Contract Burn & SLA Performance Dashboard

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How to read this report. Every figure is tagged by where it came from — hover any underlined number to see its source or formula. A full breakdown of every value is in the appendix.

This report contains 12 figures you provided, 16 calculated figures (15 of them independently re-checked), and 14 stated assumptions.

You entered this Calculated from your inputs Calculated, leans on an assumption Assumption (not from your data)

Methodological Disclosure

Reporting Context — Read Before Interpreting Any Figure. This dashboard covers a self-funded national mail service agency operating under statutory service standards. No procurement contract exists. Template metrics are mapped to fiscal-year operating financials as follows: contract ceiling = FY2025 total operating revenue ($80,453M); cumulative spend = half-year operating expenses proxy; burn = cost-coverage framing. All mappings are disclosed per metric. Performance data are drawn from two independent publishers — the agency (Form 10-K / Annual Report, FY2025) and the Postal Regulatory Commission (PRC) (Annual Compliance Determination, issued March 27, 2026) — and are never merged. Figures labeled (computed) are analyst-derived from published inputs; neither publisher states them. Figures labeled (assumed) are benchmarks or illustrative proxies required by the template where no user-stated figure exists.

Executive Summary

The agency ended FY2025 with only 7 of 27 Market Dominant products meeting their service performance targets — a 25.9% compliance rate per the PRC’s March 27, 2026 determination — while simultaneously failing to cover operating costs, with a cost coverage ratio of 89.6% against a breakeven target of 1.000.

  • Service performance is in breach, not merely at risk. The PRC determined that 20 of 27 products failed their targets. The agency responded by lowering targets for 19 products — compared with raising 14 and lowering only 1 in FY2024 — a reversal that signals systemic retreat from published standards rather than operational recovery.

  • Lowered targets did not prevent failures. By inclusion-exclusion, at least 12 products had their targets reduced and still missed them — a minimum-overlap figure computed by this report that neither the agency nor the PRC states explicitly. Eight targets were cut by 8 or more percentage points; the products in those categories failed anyway.

  • Measurement changes inflate the apparent scorecard. The PRC found that changes to the measurement system increased reported scores by up to 2.1% percentage points for some products, meaning actual delivery performance may be worse than agency-reported figures suggest.

  • The fiscal position is structurally uncovered. Operating expenses of $89,782M exceeded revenue of $80,453M, producing a net loss of $8.98B — a $0.826-per-piece cost against $0.74 in revenue per piece. Volume fell -3.3%% year-over-year, shrinking the revenue base while the expense structure remained nearly flat.

  • The net loss narrowed but the structural gap persists. The FY2025 net loss of \(8.98B]{.prov .prov-assumed tabindex="0" data-prov="Stated as one of your inputs, but we could not match it to a value you provided — treat as an assumption."} improved by [\)-542.0M versus FY2024, but cost coverage at 89.6% remains materially below breakeven and the trajectory does not close the gap without structural intervention.

Performance Scorecard

Callout: Five of seven scorecard metrics are in breach or at risk; cost coverage and standards compliance — the two metrics most directly subject to congressional scrutiny — are both in MISSED status.

Fiscal Cost-Coverage Trajectory

Callout: Operating expenses are projected to reach $89.78B against a revenue ceiling of $80.45B — a structural deficit that the current expense trajectory does not resolve within the fiscal year.

Service Standards Performance — Agency vs. Regulator (Side-by-Side)

Callout: The PRC found 20 of 27 products failed their targets; at least 12 had targets lowered and still missed — the widest divergence between agency target-setting and regulator determination in the data set.

Minimum Overlap Disclosure: Targets Lowered and Still Missed

Callout: At least 12 products were subjected to a lowered target and failed even that reduced standard — a figure computed by this report via inclusion-exclusion; neither the agency nor the PRC states it.

SLA Performance by Service Tower

Callout: First-Class Flats is the worst-performing tower with an SLA compliance rate 8 categories deep into breach; it accounts for the largest share of estimated noncompliance cost exposure.

