Facility Condition 

Reviews - 

Capital Metro Area

Report Number 

SM-AR-16-009

July 18, 2016

Audit Report
Highlights

Eighteen (90 percent) had 

potential OSHA violations 

related to building safety 

and security.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 1

Background

The U.S. Postal Service has more than 30,000 leased and 

owned retail facilities nationwide. About 2,600 of them are in 

the Capital Metro Area. The Post Office lobby is the principal 

business office of the Postal Service and the only close-up view

of postal operations for many customers. Its appearance directly 

affects the Postal Service’s public image. The Postal Service 

must maintain a safe environment for both employees and 

customers and follow safety laws set forth by the Occupational 

Safety and Health Administration (OSHA). 

Our objective was to determine if Postal Service management 

adhered to building maintenance, safety and security standards,

and employee working condition requirements at retail 

facilities. We reviewed 20 facilities in the Capital Metro Area 

and assessed items related to building appearance, safety and 

security, customer complaints, and workplace environment and 

violence. We also assessed whether each facility was handicap 

accessible. 

This is the first in a series of audits assessing retail facility

conditions nationwide. 

What The OIG Found

The Postal Service must improve adherence to building 

maintenance, safety and security standards, and employee 

working condition requirements at its retail facilities. We 

reviewed 20 facilities and found:

 Eleven (55 percent) had lighting issues;

 Ten (50 percent) had building appearance issues;

 Eighteen (90 percent) had potential OSHA violations related

to building safety and security;

 Eighteen (90 percent) did not maintain a customer complaint

log or monitor how promptly complaints were resolved;

 Sixteen (80 percent) did not display posters informing

employees what to do when injured at work;

 Six (30 percent) did not display posters related to proper

conduct on Postal Service property;

 Eight (40 percent) had security issues; and

 All 20 complied with handicap accessibility requirements.

These conditions were due, in part, to landlords failing 

to perform or adequately complete requested repairs. 

Also, because of competing priorities, local management 

did not focus on cleaning and general maintenance and 

repairs; concerns for health, safety, and security; local 

customer complaints; and ensuring required posters 

were displayed at facilities. Additionally, some repairs 

were not a priority due to budget constraints.
Number of Buildings with Issues Found out of the 20 Surveyed Capital Metro Area Facilities

We recommended management 

develop an action plan 

to address all building 

maintenance and safety and 

security issues identified 

during our review. 

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 2

Finally, although the Postal Service periodically inspects

building safety and maintenance, it does not assess building

appearance and other important factors that impact the overall

retail experience, such as cleanliness and needed repairs.

Attention to these areas will reduce the Postal Service’s

exposure to OSHA fines and penalties; poor employee morale

and increased turnover; risk of injuries to customers and

employees; and related costs such as workers’ compensation

claims, loss of work and productivity, and lawsuits. Poorly

maintained and unappealing lobbies can also reduce brand

loyalty, which impacts revenue.

Local management began taking corrective action by

addressing some of the building safety issues such as

unblocking emergency exits; and displaying missing workplace

environment, workplace violence, and OSHA posters identified 

during our review.

What The OIG Recommended

We recommended management develop an action plan to 

address all building maintenance and safety and security 

issues identified during our review. We also recommended 

management provide training to improve building maintenance,

cleanliness, safety and security standards, management of

local customer complaints, and the display of required posters.

Finally, we recommended management develop a process

to improve coordination among Facilities personnel, facility

managers, and landlords to timely resolve repair issues and

reassess the safety inspection process to include a review of

facility security, maintenance, repair, and cleanliness issues.
Transmittal Letter

July 18, 2016

MEMORANDUM FOR: LINDA M. MALONE 

VICE PRESIDENT, CAPITAL METRO AREA

TOM A. SAMRA

VICE PRESIDENT, FACILITIES

NANCY L. RETTINHOUSE

VICE PRESIDENT, EMPLOYEE

RESOURCE MANAGEMENT

KELLY SIGMON

VICE PRESIDENT, RETAIL AND CUSTOMER 

SERVICE OPERATIONS

FROM: Keshia L. Trafton

Acting Deputy Assistant Inspector General 

 for Supply Management and Human Resources

SUBJECT: Audit Report – Facility Condition Reviews – Capital 

Metro Area (Report Number SM-AR-16-009)

This report presents the results of Facility Condition Reviews in the Capital Metro Area 

(Project Number 16BG002SM000).

