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 What is a Mitigating Factor?
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Objective Setting & Behavioral Objectives
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Ratings Recourse Guide, Ver. 2, Jan. 2009
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FY08 Pay for Performance - Mitigating Factors
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FY08 Higher Level Rating Review
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FY08 Enter Ratings
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FY09 NPA Targets and Thresholds
The Service Targets and Thresholds have changed from what we originally presented to the Associations.
The FY 2009 National Performance Assessment (NPA) indicator target and thresholds for fiscal year (FY) 2009 are attached. Indicator Target and Thresholds for FY 2009 were developed to incorporate a “continuous improvement approach” while ensuring achievable results. NOTE: FY09 Corporate Targets and Thresholds for OSHA I&I. VOE, National Revenue and TFP are not yet finalized. These will be sent out separately.
The Service Targets and Thresholds have changed somewhat from what was originally presented to you at our October 2nd meeting.
The attached zipped file contains the following three files:
1. Indicator Description - Includes the Targets and Thresholds of all FY09 Corporate and Unit Indicator with a brief description of each new FY09 Indicator
2. FY09 Corporate and Unit Indicators and Weights - Lists Corporate and Unit Indicators weights for each NPA scorecard
3. FY09 Corporate and Unit Indicators Chart - Includes the Targets and Thresholds of all FY09 Corporate and Unit Indicator as well as Depths and Weights
Summary of Changes
Corporate Indicators:
EEO Formals (Corp) and Net Income have been removed as Corporate Indicators and Indicator weights adjusted accordingly.
Unit Indicators:
• Two new scorecards (District Business Development Teams & Area BSN Staff)
• Six new unit indicators. Below is a brief overview of the six new indicators;
• Employee Availability has been removed as a Unit Indicator
1. Business Service Network (BSN) National
Utilizes surveys to measure National Account customer experience with the BSN channel in the following categories: speed of responding to your phone calls; treating you like a valued customer; professionalism; follow through
2. Energy Reduction (measured, not weighted)
This indicator tracks the Postal Service’s consumption and dollars spent on energy and fuel. It also tracks compliance with the Energy Independence Security Act (EISA) of 2007 that requires the USPS to apply energy conservation measures and improve designs for construction of facilities so energy consumption per gross square foot if reduced by 30% by 2015. The indicator represents 25% of our utility costs and 75% of fuel costs.
3. Preferred Revenue (measured, not weighted)
Preferred Customer Revenue Index consists of a Percentage of Improvement measuring the postal commercial revenue of our Preferred Business Customers compared to SPLY. Preferred Customers are defined as all postal business customers that are not managed by the Sales organization, and therefore, are not designated as a customer site linked to a Premier or National Account.
4. Shipping Services Index (measured, not weighted)
This indicator is a weighted percentage of Express Mail, Priority Air, Priority Surface, Package Services, and Parcel Select. Index Value = ( Express Mail Cell * .40 ) + ( Priority Air Cell * .25 ) + ( Priority Surface Cell * .25 ) + ( Parcel Select Cell * .10).
5. Sick Leave
This indicator measures Sick Leave usage compared to SPLY. It has a sliding benchmark scale that permits units to achieve higher threshold by reducing Actual Sick Leave percentage. If a unit obtains a 3.6% it will receive Cell 10 (benchmark scale Cell 10 = 3.6%, Cell 11 = 3.4%, Cell 12 = 3.2%, Cell 13 = 3.0%, Cell 14 = 2.8%, Cell 15 = 2.6% ). This indicator replaces Employee Availability.
6. SOX Index
This indicator measures Field compliance of key financial controls. Employee Items measures the combination of local Employee Open Items (salary & travel > 30 days, stamp & cash shortages > 90 days) and Accounts Receivable not in collection. Negative Balances measures Permits with a negative trust balance in PostalOne! for two or more consecutive days. Late Mailings measures Permit mailing statements that have been entered into PostalOne! after the day of business that mail was presented for mailing. Bank Adjustments measures the number of banking deposits with any type of error, not including credit and debit.
Changes have been made to the following Unit Indicators
Cases Pending Arbitration
A new “dual” benchmark has been added of 1.2 (Cell 8) and at least a 0.0 (Cell 4) for improvement to baseline. The dual benchmark provides a performance incentive at
cell 8 and holds Districts accountable for maintaining the number of cases pending at cell 4.
