Delivering for America

Our Vision and Ten-Year Plan to Achieve Financial Sustainability and Service Excellence.

Our plan

Delivering for America: Our Vision and Ten-Year Plan to Achieve Financial Sustainability and Service Excellence describes a comprehensive modernization of the Postal Service.

Download full plan PDF

Our plan at a glance PDF

Financial sustainability

Our plan enables the Postal Service to achieve a positive net income within three years, and to achieve a break-even operating performance over the next 10 years.

Through a combination of cost and revenue improvement strategies and regulatory and legislative actions, we can avoid $160 billion in projected losses by 2030.

Figure 2 (pulled from plan PDF): Comparison of the ten-year projected annual USPS net income with and without USPS plan initiatives

Service excellence

“By implementing the full breadth of this plan, within three years we can begin to operate on a financially self-sustaining basis and improve service performance dramatically by delivering 95 percent of all mail and packages on time, pursuant to achievable delivery standards.”

Postmaster General and Chief Executive Officer Louis DeJoy

Our plan preserves our ability to fulfill our universal service mission. This includes visiting every residence and business, with six days of mail delivery and seven days of package delivery, and doing so affordably, reliably and securely.

By using best-in-class logistics practices, we intend to drive efficiency and service performance improvement to fuel revenue growth and customer retention. Most importantly, our plan establishes a new operating model that dramatically improves on-time delivery performance.

thumbnail of fact sheet

Service standard changes — fact sheet

A majority of First-Class Mail and Periodicals will keep current service standards, with 70 percent of First-Class Mail volume having a delivery standard of 1-3 days.

Mail traveling the greatest distances will be most affected, with a day or two of transit time added for some First-Class Mail and Periodicals.

We’ll make better use of our trucks and existing surface network to move the mail, relying less on costly air transportation.

By improving service reliability and increasing efficiency, we can keep costs at reasonable levels and help keep postage rates affordable for our customers.

Download fact sheet

Pre-filing Conference

First-Class Mail and Periodicals Service Standard Changes, 2021

The Postal Service held a Pre-filing Conference on April 6, 2021, which included a summary of the proposed First-Class Mail and Periodicals service standard changes. The Pre-filing Conference also provided the public with the opportunity to ask questions and offer comments on the proposal. We appreciate the considerable interest in this matter and the constructive dialogue that ensued. The Postal Service is now taking account of those questions and comments in advance of filing its request for an Advisory Opinion with the Postal Regulatory Commission.

Zoom conference recording
Passcode to access the recording: 6=Hd6vMi

Download presentation slides

Investment

photo rendering of a new USPS delivery vehicle
We will replace the Postal Service fleet of 160,000 long-life delivery vehicles — which are on average more than 28 years old — with safer, more fuel-efficient vehicles better suited to package delivery.

We will invest $40 billion in our people and infrastructure over the next 10 years. Our plan includes investments across our delivery, processing and retail operations with new information technology systems, parcel sorting equipment, mobile devices for carriers, as well as a faster pace of innovation in our product and service offerings.

We will support our employees by modernizing our vehicle fleet, and invest in tools, training and systems to improve safety, environmental stewardship and workplace experience. These investments will enable us to modernize the Postal Service and meet the changing needs of our customers.

Frequently asked questions

Delivering for America establishes clear strategies to quickly achieve financial sustainability and service excellence. The Plan’s strategic initiatives are designed to reverse a projected $160 billion in losses over the next ten years by achieving break-even operating performance, while improving the reliability and predictability of service.

Our Plan delivers:

  • A modernized Postal Service capable of providing world-class service reliability at affordable prices.
  • Maintenance of universal six-day mail delivery and expanded seven-day package delivery reach.
  • Workforce stability and investment strategies that empower, equip, and engage each employee and put them in the best possible position to succeed.
  • Innovation that grows revenue and meets changing marketplace needs.
  • Financial sustainability to fulfill our universal service mission.

In developing our Plan, we studied market research; prior internal plans and proposals; reports from the Office of the Inspector General, the Government Accountability Office and the Postal Regulatory Commission; and many white papers and documents authored by postal stakeholders. We received feedback from key customers and industry associations, our unions and management associations, and members of Congress - valuable input from a diverse set of stakeholders.

We look forward to productive discussions with our stakeholders about our goals for the future of the organization and the most effective strategies to pursue them. We will listen and learn and adapt the plan to take account of stakeholder advice and guidance, carefully considering advice from the Postal Regulatory Commission, findings from the Office of the Inspector General, and feedback from our customers. We will adhere to legal, statutory, contractual, and regulatory requirements as we implement the initiatives within this Plan.

Yes. The Plan strengthens our ability to fulfill our mission to provide universal service, while maintaining six-day mail delivery and expanding seven-day package delivery reach for our customers and the American public.