We appreciate the cooperation and courtesies provided by your staff. If you have any 

questions or need additional information, please contact Lucine Willis, acting director, 

Supply Management and Facilities, or me at 703-248-2100.

Attachment

cc: Corporate Audit and Response Management

E-Signed by Keshia L. Trafton

VERIFY authenticity with eSign Desktop

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 3
Table of Contents

Cover

Highlights......................................................................................................1

Background................................................................................................1

What The OIG Found.................................................................................1

What The OIG Recommended ..................................................................2

Transmittal Letter..........................................................................................3

Findings........................................................................................................5

Introduction ................................................................................................5

Summary....................................................................................................5

Building Appearance..................................................................................6

Building Safety and Security....................................................................10

Building Safety .....................................................................................10

Building Security ..................................................................................11

Customer Complaints ..............................................................................12

Workplace Environment and Workplace Violence ...................................13

Handicap Accessibility .............................................................................14

Facility Inspections...................................................................................14

Recommendations......................................................................................15

Management’s Comments .......................................................................15

Evaluation of Management’s Comments .................................................16

Appendices.................................................................................................18

Appendix A: Additional Information ..........................................................19

Background .........................................................................................19

Objective, Scope, and Methodology ....................................................19

Prior Audit Coverage............................................................................21

Appendix B: Fieldwork Observation Summary ........................................23

Appendix C: Management’s Comments ..................................................26

Contact Information ....................................................................................30

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 4
Findings Introduction

This report presents the results of our self-initiated audit of facility conditions in the Capital Metro Area (Project Number 

16BG002SM000). Our objective was to determine if U.S. Postal Service management adhered to building maintenance and safety 

and security standards and employee working condition requirements at retail facilities. See Appendix A for additional information 

about this audit.

The Post Office lobby is the principal business office of the Postal Service and is the only close-up view of postal operations 

for most customers. Therefore, its appearance directly affects the Postal Service’s public image. The Postal Service is required 

to maintain a safe environment for both employees and customers. It also must follow federal safety laws set forth by the 

Occupational Safety and Health Administration (OSHA). Further, the Postal Service follows general policies and procedures 

regarding safety and security and the appearance of lobbies and facilities. It has more than 30,000 leased and owned retail 

facilities nationwide, about 2,600 of which are in the Capital Metro Area.

In September 2015, the U.S. Postal Service Office of Inspector General (OIG) reported on poor working conditions at a Post Office 

in New Mexico.1 As a result of the unacceptable conditions found at this office, the OIG is conducting a national series of retail 

facility condition audits. This is the first in a series of audits that will focus on conditions related to building appearance, safety, and 

security; customer complaints; workplace environment and violence; and handicap accessibility. As part of this audit, we visited 

18 statistically sampled and two judgmentally selected facilities.

Summary

The Postal Service must improve adherence to building maintenance and safety and security standards and employee working 

condition requirements at retail facilities. During our facility reviews, we found the following conditions:2

 Eleven facilities (55 percent) had lighting issues, such as bulbs needing replacement, missing or broken light covers, 

insufficient interior and exterior illumination, and U.S. flags not illuminated after dusk.

 Ten facilities (50 percent) had building appearance issues, such as extensive roof leaks, missing or damaged insulation and 

ceiling tiles, chipped or bubbling paint on walls, rotting windows, dirty floors, and insects in light fixtures.

 Eighteen facilities (90 percent) had potential OSHA building safety and security violations that could result in fines. They 

included locked or blocked emergency exits, asbestos and mold, improper storage of flammable materials, insect infestation, 

trip hazards, and exposed electrical outlets and switches. 

 Eighteen facilities (90 percent) did not maintain a customer complaint log or monitor whether complaints were resolved timely.

 Sixteen facilities (80 percent) did not display Poster CA-103

 informing employees of what to do when injured at work. 

1 Working Conditions at the Post Office (Report Number HR-MA-15-004, dated September 2, 2015).

2 Some facilities may have more than one condition cited.

3 What a Federal Employee Should Do When Injured at Work.

The Post Office lobby is the 

principal business office of 

the Postal Service and is the 

only close-up view of postal 

operations for most customers. 

