Our mission to bind the nation together by providing affordable universal delivery services has been the foundation for Postal Service operations for more than 240 years. Our vision for the next five years (FY2017 to FY2021) is a Postal Service that helps people connect, businesses grow and communities to thrive in the digital economy. To realize this vision, the Postmaster General has established four strategic areas of focus, what we call our
strategies:
These four strategies will drive everything we do and are aimed at yielding the best outcomes for the foreseeable future. We believe that a focus on the customer experience — delivered by an equipped, empowered and engaged workforce — will enable us to innovate faster and invest strategically in our future to best provide customers and communities the value they desire and deserve. The Postal Service’s Future Ready Five-Year Strategic Plan is located on the web at http://about.usps.com/strategic-planning/five-year-strategic-plan-2017-2021.pdf.
The following sections provide a detailed description of each of the four corporate performance categories. The performance report contains the following information for each NPA performance category:
The performance plan contains the following information for each NPA performance category:
A summary of the U.S. Postal Service’s FY2016 performance results and FY2017 performance targets for each NPA performance goal is listed in the following table.
U.S. Postal Service FY2016 Results and FY2017 Targets for Corporate-wide Goals
Goal
Measure
FY2017 Target
FY2016 Actual
FY2016 Target
FY2015 Actual
FY2015 Target
FY2014 Actual
FY2014 Target
FY2013 Actual
FY2013 Target
Deliver High-Quality Service (% on-time)
Single-Piece First-Class Mail
Overnight1
N/A
95.55
96.80
96.00
96.14
96.70
Two-day
96.50
94.66
93.28
94.90
95.26
95.10
Three-to-Five-day
95.25
83.66
76.56
87.70
91.60
95.00
Presort First-Class Mail
Overnight
96.16
95.74
97.00
97.20
95.05
93.56
96.40
91.68
87.78
92.20
First-Class Composite2
93.00
89.64
94.11
First-Class Mail Letter & Flat (FCLF) Composite3
Standard & Periodical Composite4
91.00
Standard Composite5
92.97
89.58
90.09
Provide Excellent Customer Experiences (%)6
CEM Composite (2011–2013)
CEM Sunset
78.40
82.50
Residential (2011–2013)
82.00
85.00
Small/Medium Business (2011–2013)
76.40
81.00
Customer Insights Composite7
0
87.62
86.70
85.73
Baseline
Business Service Network (BSN)
95.13
94.32
Point of Sale (POS)
86.38
86.28
Delivery
76.26
77.49
Customer Care Center
85.18
76.00
Ensure a Safe Workplace and Engaged Workforce
OSHA Illness and Injury Rate8
6.25
6.05
6.85
5.10
6.75
5.20
Total Accidents Rate9
15.00
16.01
15.0
Voice of the Employee Survey (%)
65.10
65.01
64.70
64.95
Sustain Controllable Income10
Deliveries per Hour (calculated rate)11
41.50
42.40
42.00
42.90
41.60
42.70
Deliveries per Total Work Hours % SPLY12
0.6
0.1
1.2
Controllable Income (Loss) ($ in billions)
0.10
0.61
1.19
1.10
1.35
(1.00)
(2.00)
In FY2016, the service performance target for Overnight Single-Piece First-Class Mail was removed due to the service standard changes of FY2015.
For FY2015, the service performance target was a combination of Single-Piece First-Class and Commercial First-Class performance for an aggregate of overnight, two-day and three-day service.
This is a new NPA measure for FY2017, focused on measuring First-Class letters and flats service performance.
This is a new NPA measure for FY2017, focused on measuring standard letters and standard/periodical flats.
For FY2015, there was a service performance target that is a combination of Standard Mail destination entry for Sectional Center Facility (SCF) letters and National Distribution Center (NDC) letters and flats.
In FY2013, the Customer Experience Measurement (CEM) was replaced with Customer Insights (CI) as the key measure of customer experience for our NPA system and PES. FY2014 served as the baseline measure for this metric and compensable targets were established for FY2015.
Customer Insights Composite is a corporate approved and compensated composite performance measure. Targets for the four subcomponent categories of Customer Insights (BSN, POS, Delivery, and Customer Care Centers) are set and compensated at the unit level. In FY2017, the Customer Insights Composite will also include an Electronic Customer Care (eCC) component.
Injury and illness rate is calculated using an industry-wide formula recommended by OSHA: Total number of OSHA injuries and illnesses (multiplied by 200,000 hours divided by the number of exposure hours worked by all employees). The 200,000 hours represent 100 employees working 2,000 hours per year. It provides the standard base for calculating incidence rates.
This is a new NPA measure for FY2017 and will replace the OSHA I&I rate as a measure of employee safety.
FY2014 targets adjusted to reflect deferral of Network Rationalization, Phase 2.
Starting in FY2017, this measure will be replaced by the new NPA measure of Deliveries per Total Work Hours % SPLY.
Name changed from Total Deliveries per Hour % SPLY to Deliveries per Total Work Hours % SPLY in FY2017. Total Deliveries per Hour % SPLY was introduced in FY2016.
For more information regarding FY2017 performance measures, please refer to the Annual Performance Plan included in this report.
