Provides an overview of the U.S. Postal Service¿s (USPS) financial condition, recent legislation to alleviate the USPS¿s financial challenges, and issues for the 111th Congress. Since 1971, the USPS has been a self-supporting gov¿t. agency that covers its operating costs with revenues generated through the sales of postage and related products and services. Recently, the USPS has experienced significant financial challenges. Contents: (1) Background; (2) Financial Difficulties, FY 2006-09: (3) FY 2010 Financial Condition; (4) Issues for Congress: Increasing Revenues: Altering Postage Rates; Reducing Costs; Reducing Pension Costs; Reducing the USPS¿s Retail and Nonretail Facilities; Reducing Mail Delivery from 6 to 5 Days/Week. Illus.

The U.S. Postal Service's (USPS) financial condition and outlook deteriorated significantly during FY 2009. USPS was not able to cut costs fast enough to offset declining mail volume and revenues resulting from the economic recession and changes in the use of mail, such as electronic bill payment. The USPS needs to restructure to improve its financial viability. Declines in mail volume and revenue, large financial losses, increasing debt, and financial obligations will continue to challenge USPS. This testimony provides: (1) info. on USPS's financial condition and forecast; and (2) the need for USPS restructuring. In addition, questions and issues are included for Congress to consider regarding USPS's proposal to reduce delivery from 6 to 5 days.

The U.S. Postal Service's (USPS) financial condition and outlook deteriorated significantly during FY 2009. USPS was not able to cut costs fast enough to offset declining mail vol. and revenues resulting from the economic downturn and changing mail use. USPS would not be able to make the $5.4 billion payment to prefund postal retiree health benefits that was due by the end of the year. This testimony: (1) updates USPS's financial condition and outlook; (2) describes changes made by the Postal Account. and Enhancement Act of 2006 that provided USPS with greater flexibility to generate revenues; (3) outlines USPS's revenue-generation actions and results using this flexibility; and (4) discusses options to generate increased revenues in the future.

Grady E. Griffin knows all too well that the United States Postal Service is on the verge of financial collapse. It continues to lose billions of dollars per year, and it has reached its maximum federal borrowing limit of $15 billion. Meanwhile, total liabilities are approaching $100 billion. Griffin, who worked for the Postal Service in numerous roles, proposes common-sense solutions to the Postal Service's most pressing problems. These solutions and other fixes are popular among working-level employees, but many managers, union officials, labor specialists, contract compliance officials, advocates for grievances, and arbitrators who make a living off interpreting complicated contracts continue to oppose them for selfish reasons. Tens of thousands of jobs are at stake, and a valuable service that the public relies on could be eliminated forever unless stakeholders overhaul the Postal Service.