Therefore, its appearance 

directly affects the 

Postal Service’s public image.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 5
 Six facilities (30 percent) did not display Poster 74

 related to proper conduct on Postal Service property. 

 Eight facilities (40 percent) had security issues, such as unlocked doors and vehicles, unsecured mail, non-functioning safes, 

and gates that did not function as designed.

 All 20 facilities were compliant with handicap accessibility requirements.

These conditions were due to a lack of focus on cleaning and general repairs (such as replacing light bulbs and fixtures) and 

landlords not performing requested repairs or maintaining roofs to prevent interior damage. Management marked some repair 

requests “complete” when underlying maintenance issues continued and left requests open for several years without addressing 

them. Some repairs, such as repaving a parking lot and replacing workroom floor tiles, were not considered priority or were not 

completed due to budgetary constraints. Additionally, there was a general lack of focus on and concern by local management 

for health, safety, and security issues; monitoring local customer complaints; and ensuring required posters are displayed at 

facilities. Local management began taking corrective action by addressing some of the building safety issues such as unblocking 

emergency exits; and displaying missing workplace environment, workplace violence, and OSHA posters identified during our 

review.

Although the Postal Service performs periodic building maintenance and safety inspections, it does not assess building 

appearance and other important factors that impact the overall retail experience, such as cleanliness and basic repairs. Focusing 

on these areas would reduce the Postal Service’s exposure to OSHA fines; poor employee morale and increased turnover; the 

risk of injuries to customers and employees; and any costs associated with injuries, such as workers’ compensation claims, loss 

of work and productivity, and lawsuits. Poorly maintained and unappealing lobbies can also reduce brand loyalty, which impacts 

revenue. For a summary of the facilities we reviewed and our results, see Appendix B.

Building Appearance

We have determined that the Postal Service must improve the appearance of its retail facilities based on the following: 

 Eleven of the 20 facilities we reviewed (55 percent) had lighting issues, including insufficient interior and exterior lighting. The 

issues ranged from several light fixtures being burned out in lobbies to a facility with up to 50 percent of its interior lights burned 

out. For example: 

z At one facility, none of the exterior lights were working.

z At one facility, a clerk brought in a desk lamp to illuminate the retail counter for customers. 

z At two facilities the U.S. flag was not properly illuminated after dusk.

 Ten facilities we reviewed (50 percent) had issues related to the repair and maintenance of roofs, gutters, ceilings, flooring, and 

walls. These issues resulted in damaged or missing insulation and lighting; stained or missing ceiling tiles; and damaged retail 

Post Office boxes, walls, and rotting windows.

4 Rules and Regulations Governing Conduct on Postal Property.

These conditions were due 

to a lack of focus on cleaning 

and general repairs (such 

as replacing light bulbs and 

fixtures) and landlords not 

performing requested repairs 

or maintaining roofs to prevent 

interior damage.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 6
z In one instance, metal trash receptacles, postal tubs and trays, and plastic trash can liners were used on retail counters 

and floors to prevent water from pooling in the lobby and retail area; and caution tape was used to restrict access to these 

areas. The facility manager stated that the roof had been leaking for some time (see Figures 1 and 2). Facility management 

had requested repairs in the same area dating back to 2014 and five additional roof leaks were reported in the month 

following our observations.

z At other facilities, we found damaged, stained, or missing ceiling tiles and water-stained walls. For example:

• Two facilities had issues with birds and squirrels accessing facility work areas through damaged roofs (see Figure 3). 

• Four facilities had chipped and cracked floor tiles, some marked with asbestos. 

• Some facilities needed fresh paint due to dirt and wear or had mold on walls and ceilings, leaking windows patched with 

tape, dirty vent covers and ceiling fans, or missing or damaged light covers (see Figures 4 and 5).

Figure 1: Roof and Maintenance Deficiencies 

Impacting Retail Operations

Figure 2: Roof and Maintenance Deficiencies 

Impacting Retail Operations

Source: OIG photograph taken December 1, 2015, by an unidentified Postal Service employee, 

Bethabara Station, Winston-Salem, NC.

