiatives slated for completion in 2007, including Post Office Operations, Distribution Operations, In-Plant Support, Maintenance Operations, and Training. Operations Support Specialist training was also updated.

The Advanced Leadership Program (ALP) has been the Postal Service’s premier development initiative since 1998. It targets successful mid-level managers who demonstrate high potential to assume greater responsibility. The ALP’s content is aligned with the Postal Service’s Executive Competency Model that identifies behaviors necessary for successful performance at the executive level of the organization. A total of 1,581 participants have completed ALP since inception.

E. INTERN PROGRAMS

Approximately 1,400 Postal Service and non-Postal Service candidates applied to the management intern recruitment program. Currently, there are 30 active management interns in various stages of the program. Twenty-one completed the 24-month program in June, and were outplaced into mid-level field operations management positions, including the new manager of Distribution Operations Trainee (EAS-21) position.

The Postal Service continued recruiting for additional Professional Specialist Intern (PSI) positions. There are currently nine PSIs in various stages of development. The Professional Specialist Trainee/Industrial Engineer (PSTIE) training program out-placed a total of 23 industrial engineer trainees to field industrial engineer positions. There are currently 43 active PSTIEs in various stages of development. This program exposes engineers to every facet of postal operations

F. WILLIAM F. BOLGER CENTER FOR LEADERSHIP DEVELOPMENT

The William F. Bolger Center for Leadership Development is the national executive management and leadership training center for the Postal Service. Its mission is to provide a premier learning environment for managers to develop, plan, think, and grow personally and professionally. Approximately 98,000 people utilized the center, including 46,000 postal employees who attended courses and meetings.

The Bolger Center Media Unit continued to create video productions and Postal Service Television Network broadcasts that assisted in meeting learning needs of employees. Most notably, the Media Unit produced a DVD video series dealing with retirement topics for employees covered by both the Civil Service Retirement System and Federal Employees Retirement System. Another series, Basic Supervisory Tools, was produced to assist field delivery managers with delivery operations from office layout to street management. The Media Unit continued to partner with USPS-TV to produce several programs. COO Update gives field and Headquarters operations managers timely information on Postal Service business performance trends. MarketPlace focuses on products, services, and revenue generation efforts. The Postal Service received 2006 Telly Awards for Leaders of Character (Inspection Service recruitment video), Safety Depends on You, and National EEO Investigative Services Office.

G. EXECUTIVE DEVELOPMENT AND CORPORATE SUCCESSION PLANNING

The Postal Career Executive Service (PCES) was established to develop and maintain a highly motivated, competent group of managers to fill key executive-level positions and provide the leadership needed for continued organizational success. In 2006 there were 828 managers in the PCES, including 40 officers. During 2006, 88 new executives were appointed.

To maintain a highly productive executive workforce, this year the Postal Service introduced the Executive Development Continuum (EDC). The EDC builds on experiences and lessons learned during the last 4 years with the former Executive Development Program, parts I and II, and the former New Executive Orientation Program. Elements from these programs have been integrated into EDC. The Postal Service offers four developmental tiers tailored for the newly-promoted, mid-career, and senior PCES managers. They are: Executive Foundations, Executive Leadership, Individualized Executive Development, and Performing at the Peak. Individualized Executive Development and Performing at the Peak are still in development. The first offerings of Executive Foundations for 22 new executives and Executive Leadership for 19 executives received overwhelmingly positive ratings from its participants. Executive Foundations focused on leading from an integrated understanding of the business by allowing participants to interact with Executive Committee members who served as program instructors. The Executive Leadership program is designed to help new executives gain deeper insight into the dynamics of leading people through organizational change. Executives are also provided with extensive feedback on assessment instruments that measure their leadership styles and preferences and the degree to which their leadership ability is affected.

Identification of future executives continues through the use of the automated Corporate Succession Planning (CSP) process. CSP operates on a 2-year cycle, during which employees identified as potential