In 2021, the U.S. Postal Service (USPS) published a 10-year strategic plan, which it has periodically updated, that aims to achieve financial sustainability and service excellence. Since that time, USPS has lengthened the expected delivery times of some First-Class Mail to align with strategic plan initiatives intended to cut costs.<\/p>\n Additionally, USPS lowered its service performance targets\u2014the percentage of mail it expects to meet service standards\u2014in fiscal year 2021 and has not met most targets since then. While intended to achieve cost savings, USPS\u2019s strategic plan initiatives have slowed service for some mail and had a disproportionate impact on rural customers, according to oversight entities and industry stakeholders.<\/p>\n U.S. Postal Service\u2019s (USPS) Service Performance for Selected First-Class Mail Products, Fiscal Years 2021\u20132025<\/p>\n USPS has tried to address service performance in several ways, including using diagnostic tools and regular operational meetings. However, ongoing service performance issues indicate that USPS\u2019s actions have not been sufficient. Moreover, broader challenges\u2014such as USPS\u2019s poor financial condition\u2014may contribute to the difficulty in doing so. Given persistent concerns about service performance, it is important that USPS clearly communicate about its ongoing and planned actions to address this issue, even as it seeks to cut costs, as well as about the challenges it faces. The upcoming update to USPS\u2019s strategic plan, which is planned for 2027, presents an opportunity for USPS to communicate this information to Congress, the public, and relevant stakeholders.<\/p>\n USPS has long faced challenges meeting its mission in a financially self-sufficient manner. Under its current strategic plan, USPS has sought to improve its finances and service performance. Balancing service performance with financial viability poses a significant ongoing challenge for USPS.<\/p>\n GAO was asked to review USPS service performance issues. This report examines (1) changes USPS has made to service standards for market-dominant products and to related operations since 2021; (2) how the cost-cutting initiatives in USPS\u2019s strategic plan have affected service performance and customers; and (3) the extent to which USPS\u2019s actions have addressed service performance issues, and how USPS has communicated ongoing and planned actions to Congress and the public.<\/p>\n GAO reviewed USPS documents, including its annual reports to Congress for fiscal years 2020 through 2025. GAO also reviewed USPS Office of Inspector General reports, as well as Postal Regulatory Commission (PRC) reports and relevant advisory opinions. GAO selected First-Class Mail for this review, because it is one of the market-dominant products USPS uses to assess its service performance. GAO also interviewed USPS officials, PRC commissioners and staff, and five stakeholders that included commercial mailers and mailer organizations on topics related to USPS service performance.<\/p>\n GAO recommends that USPS include details about its ongoing and planned actions to improve service performance in the next update of its strategic plan. USPS agreed with this recommendation.<\/p>\n<\/div>\n<\/div>\n The Postmaster General, in the next update of USPS’s strategic plan, should include details about USPS’s ongoing and planned actions to improve service performance, the expected impact of those actions on USPS’s ability to meet its service performance targets, and any challenges USPS faces in improving service performance. (Recommendation 1)<\/p>\n Read report at GAO<\/a><\/p>\n![\"\"](\"https:\/\/postalemployeenetwork.com\/news\/wp-content\/uploads\/2026\/09\/GAO-Mail-Truck.jpg\")
<\/a><\/p>\nHighlights<\/h2>\n
What GAO Found<\/h2>\n
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<\/a><\/p>\nWhy GAO Did This Study<\/h2>\n
Recommendations<\/h2>\n
Recommendations for Executive Action<\/h2>\n
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