Source: OIG photograph taken December 1, 2015, by an unidentified Postal Service employee, 

Bethabara Station, Winston-Salem, NC.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 7
Figure 3: Hole in Ceiling Where Birds 

Entered Work Area

Figure 4: Bubbling and Peeling Paint in Lobby

Source: OIG photograph taken February 2, 2016, Main Post Office, Cavetown, MD. Source: OIG photograph taken January 27, 2016, Main Post Office, Potecasi, NC.

z Nine facilities (45 percent) had cleanliness issues, ranging from minor items, such as cobwebs, dead insects in light 

fixtures, damaged countertops, and dust and dirt to more prominent issues such as unswept floors, full trash receptacles, 

and broken signage (see Figures 6 and 7).

z At one facility, Priority Mail® tape was used to repair light fixtures, windows, and countertops; and at another facility, tape 

was used to secure broken chains on pens customers use and to secure baseboards to walls (see Figure 8).

Figure 5: Lobby Maintenance and Window Issues Figure 6: Damaged Countertop

Source: OIG photograph taken January 27, 2016, Main Post Office, Potecasi, NC. Source: OIG photograph taken January 13, 2016, Main Post Office, Burlington, NC.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 8
Figure 7: Insects in Light Fixtures Figure 8: Lobby Maintenance Issues

Source: OIG photograph taken January 27, 2016, Main Post Office, Potecasi, NC. Source: OIG, photograph taken January 12, 2016, Bethabara Station, Winston-Salem, NC.

z One facility had poorly marked lanes of travel in the parking lot. 

z One facility had equipment stored outside, including a lawn mower, generator, and wheelbarrow, even though there was a 

nearby shed with storage room.

Postal Service facility managers are required to maintain postal facilities and ensure that they are orderly, clean, and attractive.5

However, we found facility managers who gave little attention to cleaning, general maintenance, and repairs; or to landlords failing 

to perform requested repairs or maintain roofs to prevent interior damage. We found local management left requests open for 

several years without addressing them or repeatedly requested only minor repairs to facilities when more comprehensive repairs 

were needed. For example, one leased facility where we observed extensive damage to the interior of the building had 20 roof 

issues recorded in the Facilities Single Source Provider (FSSP)6

 system dating back to 2005. This facility also received an OSHA 

complaint on January 13, 2016, for the roofing issues. We found that some repairs, such as repaving a parking lot and replacing 

workroom floor tiles, were not considered priority and were not completed due to budgetary constraints.

For many customers, the retail facility is their only close-up view of postal operations. Therefore; the facility’s appearance directly 

affects the Postal Service’s public image. Poorly maintained and unappealing lobbies can also reduce brand loyalty, which impacts 

revenue.

5 Postal Operations Manual, Issue 9, March 2015, requires postal managers to allocate and use available resources as necessary to ensure that postal retail services are 

available and accessible to customers in a timely, efficient manner and in an orderly, clean, and attractive environment.

6 FSSP consolidates all facilities’ repair and alteration requests. 

Postal Service facility managers 

are required to maintain postal 

facilities and ensure that they are 

orderly, clean, and attractive.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 9
Building Safety and Security

The Postal Service must improve building safety and security at its facilities; and increase protection against theft, robberies, and 

workplace violence. 

Building Safety

We found 51 potential OSHA violations that could be subject to fines at 18 of the 20 facilities we visited. 

The violations included:

 Locked or blocked emergency exits7

 Sanitary issues relating to leaking plumbing fixtures and roof leaks

 Trip hazards

 Asbestos and mold

 Exposed electrical outlets and electrical boxes

 Roof leaks

 Potential “struck by” hazards8

 Inadequate lighting

 Missing OSHA posters

 Dangers such as unsecured equipment, missing Material Safety Data Sheets that inform employees about hazardous materials 

and how to minimize exposure to them, insect infestations, storage of flammable materials, and crush hazards. 

These conditions occurred due to a general absence of focus on and concern for health and safety issues at facilities 

(see Figures 9 and 10).

7 Some of the blocked exits were corrected during the observations.

8 “Struck by” injuries can occur when storage racks, shelves, or cabinets are not securely anchored to the floor or wall to prevent tipping or falling.

We found 51 potential OSHA 

violations that could be subject 

to fines at 18 of the 20 facilities 

we visited.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 10
Figure 9: Exposed Electrical Outlet Figure 10: Blocked Exit

Source: OIG photograph taken January 19, 2016, Eutaw Station, Fayetteville, NC. Source: OIG photograph taken January 19, 2016, Eutaw Station, Fayetteville, NC. 

