Since 2001 comprehensive postal reform legislation was needed to address the USPS¿s unsustainable business model, which assumed that increasing mail vol. would cover rising costs & mitigate rate increases. This outdated model limited its flexibility & incentives needed to realize sufficient cost savings to offset rising costs, declining First-Class Mail vol., unfunded obligations, & an expanding delivery network. This limitation threatened the USPS¿s ability to achieve its mission of providing affordable, high-quality universal postal services on a self-financing basis. This report focuses on: why the USPS was recently removed from a high-risk list; the USPS¿s financial condition in FY2007; & the opportunities & challenges facing the USPS. Charts & tables.
Determines to what extent the U.S. Postal Service distributes customer satisfaction data for use internally and by Congress; whether the Service can improve the distribution of that data; what steps it is taking to use customer satisfaction and other performance data to improve customer satisfaction by improving customer service; and what additional steps it could take to improve customer satisfaction. 23 charts, tables and graphs.
First class postage rates have risen from six cents in 1971 to 25 cents in 1988. This rapid increase might be justifiable if service had improved commen-surately, but in fact postal service has steadily deteriorated. The Postal Service concedes that it takes ten percent longer to deliver a first class letter than it did in the 1960s, and one recent postmaster general admits that delivery may have been more reliable in the 1920s. In this volume, Adie reviews the failures of the U.S. Postal Serviceâan inability to innovate, soaring labor costs, huge deficits, chronic inefficiency, and declining service standards. He blames most of these problems on the postal service's monopoly status. Co...
The USPS's financial outlook has deteriorated as customers have shifted to electronic alternatives. Mail volumes have declined over 20% since FY 2006 and are expected to continue declining. To help its financial outlook, in March 2010, USPS presented a detailed proposal to move from a 6-day to a 5-day delivery schedule. USPS projected this would save about $3 billion annually and reduce mail volume by less than l%. This proposal factors in widespread changes to USPS's workforce and networks. This report assessed: (1) USPS's cost and volume estimates and the operational impacts associated with its 5-day delivery proposal; and (2) the trade-offs and other implications associated with this proposal. Illus. A print on demand report.