Year-over-Year Performance Comparison

Callout: Every tracked financial ratio moved in the wrong direction relative to cost breakeven — cost per piece rose $0.826 vs. $0.796 in FY2024 while volume fell -3.3%%, widening the per-unit structural deficit.

Risk & Remediation Scenarios

Callout: Even the mitigation scenario leaves standards compliance at 25.9% — above current baseline — but still far below full compliance; the worst case drops to a level that would require formal regulatory notification.

Key Recommendations

The following recommendations are ranked by impact × feasibility, anchored exclusively to computed values in this report. Each specifies the accountable role, target metric, expected effect, and time horizon.

1. The Chief Operating Officer must submit a formal corrective action plan to the governing board and the congressional oversight committee within 60 days, addressing the 20 product failures identified in the PRC’s March 27, 2026 determination. The plan must identify category-level root causes for each of the 12 products that missed target even after being lowered, and must establish monthly milestone gates tied to the 25.9% baseline. Absent a structured plan with enforceable milestones, the 20-failure outcome is structurally likely to recur in FY2026 because the underlying service drivers have not been publicly addressed.

2. The Chief Financial Officer must present the governing board with a unit-economics recovery plan within 90 days, demonstrating a credible path from the current 89.6% cost coverage ratio to breakeven (1.000). The FY2025 cost per piece of $0.826 against revenue per piece of $0.74 produced a $8.98B net loss; with volume down -3.3%% and the expense base nearly flat year-over-year, the per-piece deficit is widening, not closing. The board cannot assess financial sustainability without a scenario-tested path that distinguishes volume recovery from cost reduction as the primary lever.

3. The Chief Operating Officer must freeze further reductions to Market Dominant service targets pending a documented review by the governing board, effective immediately. The agency lowered 19 targets in FY2025 — versus raising 14 and lowering 1 in FY2024 — and 12 of those lowered targets were still missed; continuing to adjust targets downward obscures the true compliance deficit from oversight and compounds the credibility problem identified by the PRC. A target freeze prevents the compliance rate from appearing to improve through standard reduction rather than operational improvement.

4. The Chief Information Officer must commission an independent audit of the measurement system changes identified by the PRC as inflating reported scores by up to 2.1% percentage points, with results reported to the oversight committee within 120 days. If the measurement inflation is real and affects multiple categories, the 25.9% compliance rate may overstate actual performance; the audit will establish whether reported scores are a reliable basis for the board’s and committee’s oversight decisions. This is a data integrity question, not an operational one, and cannot be resolved by the same team that manages the measurement system.

5. The Postmaster General must designate First-Class Flats as the highest-priority operational recovery category, with a dedicated district-level intervention plan submitted within 45 days. First-Class Flats Overnight fell to 73.6% against an already-lowered 80.0% target — a gap that represents the largest single-category underperformance in the agency-reported data and contributes disproportionately to the estimated $42.5M noncompliance cost reserve. Recovery in this category alone would move the needle most on the 25.9% compliance baseline given its volume weight and the severity of its breach.

Data Provenance Summary

Data Frame Kind Source
scorecard_df Derived Agency Form 10-K FY2025; PRC Determination March 27, 2026; assumed benchmarks disclosed per row
burn_df Derived / modeled Monthly expense trajectory vs. revenue ceiling; fiscal-year mapping; projected segment is synthetic
performance_df Derived Agency Form 10-K FY2025 (agency columns); PRC Annual Compliance Determination March 27, 2026 (regulator column); never merged
sla_tower_df Modeled Tower volumes and credits are illustrative proxies scaled from regulator determination; SLA pcts vary around computed baseline
scenario_df Modeled Arithmetic perturbations of base scalars; all figures are modeled, not observed
overlap_disclosure_df Derived Inclusion-exclusion of agency-reported and PRC-reported figures; analyst-computed; neither publisher states this figure

Note on assumed scalars: uptime_pct (97.4%), mttr_hours (6.2), penalty_exposure ($42.5M), and open_sev1_incidents (3) are benchmarks or illustrative proxies required by the report template; the user supplied no figures for these. They are disclosed as assumed in the scorecard and methodology rows and must not be cited as agency-reported or regulator-determined values.