The Postal Service is required to maintain a safe environment for both employees and customers. Unsafe work conditions can 

effect employee morale and increase employee turnover. In addition, the Postal Service must follow federal safety laws and is 

subject to OSHA safety inspections and fines. During these inspections, OSHA inspectors have the discretion to waive a fine if the 

issue is immediately resolved. Fines typically range from $3,000 to $7,000 per violation, but they can increase by 10 percent if they 

are repeated within 5 years, even at different locations. Additionally, a $7,000 fine can increase to $70,000 if OSHA considers the 

violation willful. For fiscal year (FY) 2015, OSHA levied fines against the Postal Service totaling more than $1.4 million.

Based on 39 potentially finable OSHA violations at 16 statistically selected facilities,9 we projected there are 5,640 violations that 

could be subject to fines across the 2,603 retail facilities in the Capital Metro Area. If the violations found at the sample facilities 

were found at the other retail facilities in the Capital Metro Area, their expected monetary value, assuming the minimum fine of 

$3,30010 each, would be $18,611,450. Attention to these areas will reduce the Postal Service’s exposure to risk of injuries to 

customers and employees; and related costs such as workers’ compensation claims, loss of work and productivity, lawsuits; and 

OSHA fines and penalties. Poorly maintained and unappealing lobbies can also reduce brand loyalty, which impacts revenue. 

Building Security

The Postal Service can also improve security at its facilities and yards. 

 At eight facilities (40 percent) we found security issues, such as unlocked doors and vehicles, unsecured mail, non-functioning 

safes, and gates that did not function as designed. 

 In one instance where we noted an unlocked door, facility management indicated that the door enabling access to the entire 

facility may have been unsecured for several months. 

9 We did not include the two judgmentally selected facilities in the expected monetary value calculations because they were not part of the statistical sample.

10 OSHA’s minimum fine is $3,000 for these types of violations; however, a 10 percent increase is added for repeat violations or a history of violations. Our calculations are 

conservative; the amount used for expected monetary value of these violations is the minimum plus the 10 percent repeat violation escalation, or $3,300.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 11
 At another facility where we noticed non-functioning gates and unlocked doors, the manager acknowledged a security risk by 

stating that some customers accessed the facility through the yard and unlocked side doors to retrieve their mail so the retail 

clerks did not have to leave the retail desk. 

 At a third facility, local management submitted a repair request for a non-functioning safe in 2007, and it was finally resolved as 

a result of our review. 

 At another facility, we found a vehicle left unlocked overnight and numerous vehicles left unattended with mail in them. 

Management is responsible for ensuring compliance with security policies to afford maximum protection of Postal Service 

employees, funds, and property. Postal Service policy states that employees must firmly adhere to the policy of locking doors.11

In addition, general safety rules and regulations12 prohibit personnel from propping doors open or disabling door locks and also 

require that all gates function as designed. These conditions occurred due to a general lack of focus on and concern for security 

issues at facilities. As a result, there is an increased risk of crime, such as mail tampering, robbery, and theft. 

Customer Complaints

We found that 18 of the 20 facilities we visited (90 percent) did not maintain a customer complaint log or monitor the timeliness 

of initial contact or final responses to customers because the facilities were not aware of the requirement. As part of the 

Postal Service’s Delivering Results, Innovation, Value, and Efficiency (DRIVE) initiative on the customer experience,13 the 

Consumer and Industry Affairs group is responsible for collaborating with internal stakeholders to develop, monitor, and respond 

to key metrics that measure customer satisfaction. Consumer and Industry Affairs captures extensive consumer complaint 

information, such as repeat complaints and overall customer satisfaction from the Postal Service’s website and customer service 

hotline. Currently, the Postal Service’s Enterprise Customer Care (eCC)14 database reports only track complaints logged into the 

USPS.com website and those made via the toll-free telephone number (1-800-ASK-USPS).

In a previous OIG report15 we noted that Consumer and Industry Affairs did not have visibility into customer complaints made at 

local post offices because postmasters are not required to record local complaints in the eCC database. Instead, they must keep a 

log and address the complaints made directly to their facility. We recommended the Postal Service update its policy to require local 

postmasters to record local complaints in the eCC database and include that information in customer complaint 

performance reports.

