54 | <str<strong>on</strong>g>2010</str<strong>on</strong>g> <str<strong>on</strong>g>Comprehensive</str<strong>on</strong>g> <str<strong>on</strong>g>Statement</str<strong>on</strong>g> <strong>on</strong> <strong>Postal</strong> Operati<strong>on</strong>s
The <str<strong>on</strong>g>2010</str<strong>on</strong>g> Annual Performance Report and 2011 Annual Performance Plan Since 2004, the <strong>Postal</strong> Service has <strong>com</strong>bined the <str<strong>on</strong>g>Comprehensive</str<strong>on</strong>g> <str<strong>on</strong>g>Statement</str<strong>on</strong>g> <strong>on</strong> <strong>Postal</strong> Operati<strong>on</strong>s with the Annual Performance Report and Plan. Combining documents resp<strong>on</strong>sive to different legislative requirements not <strong>on</strong>ly reduces duplicati<strong>on</strong>, it also provides a more c<strong>on</strong>sistent presentati<strong>on</strong> about acti<strong>on</strong>s taken to achieve results for the proceeding year, and efforts underway to support the plan for the <strong>com</strong>ing year. The following describes the process used to determine corporate objectives, and the results for <str<strong>on</strong>g>2010</str<strong>on</strong>g> and targets for 2011. Informati<strong>on</strong> is also provided <strong>on</strong> performance background indicators and objective measurement systems. Performance Management The <strong>Postal</strong> Service employs a disciplined, well-documented performance management process, based <strong>on</strong> Malcolm Baldrige Nati<strong>on</strong>al Quality Award requirements and incorporating industry best practices such as the balanced scorecard. Since implementati<strong>on</strong> of the Government Performance and Results Act (GPRA) in 1993, the <strong>Postal</strong> Service has maintained the same three corporate strategic goals: improve service, employee engagement, and financial performance. The goals balance the interests of customers, policy-makers, and employees. The stability of these goals has helped the <strong>Postal</strong> Service and its stakeholders develop a clear understanding of its missi<strong>on</strong> over time, and drive significant results. The Annual Planning Process Establish: Each year the <strong>Postal</strong> Service selects a limited number of high-priority objectives to advance its goals and publishes them in its Annual Performance Plan. Setting annual targets allows management to focus <strong>on</strong> near-term priorities and current c<strong>on</strong>diti<strong>on</strong>s, a practice c<strong>on</strong>sistent with the Government Performance and Results Act of 1993 (P.L. 103-62) and guidelines of the Office of Management and Budget. The Annual Performance Plan explains how results will be measured and describes any indicator or measurement changes from prior years. The <strong>Postal</strong> Service’s Annual Performance Management Process Based <strong>on</strong> Malcolm Baldrige Nati<strong>on</strong>al Quality Award Criteria 1. Establish high-priority objectives to advance strategic goals 2. Deploy resources and assign accountability 4. Review performance and make resource adjustments throughout the year The <strong>Postal</strong> Service publishes its Annual Performance Report for the prior year at the same time as the Annual Performance Plan for the next year. The Performance Report provides results against the prior year’s objectives and serves as a baseline for establishing new objectives. Setting objectives is the initial step of the performance management process. Deploy: Once corporate objectives are established, the <strong>Postal</strong> Service sets goals and assigns accountability for achieving them down to the area, district, unit, and individual levels. Tailoring objectives to specific functi<strong>on</strong>s ensures that managers are accountable for results within their respective spans of c<strong>on</strong>trol. Any adjustments to n<strong>on</strong>-bargaining unit employees’ salaries are based <strong>on</strong> a pay-for-performance system that recognizes how their specific performance c<strong>on</strong>tributed to objectives. Unlike most government agencies that provide automatic pay increases, cost-of-living adjustments, and locality pay, the <strong>Postal</strong> Service’s pay-for-performance system is the sole source of pay adjustments for n<strong>on</strong>-bargaining unit employees. Implement: The various acti<strong>on</strong>s and strategic initiatives described throughout this <str<strong>on</strong>g>Comprehensive</str<strong>on</strong>g> <str<strong>on</strong>g>Statement</str<strong>on</strong>g> are designed to achieve the three strategic goals. With few excepti<strong>on</strong>s, most achieve multiple goals and objectives. For example, the various initiatives to reduce energy use simultaneously improve efficiency by reducing cost, promote employee engagement, and help assure more sustainable operati<strong>on</strong>s. Review: In the review phase, performance is m<strong>on</strong>itored against objectives. Resources and processes are adjusted as needed to assure success. This is a c<strong>on</strong>tinuous process. The <strong>Postal</strong> Service’s record of progress against its strategic goals stems from its use of process management to define and replicate best processes, intensive data analysis to target improvement opportunities, and insights provided through c<strong>on</strong>tinuous employee and customer outreach. 3. Implement acti<strong>on</strong>s to achieve results <str<strong>on</strong>g>2010</str<strong>on</strong>g> <str<strong>on</strong>g>Comprehensive</str<strong>on</strong>g> <str<strong>on</strong>g>Statement</str<strong>on</strong>g> <strong>on</strong> <strong>Postal</strong> Operati<strong>on</strong>s | 1
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