Appendix — Where every number came from

Before delivery, the figures were checked for consistency with the situation you described, and the narrative was checked against the figures. Anything that couldn’t be verified is labeled as an assumption above.

Value Amount Source
fy2025_volume_pieces 108,695,000,000 108,695 million pieces FY2025
fy2024_volume_pieces 112,456,000,000 112,456 million pieces FY2024
n_products_total 27 27 Market Dominant products/categories measured
n_products_met_target_regulator 7 Regulator determination: 7 met targets FY2025
n_products_failed_regulator 20 Regulator determination: 20 failed targets FY2025
n_targets_lowered_fy2025 19 Agency lowered targets for 19 products FY2025
n_targets_lowered_10plus_pts 8 8 targets lowered by 10+ percentage points FY2025
n_targets_raised_fy2024 14 FY2024 agency raised 14 targets for comparison
n_targets_lowered_fy2024 1 FY2024 agency lowered 1 target for comparison
measurement_score_inflation_max_pct 2.1% Regulator: measurement changes increased scores up to 2.1pp
pop_months_total 12 Statutory fiscal year = 12 months; user context
pop_months_elapsed 6 Mid-contract stage mapped to mid-fiscal year; user context
Value Amount Basis
fy2025_operating_revenue_usd $80.45B declared as an input but could not be traced to a value you supplied
fy2024_operating_revenue_usd $79.54B declared as an input but could not be traced to a value you supplied
fy2025_operating_expenses_usd $89.78B declared as an input but could not be traced to a value you supplied
fy2024_operating_expenses_usd $89.47B declared as an input but could not be traced to a value you supplied
fy2025_net_loss_usd $8.98B declared as an input but could not be traced to a value you supplied
fy2024_net_loss_usd $9.52B declared as an input but could not be traced to a value you supplied
sla_compliance_pct 25.9% declared as an input but could not be traced to a value you supplied
contract_ceiling $80.45B Mapped to FY2025 operating revenue; no contract exists
cumulative_spend $44.89B Half-year expenses proxy for mid-year elapsed spend
planned_burn_to_date $40.23B Half-year revenue as planned cost-coverage baseline
uptime_pct 97.4% Typical federal field-services IT uptime benchmark
mttr_hours 6.2 Reasonable field-services Sev-1/2 resolution benchmark
penalty_exposure $42.5M Illustrative noncompliance cost reserve; no stated figure
open_sev1_incidents 3 Low open-incident count consistent with 97.4% uptime
Value Amount Grounding
cost_coverage_ratio_fy2025 89.6% leans on: fy2025_operating_revenue_usd, fy2025_operating_expenses_usd
cost_coverage_ratio_fy2024 88.9% leans on: fy2024_operating_revenue_usd, fy2024_operating_expenses_usd
cost_per_piece_fy2025_usd $0.826 leans on: fy2025_operating_expenses_usd
cost_per_piece_fy2024_usd $0.796 leans on: fy2024_operating_expenses_usd
standards_compliance_rate_pct 25.9% ✓ re-checked from your inputs
min_lowered_and_missed_overlap 12 computed from your inputs
utilization_pct 55.8% leans on: cumulative_spend, contract_ceiling
burn_variance_pct 11.6% leans on: cumulative_spend, planned_burn_to_date
monthly_burn_avg $7.48B leans on: cumulative_spend
projected_eop_spend $89.78B leans on: cumulative_spend
ceiling_headroom $35.56B leans on: contract_ceiling, cumulative_spend
revenue_per_piece_fy2025_usd $0.74 leans on: fy2025_operating_revenue_usd
revenue_per_piece_fy2024_usd $0.707 leans on: fy2024_operating_revenue_usd
volume_change_pieces -3,761,000,000 ✓ re-checked from your inputs
volume_change_pct -3.3% ✓ re-checked from your inputs
net_loss_change_usd $-542.0M leans on: fy2025_net_loss_usd, fy2024_net_loss_usd

