The Postal Service is a leader among federal agencies in sustainability efforts. In 2009, it joined with 20 international postal operators to commit to a 20 percent reduction in carbon emissions by 2020, a goal it has made significant progress toward achieving. A major contributor to greenhouse gas emissions is vehicle emissions. With the largest civilian fleet in the country – more than 213,000 vehicles – the Postal Service has both an enormous opportunity and an enormous challenge in reducing its fuel consumption. So far, the challenges have proved considerable.
The number of Postal Service patents has grown significantly in the past few decades, as have the patents for rival carriers FedEx and UPS. When compared to other industries, such as information technology and wireless communications, the Postal Service has not significantly leveraged its intellectual property or fully recognized the potential financial and strategic value of these assets. If the Postal Service considered the commercial significance of each of its patents and licensed its intellectual property, it might find a valuable source of significant revenue.
The Postal Service faced its own fiscal cliff in 2012 while the larger mailing industry continued to press for reform and innovation. But don’t count mail out just yet. A strong election season reminded many Americans that mail still matters, even in the digital age. And in Europe, one postal operator didn’t let 500 years of history stand in the way of reinventing itself.
The U.S. Postal Service delivery workforce consists of city and rural letter carriers, who perform similar duties, but have differences in compensation and work rules. City letter carriers typically work routes that are high density and low mileage. These routes are classified as either “mounted” routes (for those that require a vehicle) or “walking” routes (for those that are done on foot). City letter carriers are also given a $371 per year uniform allowance.
The historic election of 2012 is over. Whether your candidate won or lost, you can feel confident that the American electoral process, a model for the free world, worked as the Founding Fathers intended – even if they never could have imagined spending billions of dollars on an election.
However, many citizens complained about the long lines at polling places and the unreasonable wait times. The wait times seemed to range from 30 minutes to several hours. In some cases, voters abandoned the polls altogether after a lengthy wait.
As one of the most hotly contested election campaigns in years comes to a close tomorrow, the media is filled with campaign ads. Whether in the morning newspaper, through social media websites, or during commercial breaks on television, we hear constantly about various candidates and ballot referenda. The mailbox is no exception -- direct mail continues to be a widely used political advertising strategy.
With so much technology at their fingertips, customers now want and expect complete visibility of their mail, from entry to delivery. The Intelligent Mail barcode (IMb) program has helped to bring total visibility closer to reality, and other technologies, such as radio frequency identification (RFID) and global positioning system (GPS) tracking, can fill the gaps. Complete visibility of mail provides real-time information about mail to customers and the U.S. Postal Service, including service performance data.
Since the launch of “Pushing the Envelope” in October of 2008, we have been blogging on topics of interest to U.S. Postal Service stakeholders and the general public. We’ve published 212 blogs to date (this one makes 213). Since it is our birthday, we thought we’d take this time to reflect on the last year and to look to the future.
First, thanks to our active readers who provide insightful commentary and food for thought. Your ideas and comments can turn into audit projects, white papers, or even the need to turn something over to our Office of Investigations.
There has been a surplus in the U.S. Postal Service’s Federal Employees’ Retirement System (FERS) pension program since 1992. Most recently, the FERS surplus was projected to be $11.4 billion, accounting for most of the Postal Service’s total $13.1 billion pension surplus.
The Office of Inspector General (OIG) asked Hay Group, an actuarial firm, to examine the causes of the FERS surplus, and a new OIG white paper presents the results of Hay Group’s work.
The digital revolution has changed communications, and with it, the operations and finances of the U.S. Postal Service. It also has brought deep changes in the way we design networks and analyze systems. Many organizations rely on mathematical modeling to test ideas before they become operational, conserving money and time. The Postal Service, facing limited capital and resources, has also adopted this practice. It is discovering how important these tools are for assessing strategies for designing the future mail network.