New prices for 2021 took effect January 24. No decisions have been made regarding any additional price changes for 2021. Our Plan will utilize judicious and prudent strategies to optimize prices for our market-dominant products within applicable regulatory constraints, and by more effectively aligning prices to the marketplace for our competitive products. Any price change would need to be approved by the Postal Service Governors and reviewed by the Postal Regulatory Commission.

The Postal Service has not met our First-Class Mail service targets in eight years, which is due to both unattainable service standards and a lack of operational precision. By adjusting First-Class Mail service standards by one or two days for certain mail, we can move First-Class Mail from air transportation, which is costly and unreliable, to ground transportation. This will improve the reliability and predictability of service for customers, while reducing expenses. This will also require adjustments to the service standards for end-to-end Periodicals, which travel with First-Class Mail.

Most First-Class Mail (61 percent) and Periodicals (93 percent) will be unaffected. First-Class Mail traveling within a local area will continue to be delivered in two days, and most First-Class Mail (70 percent) will continue to be delivered within three days.

Before the First-Class Mail service change is implemented, the Postal Service will request an advisory opinion from the PRC and solicit comments through a rulemaking proceeding in the Federal Register. Further details about the implementation date will be provided through those processes.

For many years, the Postal Service has recorded annual financial losses. Absent change, we are projected to lose another $160 billion over the next ten years.

This Plan’s strategic initiatives are designed to reverse this course and achieve break-even operating performance over the ten-year period (and achieve positive net income by FY2023 or FY2024) through modest regulatory and legislative changes, effective use of newly acquired and existing pricing authorities, operating more efficiently across our enterprise, and by driving revenue growth through innovative customer solutions.

With full implementation of our Plan, we can achieve a long-term sustainable business model and provide our customers with the reliable service they expect and deserve and avoid any need for a costly bailout.

Our Plan will deliver the reliable service the American people expect and deserve. We plan to invest approximately $4 billion in our Post Offices to provide a world-class customer experience with improved retail training, modernized uniforms, refreshed lobbies, and expanded self-service and digital options. Additionally, residential customers can expect:

  • Reliable, value-driven service, six and seven days a week with 95 percent of all mail and packages delivered on-time, at all times of the year
  • More digital and mobile tools and better tracking
  • More convenient services and offerings at Post Offices and online

While we remain committed to operating Post Offices in America’s communities across the country, we will align our retail footprint, hours, and services to meet current and evolving customer demands. In metropolitan areas that have multiple Postal Service retail facilities, we will evaluate our network of stations and branches and propose to consolidate certain low-traffic facilities where alternate facilities are available to serve customers.

Overall, we project that only a small percentage of our Post Offices will have hours modified, and only a small percentage of city stations and branches will qualify for consolidation.

The Postal Service will request advisory opinions from the Postal Regulatory Commission concerning our retail network realignments. We will share additional details as the Postal Service moves forward with these initiatives.

We recognize our business customers rely on us for predictable, reliable, value-driven service for both mail and packages. This is why the Postal Service is committed to dramatically improving service performance and customer experience at every touch point with our brand and delivering ever greater value to our customers through continual innovation and evolution.

Our Plan will fully utilize our unmatched logistics network and infrastructure—which delivers goods and services to more than 160 million addresses across the country—to connect businesses, large and small, to urban and rural communities across the nation.

Our business customers can expect:

  • Predictable, reliable, value-driven service, six and seven days a week with 95 percent of all mail and packages delivered on-time, at all times of the year.
  • A faster pace of innovation to drive growth and opportunity across the mailing and shipping markets.
  • A new suite of e-commerce solutions, called USPS Connect, that broaden access to the postal network, with more options to provide same-day and next-day service to consumers and help businesses effectively compete in the growing e-commerce market.
  • Comprehensive small business services to bridge local retailers to local buyers, through offerings like pop-up kiosks that serve as a second storefront to elevate their brand.
  • Improved returns experience through convenient features like printing, packing, pick up and package-less returns.
  • New tools to leverage mail data and enable better integration with digital media channels.
  • New programs, resources and offerings to enable greater use of the mail by businesses of all sizes.
  • Create greater total value for mailers and shippers. These initiatives include mail promotions, mailer education and integration of data to better target and retarget consumers and trigger other aspects of marketing campaigns.

Our people are our greatest asset, and our success depends on investing in their future.

We want to be an “employer of choice” that hires, develops, and retains the most capable and diverse employees. Our Plan focuses heavily on improving our collaboration and engagement within the workplace and strengthening the employee experience through the following measures:

  • Significant investment in training, tools and technology, including new mobile devices for carriers and new employee uniforms, that will enable employees to enjoy a long-term career with us and enhance their safety and wellbeing.
  • A more stable career path and an organizational structure that provides greater opportunity for growth.
  • An improved workplace that further advances our culture of diversity, equity and inclusion throughout our organization, including the creation of an Executive Diversity Council.

In all of these efforts, we will continue to work closely with our unions and management associations. We will follow long-established, responsible processes for managing through transitions, providing options for our people to take on new or changing responsibilities, and to pursue career opportunities within the Postal Service.