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US General Accounting Office (GAO): US Postal Service (April, 2012)

US General Accounting Office (GAO): US Postal Service (April, 2012)

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Published by wmartin46
Why GAO Did This Study

Since 2006, the U.S. Postal Service has taken actions to reduce its excess capacity. Such actions have made progress toward consolidating the mail processing network to increase efficiency and reduce costs while
meeting delivery standards. However, since 2006, the gap between USPS expenses and revenues has grown significantly. In February 2012, USPS projected that its net losses would
reach $21 billion by 2016.

As requested, this report addresses (1) actions USPS has taken since 2006 to reduce excess capacity—in facilities, staff, equipment, and
transportation; (2) USPS plans to consolidate its mail processing network; and (3) key stakeholder issues and challenges related to
USPS’s plans. GAO reviewed relevant
documents and data, interviewed
USPS officials, reviewed proposed
legislation, and reviewed stakeholder
comments to USPS plans for changing delivery service standards.
Why GAO Did This Study

Since 2006, the U.S. Postal Service has taken actions to reduce its excess capacity. Such actions have made progress toward consolidating the mail processing network to increase efficiency and reduce costs while
meeting delivery standards. However, since 2006, the gap between USPS expenses and revenues has grown significantly. In February 2012, USPS projected that its net losses would
reach $21 billion by 2016.

As requested, this report addresses (1) actions USPS has taken since 2006 to reduce excess capacity—in facilities, staff, equipment, and
transportation; (2) USPS plans to consolidate its mail processing network; and (3) key stakeholder issues and challenges related to
USPS’s plans. GAO reviewed relevant
documents and data, interviewed
USPS officials, reviewed proposed
legislation, and reviewed stakeholder
comments to USPS plans for changing delivery service standards.

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Published by: wmartin46 on Apr 12, 2012
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04/12/2012

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U.S. POSTALSERVICEMail ProcessingNetwork ExceedsWhat Is Needed forDeclining Mail Volume
Report to Congressional Requesters
 April 2012
GAO-12-470
United States Government Accountability Office
GAO
 
 
United States Government Accountability Office
Highlights of  GAO-12-,a report to congressional requesters470
 
April 2012
U.S. POSTAL SERVICE
Mail Processing Network Exceeds What Is Neededfor Declining Mail Volume
 Why GAO Did This Study
Since 2006, the U.S. Postal Servicehas taken actions to reduce its excesscapacity. Such actions have madeprogress toward consolidating the mailprocessing network to increaseefficiency and reduce costs whilemeeting delivery standards. However,since 2006, the gap between USPSexpenses and revenues has grownsignificantly. In February 2012, USPSprojected that its net losses wouldreach $21 billion by 2016. As requested, this report addresses(1) actions USPS has taken since 2006to reduce excess capacity—in facilities, staff, equipment, andtransportation; (2) USPS plans toconsolidate its mail processingnetwork; and (3) key stakeholder issues and challenges related toUSPS’s plans. GAO reviewed relevantdocuments and data, interviewedUSPS officials, reviewed proposedlegislation, and reviewed stakeholder comments to USPS plans for changingdelivery service standards.
 What GAO Recommends
GAO is not making newrecommendations in this report, as ithas previously reported to Congresson the urgent need for acomprehensive package of actions toimprove USPS’s financial viability andhas provided Congress with strategiesand options to consider. USPS had nocomments on a draft of this report.
 What GAO Found
Since 2006, the U.S. Postal Service (USPS) has closed redundant facilities andconsolidated mail processing operations and transportation to reduce excesscapacity in its network, resulting in reported cost savings of about $2.4 billion.Excess capacity remains, however, because of continuing and acceleratingdeclines in First-Class Mail volume, automation improvements that sort mailfaster and more efficiently, and increasing mail preparation and transportation bybusiness mailers, much of whose mail now bypasses most of USPS’s processingnetwork.In December 2011, USPS issued a proposal for consolidating its mail processingnetwork, which is based on proposed changes to overnight delivery servicestandards for First-Class Mail and Periodicals. Consolidating its network is oneof several initiatives, including moving from a 6-day to a 5-day delivery scheduleand reducing compensation and benefits, that USPS has proposed to meet asavings goal of $22.5 billion by 2016. This goal includes saving $4 billion byconsolidating its mail processing and transportation network and reducing excesscapacity as indicated in the table below. The Postal Regulatory Commission iscurrently reviewing USPS’s proposal to change delivery service standards.
2011 USPS Estimate of Mail Processing Excess Capacity to Be Eliminated by ProposedChanges in First-Class and Periodical Delivery Standards2011 processing network Excess capacity
Facilities461 processing facilities 223 processing facilitiesWorkforce154,325 positions Up to 35,000 positionsEquipment About 8,000 pieces of mailprocessing equipment3,000 pieces of mail processingequipmentTransportation 1.5 billion trips between processingfacilities376 million trips betweenprocessing facilities
Source: USPS.
Stakeholder issues and other challenges could prevent USPS from implementingits plan for consolidating its mail processing network or achieving its cost savingsgoals. Although some business mailers and Members of Congress haveexpressed support for consolidating mail processing facilities, other mailers,Members of Congress, affected communities, and employee organizations haveraised issues. Key issues raised by business mailers are that closing facilitiescould increase their transportation costs and decrease service. Employeeassociations are concerned that reducing service could result in a greater loss of mail volume and revenue that could worsen USPS’s financial condition. USPShas said that given its huge deficits, capturing cost savings wherever possible willbe vital. USPS has asked Congress to address its challenges, and Congress isconsidering legislation that would include different approaches to addressingUSPS’s financial problems. A bill originating in the Senate provides for employeebuyouts but delays moving to 5-day delivery, while a House bill creates acommission to make operational decisions such as facility closures and permitsUSPS to reduce delivery days. If Congress prefers to retain the current deliveryservice standards and associated network, decisions will need to be made abouthow USPS’s costs for providing these services will be paid, including additionalcost reductions or revenue sources.
View GAO-12-.For more information, contact Lorelei St. James at (202) 512-2834 or 470stjamesl@gao.gov. 

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