[Federal Register Volume 62, Number 63 (Wednesday, April 2, 1997)]
[Notices]
[Pages 15740-15741]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 97-8270]
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POSTAL SERVICE
Request for Comments on Development of Strategic Plan for U.S.
Postal Service, Pursuant to the Government Performance and Results Act
of 1993
AGENCY: Postal Service.
ACTION: Request for comments.
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SUMMARY: The Government Performance and Results Act of 1993 requires
that the Postal Service and Federal agencies set strategic goals,
measure performance, and report on results. It requires development, no
later than by the end of fiscal year 1997, of a five-year strategic
plan, to include the organization's mission statement, identify its
long-term strategic goals, and describe how it intends to achieve its
goals. The Act also requires that in developing its Strategic Plan, the
Postal Service shall solicit and consider the ideas of those
potentially affected by or interested in the Strategic Plan. This
notice therefore asks for public comment concerning development of the
Postal Service's Strategic Plan for the years 1998-2002.
DATES: Comments must be received by June 1, 1997.
ADDRESSES: Written comments should be directed to Robert A.F. Reisner,
Vice President, Strategic Planning, U.S. Postal Service, 475 L'Enfant
Plaza, S.W., Washington, DC 20260-1520.
FOR FURTHER INFORMATION CONTACT: Jon L. Cook, (202) 268-4099.
SUPPLEMENTARY INFORMATION:
Statutory Background
The Government Performance and Results Act of 1993, Public Law 103-
62, (GPRA) was enacted to make Federal programs more effective and
publicly accountable by targeting results, service quality, and
customer satisfaction. Other statutory goals were to improve
Congressional decisionmaking and to improve internal management of the
Federal Government. Public Law 103-62, section 2(b), 107 Stat 285.
Because of the Postal Service's role as an independent establishment of
the Executive Branch of the Government of the United States, section 7
of the law establishes separate provisions which apply to the Postal
Service (sections 2801-2805 of title 39, United States Code).
Section 2802 of title 39, United States Code, requires that the
Postal Service submit to the President and the Congress a strategic
plan for its program activities, no later than September 30, 1997. The
plan is to contain:
(1) a comprehensive mission statement covering the major
functions and operations of the Postal Service;
(2) general goals and objectives, including outcome-related
goals and objectives, for the major functions and operations of the
Postal Service;
(3) a description of how the goals and objectives are to be
achieved, including a description of the operational processes,
skills and technology, and the human, capital, information, and
other resources required to meet those goals and objectives;
(4) a description of how the performance goals included in the
plan required under section 2803 shall be related to the general
goals and objectives in the strategic plan;
(5) an identification of those key factors external to the
Postal Service and beyond its control that could significantly
affect the achievement of the general goals and objectives; and
(6) a description of the program evaluations used in
establishing or revising general goals and objectives, with a
schedule for future program evaluations.
39 U.S.C. 2802(a).
The GPRA also requires the preparation of annual performance plans
covering each program activity set forth in the Postal Service budget.
39 U.S.C. 2803. These plans are to link the strategic goals in the
Strategic Plan with ongoing operations. In addition, the law requires
preparation of program performance reports, to review and compare
performance with performance goals in the annual performance plan. 39
U.S.C. 2804.
In order to involve the public in the process, GPRA requires that,
as it develops its strategic plan, the Postal Service ``shall solicit
and consider the views and suggestions of those entities potentially
affected by or interested in such a plan, and shall advise the Congress
of the contents of the plan.'' 39 U.S.C. 2802(d).
Discussion of the Postal Service Mission and its Strategic Planning
Process
In 1970, the Congress enacted the Postal Reorganization Act,
recasting the former Post Office Department as the United States Postal
Service. Its intent was that the former department evolve into a
Federal entity that operates more
[[Page 15741]]
like a business. While fulfilling its basic mission of providing
universal service at a uniform price, the Postal Service would focus
more clearly on the needs of all of its customers.
* * *The Postal Service shall have as its basic function the
obligation to provide postal services to bind the Nation together
through the personal, educational, literary and business
correspondence of the people. It shall provide prompt, reliable, and
efficient services to patrons in all areas and shall render postal
services to all communities.
39 U.S.C. 101(a).
To carry out this mission of the United States Postal Service as
described in section 101 of title 39, United States Code, the organic
statute, a statement of mission was adopted in recent years:
To provide every household and business across the United States
with the ability to communicate and conduct business with each other
and the world through prompt, reliable, secure and economic services
for the collection, transportation and delivery of messages and
merchandise.
A statement of vision was also developed at the same time and reads
as follows:
Our postal products will be recognized as the best value in
America. We will evolve into a provider of 21st century postal
communications. We will be the most effective and productive service
in the Federal Government and markets that we serve.
The Postal Service seeks comment on this interpretation of mission
and vision. In addition, the Postal Service seeks comment on the
management goals discussed below.
With its mandate to operate in a business-like manner, the Postal
Service developed a 5-year Strategic Planning Process in the 1980's.
The Postal Service also has been systematically reviewing performance
and reforming processes. Since 1994, when the Postal Service applied
the Malcolm Baldrige National Quality Award criteria to create a
management system that is called CustomerPerfect!, the Postal Service
has invested in a systematic revision of its management system, that is
currently using process management tools to reform processes throughout
the Service.
The CustomerPerfect! process is designed to provide structure and
discipline to achieve better results for postal customers. The
CustomerPerfect! management cycle has four distinct phases which can be
described as: Establish, Deploy, Implement and Review. The
``Establish'' phase involves setting organizational direction,
determining long and near-term goals, and making decisions about how to
measure progress. The output is a set of broad goals and subgoals for a
five-year period, as well as a process prioritizing specific subgoals,
targets, and indicators for the coming year.
The ``Deploy'' phase involves communicating goals to the
organization, to seek individual unit contributions to the achievement
of targets. The ``Implementation'' phase requires specific, measurable
targets for improvement. The ``Review'' phase involves a periodic check
on the system and its performance, whose primary value is learning what
will help improve future results.
Therefore, to comply with the requirements of GPRA to solicit and
consider the views and suggestions of those entities potentially
affected by or interested in such a plan, and to benefit from such
guidance in the preparation of its strategic direction, the Postal
Service is hereby requesting public comment on development of its
Strategic Plan for the years 1998-2002.
Comments are requested in particular concerning the Postal
Service's priorities in sustaining and enhancing a viable twenty-first
century Postal Service, as reflected in the following goals developed
as part of the CustomerPerfect! process:
(1) Improve customer satisfaction by offering superior customer
value in each market and customer segment;
(2) Improve employee and organizational effectiveness by having
the right people in the right place with the right tools at the
right time to consistently provide superior customer value and
ensure commercial viability in a dynamic environment;
(3) Improve financial performance to assure our commercial
viability as a service provider for the worldwide movement of
messages, merchandise, and money.
Any comments pertaining to how the Postal Service can best achieve
these goals, or on other aspects of strategic planning, goals or
performance measurement will be appreciated.
Stanley F. Mires,
Chief Counsel, Legislative.
[FR Doc. 97-8270 Filed 3-1-97; 8:45 am]
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