In response to our finding, management stated they planned a pilot program where a local Post Office would enter customer 

complaints into the eCC database using technology such as an electronic tablet. Management intended to evaluate the results 

of the pilot program and develop a business case for senior management to review and decide on the next steps by September 

30, 2015. However, as of February 2016, management has not initiated the pilot program because supporting technology is 

11 Handbook PO-209, Retail Operations Handbook, October 2012, Section 6-11.3.6.1, Securing Doors, requires employees to firmly adhere to the policy of locking doors. 

Management is responsible for ensuring compliance to afford maximum protection of Postal Service employees, funds, and property.

12 Handbook EL-801, Supervisor’s Safety Handbook, May 2014, General Safety Rules and Regulations, Section 8-16, requires facility managers to make periodic checks of 

the building and grounds to ensure that lighting and gates are functioning as designed and states that door locks must not be disabled or doors propped open.

13 DRIVE is both a portfolio of strategic initiatives and a management process to improve business strategy development and execution. Customer Experience is DRIVE 

Initiative 25. 

14 The eCC application is a case management system that is used to manage customer complaints. The application provides the ability for clear and consistent customer 

responses, actionable data for root cause analysis, and flexible reporting of customer issues to identify trends. It also provides Consumer & Industry Contact Offices and 

local post offices with email functionality for resolving customer complaints. 

15 Deputy Postmaster General’s Use of Data (Report Number SM-AR-15-002, dated March 19, 2015).

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 12
not available. They stated, in the interim, complaints presented at a Post Office by telephone or “walk in” will continue to be 

documented on the customer complaint control log.16 As noted above, local management does not always follow this process. 

Not capturing customers’ complaints or responding timely to them negatively impacts the Postal Service’s reputation and could 

lead customers to take their business to competitors. 

Workplace Environment and Workplace Violence

The Postal Service can improve its posting of workplace environment information and readiness in the event of an emergency. 

For the 20 facilities we visited, we found that:

 Sixteen (80 percent) did not display Poster CA-10, which informs employees of what to do when injured at work.

 Eleven (55 percent) did not display the OSHA posters 3165 Job Safety and Health Protection (in English) and 3167 

(in Spanish).17

 Eight (40 percent) did not have emergency contact numbers posted by telephones.

 Seven (35 percent) did not display the Zero Tolerance Policy and Procedures poster.

 Six (30 percent) did not display Poster 7 related to proper conduct on Postal Service property.

 Three (15 percent) did not have FPPs displayed. 

 One (5 percent) did not have an EAP displayed.

The Postal Service is positioning itself to meet its current and future business objectives by maintaining a skilled and ready 

workforce that is diverse, engaged, efficient, and safe. Its existing policy18 is a critical tool to understanding and implementing the 

programs and processes that contribute to this goal. The policy requires posting of information to employees in a conspicuous 

place. 

Additionally, the Postal Service has an obligation to provide its employees with a safe and healthful place to work and has 

guidance19 on responding to and assessing the seriousness of violent and potentially violent situations. This guide requires 

that management display the Zero Tolerance Policy and Procedures poster at facilities. The Postal Service also has policies, 

regulations, and procedures relating to the retail operations20 and conduct on Postal Service property. One requirement is that 

Poster 7 be posted in a conspicuous place.

16 Postal Operations Manual, Section 164.4, Consumer Services, requires postmasters and station or branch managers to maintain one or more customer complaint control 

logs. In addition, Section 165.1 requires initial customer contact within 1 business day of receiving a complaint and a final response within 3 business days.

17 The OSHA poster outlines management responsibilities and employee responsibilities and rights under the OSHA.

18 ELM Issue 40, March 2016, requires posting of the CA-10, and OSHA posters, emergency telephone numbers by every telephone, and EAP and FPPs at facilities with 

more than 10 employees. The EAP, at a minimum, graphically depicts emergency escape route assignments, locations of fire alarms and extinguishers, and emergency 

evacuation procedures. The plan identifies individuals responsible for specific assignments in the event of an emergency.