Statistical Programs
Improvement – In two parts each weighted equally. First part is IOCS Clerks at Plants and Second part is IOCS Clerks at Post Offices, Stations & Branches. Training – In two parts weighted equally. The first part is data collector quarterly training and second part is data collections Process Activated Training System (PATS) training. Accomplishment - Measures the results of quarterly data collections assessment, weighted 20% for participation and 80% for results.
Tray Density
The Tray Density indicator is modified in FY 2009 to include all FCM assignments by CIN value, including flat tubs and sacks. CIN values exclusive to mailers and all assignments for the current targeted CIN values (240, 242, 244, 245, 247, 248) having the delivery day of zero account for mailer generated trays and will be excluded. There will be no light weight tray exclusion. Calculation: Actual handling unit weight vs target. Targets are stratified by monthly facility FHP volume for letters and flats. (Group 1 - FHP =< 30 million, Group 2 - FHP > 30 million and < 100 million, Group 3 - FHP > 100 million) Cell 10 is set at 50% improvement over current state which is set at Cell 4.
FY09 Indicator Description 10/21/08
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 FY09 Corporate and Unit Indicators Charts 10/21/08
This file is an interactive Excel that can be filled out
FY09 Corporate and Unit Indicators and
Weights 10/21/08
This file is an interactive Excel that can be filled out
Administrative Rules for 2008 Final - Updated Sept. 23
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FY2009 Administrative Rules Draft 2
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FY 2008 PFP EAS Pay Rules Revised July 2008
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FY 2009 PFP EAS Pay Rules September 2008
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Quick Start Guides for the FY2008 Pay-for-Performance End
of the Year Process
2008 End of the Year Quick-Start Guide for Employees
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2008 End of the Year Quick-Start Guide for Evaluators
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FY09 Objective Setting Evaluator
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FY09 Objective Setting Employee
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FY09 Manage Profile Evaluator QSG
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FY09 Manage Profile Employee QSG
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Administrative Rules for EAS Employees FY 2008
Pay-for-Performance Program
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FY 2008 Guidelines Covering PFP for EAS Employees
Gentlemen:
Attached are the revised FY2008 Guidelines Covering Pay for Performance for EAS employees. This document is scheduled to be posted to the PFP website on December 7, 2008. Other than some minor verbiage changes, please note the following key changes:
Page 7: Evaluators and Employees: Review pre-determined core requirements, if applicable. This section relates to EAS pay packages with pre-determined behavioral core requirements, such as Postmasters. Language has been added that states: “No numeric targets are ever assigned to these core requirements.” This language has also been added to Page 10, under Pre-determined behavioral core requirements. We hope the additions of this instruction, along with instructions in the Administrative Rules and the auto-approval function flag in PES for predetermined cores requirements, will help eliminate those occasions when evaluators attempt to assign hard targets for these pre-determined goals.
Page 8:Rating Assignment. In the first paragraph, language has been added that states: “Evaluators should not discuss core requirement ratings until all ratings have been finalized and published in PES.” We have had much discussion on why ratings may not be discussed until finalized and published and the problems that arise when this requirement is not followed. We hope the addition of this language, along with instructions in the Administrative Rules, will help eliminate the premature disclosure of “recommended” ratings by evaluators to employees.
Page 9: Note change from 3 to 4 cores for Sales employees, changes to NPA and Core weighting percentages for Area EAS and the addition of the new category “Functional Managers” and related weighting percentages.
Page 10: Note addition of new category “Functional Managers” and number and type of core requirements.
Page 11: Note language for Non-Contributor Level for Field EAS, PPA Managers/Supervisors and EEO Field Operations. Prior to FY2008, the “Non-Contributor” rating did not apply to these positions.
Page 14: Corporate/Unit Indicators (NPA): Note language clarifying the average of overall performance ratings for HQ/HQ Related EAS, Sales EAS and ACS Attorneys are linked to the national (corporate) results. This is not new policy – the language was added for clarification purposes.
Page 15-16: Overall Performance Rating: Note new language and weightings as the Overall Performance Rating applies to the new category “Functional Managers. Also, language has been added under the Corporate/Unit Indicators column for HQ/HQ Related EAS, ACS Attorneys and Sales EAS clarifying that the average of overall performance ratings cannot exceed the corporate NPA results. Again, this is not new policy.
Page 16: There is now only one matrix for Contribution Levels Under the 15-point Matrix reflecting our change to using a 15-point matrix for core ratings for all employees.
Download FY2008 Guidelines Covering PFP for EAS Employees
FY08 New NPA Indicator Descriptions
FY08 Corporate and Unit Indicators and Weights
FY08 NPA Targets Thresholds and Depths
Pay-for-Performance
EAS Rules
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