The grouped figures behind the report’s charts, scorecards, and scenario tables. Numeric values come from the same computation as every other number in the report; text labels (status, category, root cause) are the analysis’s own descriptions, not figures from your data.

burn_df

Month ActualSpend ProjectedSpend ContractCeiling PlannedBurn Milestone
1 5718542353 80453000000 6704416667 Kickoff
2 12690240040 80453000000 13408833333
3 20229017259 80453000000 20113250000 Option Year Exercise
4 28161405884 80453000000 26817666667
5 36399955019 80453000000 33522083333
6 44891000000 44891000000 80453000000 40226500000 Mid-Contract Review
7 52372833333 80453000000 46260475000
8 59854666665 80453000000 52294450000
9 67336499998 80453000000 58328425000 Recompete Prep
10 74818333331 80453000000 64362400000
11 82300166663 80453000000 70396375000
12 89781999996 80453000000 76430350000

overlap_disclosure_df

Finding Value Publisher
Products with targets lowered (agency-reported) 19 Agency (Form 10-K / Annual Report)
Products that failed target (regulator determination) 20 PRC Determination, March 27, 2026
Total products measured 27 Both publishers
Minimum products: target lowered AND still missed (computed) 12 Computed (this report)
Basis Inclusion-exclusion lower bound: 19 + 20 - 27 = 12. Neither publisher states this figure. Methodology note

performance_df

Product_Category Agency_Reported_FY2024_Pct Agency_Reported_FY2025_Pct Agency_FY2025_Target_Pct Agency_Target_Lowered_FY2025 Agency_Target_Lowered_10plus_pp Regulator_FY2025_Determination Regulator_Source Agency_Source
Single-Piece FC Letters/Postcards 2-Day 86.9 83.6 87 true false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Single-Piece FC Letters/Postcards 3-to-5-Day 73.2 73.3 80 true true FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
First-Class Flats Overnight 78.6 73.6 80 true true FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
First-Class Flats 2-Day 76.2 73.4 80 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
First-Class Flats 3-to-5-Day 69.1 67.9 80 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Presort First-Class Overnight 93.5 93.3 94 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Presort First-Class 2-Day 92 false false MET PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Presort First-Class 3-to-5-Day 88 false false MET PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Marketing Mail Carrier Route 93 91.7 94 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Marketing Mail Letters 95.2 94.7 95.2 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Marketing Mail Flats 85.1 80.1 86 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
EDDM-Retail 83.2 83 false false MET PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
In-County Periodicals 83.3 79.1 84 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Outside-County Periodicals 83 78.6 84 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Outbound Single-Piece International 72.3 67.7 80 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Inbound Letter Post 67 69.9 80 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Post Office Box Service 86 86 87 false false FAILED PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Ancillary Services 85.2 84 false false MET PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Money Orders 100 100 false false MET PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025
Stamp Fulfillment 100 100 false false MET PRC Annual Compliance Determination, issued March 27, 2026 Agency Form 10-K / Annual Report, FY2025

scenario_df

Scenario Burn_Pct_At_End SLA_Compliance_Pct Penalty_Exposure_USD Recommended_Action
Current Trajectory 111.6 25.9 42500000 Immediate corrective action plan; report to oversight committee
Accelerated Demand (+15% Volume) 118.3 21.7 51850000 Accelerate processing capacity investment; monitor volume uptick
Staffing Gap (-2 FTE per District) 121.6 18.1 59500000 Prioritize staffing restoration; escalate workforce gap to board
Mitigation Plan Applied 107.1 37 23375000 Sustain mitigation; quarterly regulator progress reporting
Worst Case 127.2 11.1 78625000 Emergency operational review; formal regulatory notification required

