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The Post Office Network Change Programme has largely met its targets and complied with the undertakings given by the Department for Business, Enterprise and Regulatory Reform. By March 2009, 2,383 post offices had been closed, 98 per cent of the final total of 2,435 now planned. The Programme has overseen a planned reduction in the total number of post office outlets to fewer than 12,000. At the same time, the Programme has put in place protections for consumers which set out maximum distances that people should have to travel to their nearest Post Office. The programme is forecast to be under-budget - at March 2009, the projected final costs for the programme were £161 million, down from the original estimate of £176 million. After completion of the programme, Post Office Ltd plans to deliver savings of £45 million a year. The ongoing benefits of the programme will exceed the one-off costs of the programme, notably the cost of compensating sub postmasters, from 2011-12 onwards. The programme of putting new Outreach services, such as mobile post offices, missed the target date for completion of late 2008, with 433 of the 500 planned services open by March 2009. Planned refurbishments to nearly 700 existing post offices have been completed in only 447. The post office network is being supported by a subsidy from the taxpayer of £150 million a year, reflecting the role Post Offices play in the local community. The Department evaluated the social and economic value of supporting the reduced network, but does not plan continued monitoring of the social or economic benefits.

The Postal Service

United States. Congress. House. Committee on Oversight and Government Reform. Subcommittee on Federal Workforce, Postal Service, and the District of Columbia

Published: 2009

Total Pages: 144


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In 2007, the Department for Business, Innovation and Skills (the Department) and Post Office Ltd agreed a £1.7 billion strategy to make the network financially sustainable, including a £150 million annual subsidy. One element of this plan was the Network Change Programme, whereby up to 2,500 post office branches were to be closed. The Programme was expected initially to cost £176 million, mainly in compensation to sub-postmasters. Annual savings of £45 million were forecast, but the Programme was expected to generate a £17 million loss in the 2006-07 to 2010-11 period of the strategic plan. The decision as to the number of post offices to be closed focused principally on the size and spread of the network that could be obtained for a particular level of funding. The series of undertakings designed to protect post office users during the closure programme were largely met. But there was criticism of the local consultation phase of the programme: too little time had been allowed for consultation; the decisions had already been made and the public were not being listened to properly. A large proportion of the benefits of the programme and the annual savings are not being separately monitored. The Department is taking action to monitor the service delivered by the post office network, which is important in ensuring that the network provides value for money and informing future strategic decisions. However, there are presently some gaps in this monitoring, particularly around the impacts of closures and setting national standards of quality of service.
The post office network has been reduced to 12,000 post offices and outreach services, though the Government has set access criteria for the network to ensure that it covers the whole country. This report examines what services could be provided by the network to ensure its future viability and what people want from their post office network. There is no shortage of demand for more services. The network can and should provide: mail services; financial services (especially enhanced banking services); local authority services; central government services; and broader community services. Many of the problems facing the network are a consequence of the Government moving services online, and so reducing Post Office Ltd's income. The Committee believes the Government has seriously underestimated the potential of the network to serve as a link between government and its citizens. The Digital Britain report (Cm. 7650, ISBN 9780101765022) sees the internet as the primary means of access to public services. The Committee support e-delivery of public services but however much the Government may want to encourage digital inclusion, it also needs to prevent social exclusion. 40 per cent of households do not have internet access. Although some departments are seizing the opportunity a truly national network offers to allow easy access to their services, many government departments are woefully unimaginative about the needs of their customers, and show too little respect for members of the public's right to choose how to deal with the Government.
In this report the Business, Innovation and Skills Committee outlines its concerns with regards to the Government's proposals for change to the ownership and administration of the Post Office network. The new role of post offices as front offices for Government services will be vital to their ongoing financial viability. The Government must set out the services that are to be delivered through this method whilst Post Office Ltd must demonstrate a clear marketing strategy to ensure post offices are promoted as the preferred outlet for such services. The new method of remuneration for 'Local' post offices may not be viable for subpostmasters, increasing the likelihood that large supermarkets will take over the Post Office mantle. There is little detail on the programme for change with regards to mutualisation and particularly on how any such mutualisation would be affected should the majority of 'Locals' be owned by a small number of major companies. The Committee recommends that the Government outline how such a situation would affect the ability of the Post Office to become a mutual organisation. On the question of a Post Office subsidy, the Committee supports the long-term objective for post offices to become financially self-sufficient. Indirect financial support, largely in the form of the Front Office Government services will be key to achieving this ambition, but some smaller offices may never achieve financial independence and they should be supported as they often deliver some of the most vital services to rural or deprived areas.
Pursuant to a congressional request, GAO examined the U.S. Postal Service's oversight of the National Change of Address (NCOA) program, focusing on: (1) how the Postal Service collects, disseminates, and uses NCOA data; and (2) whether the Postal Service adequately oversees the release of NCOA data in accordance with privacy laws. GAO found that: (1) the Postal Service uses 24 licensees to collect and disseminate address-correction information; (2) the licensees provide address services to other private firms and organizations in accordance with standard licensing agreements; (3) the Postal Service has been unable to prevent, detect, or correct potential breaches in the licensing agreement; (4) the Postal Service audits the software that licensees use to match their mailing lists with NCOA files, reviews NCOA advertisements that licensees propose to use, and investigates complaints concerning the NCOA program; (5) Postal Service officials believe that the NCOA licensing agreement helps to ensure that federal privacy guarantees are not compromised through the operation of the NCOA program; (6) the Postal Service has not expressed a clear and consistent position regarding the use of NCOA data to create new-movers lists; (7) the Postal Service failed to terminate the license of any licensee that failed successive process audits in 1992; (8) the NCOA program office is not terminating licensees that fail to maintain address-matching software or enforcing the performance standards prescribed in the license agreements; and (9) the Postal Service needs to enforce these limitations to ensure that the use of NCOA-derived data is limited to the purpose for which it was intended.