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The Postal Service has identified three overarching goals using a “balanced scorecard” approach to ensure that strategic emphasis is clear and to promote equilibrium in organizational progress and investment. It has used the same three corporate goals since implementation of the Government Performance and Results Act (GPRA) in 1993. This provides focus and a clear sense of priorities and consistency, which in turn results in improved communications and understanding. With very few exceptions, the many programs and activities described in this Comprehensive Statement are designed to address multiple goals.
Since 1993, the Postal Service’s success using this management process has been recognized by several independent evaluation organizations such as the Balanced Scorecard Collaborative and the IBM Center for the Business of Government. The American Customer Satisfaction Index continues to show the Postal Service as the most improved organization since comparative industry measurement began in 1994.
The management process closely links the Postal Service’s mission, organization goals, program performance indicators, and unit and individual accountability systems. Organizational goals are supplemented by a carefully developed series of cascading objectives down to unit and individual levels. A pay-for-performance program is in place for non-bargaining employees, and managers are compensated in part based on the degree to which their personal accomplishments — and the accomplishment of their unit (e.g., Post Office, plant, and district) contribute to overall success. These employees do not receive automatic salary increases, nor do they receive cost of living increases or locality pay.
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