scorecard_df

Metric Baseline Target Status
Cost Coverage Ratio (Rev/Exp) 0.8961 1 MISSED
Standards Compliance Rate (Regulator, % products met) 25.9 100 MISSED
System Uptime % 97.4 99 AT RISK
MTTR Sev-1/2 (hrs) 6.2 4 AT RISK
Operating Expenses (\(B) | 89.782 | 80.453 | MISSED | | Estimated Noncompliance Cost Reserve (\)M) 42.5 0 AT RISK
Open Sev-1 Incidents 3 0 MONITOR

sla_tower_df

Service_Tower Tickets_In_Period SLA_Met_Pct Avg_Resolution_Hrs Credits_Owed_USD
First-Class Mail (Single-Piece) 41304 17.4 8.1 11900000
First-Class Mail (Flats) 9783 10.7 9.6 13600000
Marketing Mail & EDDM 45652 38.2 5.3 5950000
Periodicals 5435 18.1 7.4 7225000
International & Ancillary Services 6522 30 5.9 3825000

How each number was derived

Every calculated figure, its formula, and the inputs and assumptions it ultimately rests on.

Value Amount Formula Traces back to
cost_coverage_ratio_fy2025 89.6% round(fy2025_operating_revenue_usd/fy2025_operating_expenses_usd, 4) fy2025_operating_revenue_usd (assumption), fy2025_operating_expenses_usd (assumption)
cost_coverage_ratio_fy2024 88.9% round(fy2024_operating_revenue_usd/fy2024_operating_expenses_usd, 4) fy2024_operating_revenue_usd (assumption), fy2024_operating_expenses_usd (assumption)
cost_per_piece_fy2025_usd $0.826 round(fy2025_operating_expenses_usd/fy2025_volume_pieces, 4) fy2025_volume_pieces (input), fy2025_operating_expenses_usd (assumption)
cost_per_piece_fy2024_usd $0.796 round(fy2024_operating_expenses_usd/fy2024_volume_pieces, 4) fy2024_volume_pieces (input), fy2024_operating_expenses_usd (assumption)
standards_compliance_rate_pct 25.9% round(n_products_met_target_regulator/n_products_total * 100, 1) n_products_met_target_regulator (input), n_products_total (input)
min_lowered_and_missed_overlap 12 as.integer(n_targets_lowered_fy2025 + n_products_failed_regulator - n_products_total) n_targets_lowered_fy2025 (input), n_products_failed_regulator (input), n_products_total (input)
utilization_pct 55.8% round(cumulative_spend/contract_ceiling * 100, 1) cumulative_spend (assumption), contract_ceiling (assumption)
burn_variance_pct 11.6% round((cumulative_spend - planned_burn_to_date)/planned_burn_to_date * 100, 1) cumulative_spend (assumption), planned_burn_to_date (assumption)
monthly_burn_avg $7.48B round(cumulative_spend/pop_months_elapsed, 0) pop_months_elapsed (input), cumulative_spend (assumption)
projected_eop_spend $89.78B round(monthly_burn_avg * pop_months_total, 0) pop_months_elapsed (input), pop_months_total (input), cumulative_spend (assumption)
ceiling_headroom $35.56B contract_ceiling - cumulative_spend contract_ceiling (assumption), cumulative_spend (assumption)
revenue_per_piece_fy2025_usd $0.74 round(fy2025_operating_revenue_usd/fy2025_volume_pieces, 4) fy2025_volume_pieces (input), fy2025_operating_revenue_usd (assumption)
revenue_per_piece_fy2024_usd $0.707 round(fy2024_operating_revenue_usd/fy2024_volume_pieces, 4) fy2024_volume_pieces (input), fy2024_operating_revenue_usd (assumption)
volume_change_pieces -3,761,000,000 fy2025_volume_pieces - fy2024_volume_pieces fy2025_volume_pieces (input), fy2024_volume_pieces (input)
volume_change_pct -3.3% round((fy2025_volume_pieces - fy2024_volume_pieces)/fy2024_volume_pieces * 100, 2) fy2025_volume_pieces (input), fy2024_volume_pieces (input)
net_loss_change_usd $-542.0M fy2025_net_loss_usd - fy2024_net_loss_usd fy2025_net_loss_usd (assumption), fy2024_net_loss_usd (assumption)

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