19 Publication 108, Threat Assessment Team Guide, dated May 2015, requires the Zero Tolerance Policy and Reporting Procedures be disseminated to employees by 

Quarter 2 of each fiscal year, and for it to be posted in a conspicuous place.The poster identifies employee rights and management responsibilities relating to a work 

environment that is free of harassment and other inappropriate conduct such as discrimination.

20 Postal Operations Manual, Issue 9, dated July 2002, Section 124, provides rules and regulations for conduct on all real property under the charge and control of the 

Postal Service. Section 124.1 requires Poster 7 be kept posted in a conspicuous place on all such property. Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 13
Information was not posted because managers did not notice when the documents were missing, did not replace or update them, 

or did not enforce the requirement to post them. Consistently displaying the required posters, ensures employees are aware of 

what to do in an emergency and of their rights and responsibilities relating to discrimination in the workplace. Management took 

immediate corrective action at 18 of the facilities when we notified them of the missing posters. 

Handicap Accessibility

All 20 facilities we visited complied with handicap accessibility requirements. The Postal Service’s policy is to value and manage 

the diversity of employees and customers, including those with disabilities. It is subject to the Architectural Barriers Act of 1968, 

which requires facilities to be handicap accessible. The Postal Service should continue its efforts to promote accessibility to 

employees and customers with disabilities.

Facility Inspections

We found the Postal Service is missing an opportunity to make facilities more welcoming to the public and fully adhere to existing 

security policies. Policies and procedures exist to specify how lobbies should be maintained and how to request maintenance 

and repairs. In addition, the Postal Service requires that facilities and grounds be properly secured to protect employees and 

discourage crime. 

As part of its facilities management, the Postal Service’s Repair and Alterations group performs periodic inspections to identify 

maintenance issues. In addition, Employee Resource Management conducts safety inspections with an overall goal to eliminate 

hazards and risks that cause accidents and to create a safe work environment that complies with OSHA regulations. While these 

inspections identify many issues, they do not address the visual appearance of lobbies, cleanliness, and maintenance from a 

customer’s perspective; or the need for security improvements. Enhancing existing inspections to include assessment of facility 

security, cleanliness, and the need for minor repairs would improve compliance with existing policies and procedures.

Policies and procedures exist to 

specify how lobbies should be 

maintained and how to request 

maintenance and repairs.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 14
Recommendations We recommend the vice president, Capital Metro Area, in coordination with the vice president, Facilities:

1. Develop an action plan to address all building maintenance, safety, security, workplace environment and workplace violence 

policy issues identified during our review. This plan should include a timeline for when items will be completed.

We recommend the vice president, Capital Metro Area: 

2. Coordinate training to reinforce Postal Service policies and procedures relating to:

z Maintenance and cleaning standards to improve the customer retail experience;

z Safety standards to prevent injuries to employees and customers and to reduce the Postal Service’s exposure to 

Occupational Safety and Health Administration fines;

z Security standards for facilities, yards, and vehicles to protect employees, Postal Service property, and mail;

z Maintenance of customer complaint logs so customer complaints are recorded, tracked, and resolved timely;

z Consistent display of required posters so they are available to employees; and

z Maintenance, display, and communication of an Emergency Action Plan and Fire Protection Plan so employees know what 

to do in the event of an emergency.

We recommend the vice president, Facilities: 

3. Revise current policies to improve coordination among Facilities personnel, facility managers, and lessors to resolve issues 

and make timely repairs before they escalate, resulting in unsafe conditions for both employees and customers.

We recommend the vice president, Employee Resource Management, in coordination with the vice president, Retail and Customer 

Service Operations:

4. Reassess the safety inspection process to include an assessment of facility security, repair, and cleanliness issues.

Management’s Comments

Management agreed with our recommendations but disagreed with the method we used to determine the other impact amount 

of $18,611,450 related to physical safety and security concerns. Regarding recommendation 1, management agreed to develop 

an action plan to address outstanding building maintenance, safety, security, workplace environment, and workplace violence 

policy issues at the 18 facilities identified in the report. The plan will include specific items remaining unabated and a timeline for 

completing each identified item. The plan will also include a timeline for repairing items which require ordering of parts or materials 

and securing a contractor to facilitate repairs. The target implementation date is July 31, 2016.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 15
Regarding recommendation 2, management agreed to reinforce existing policies and procedures with all site managers and will 

reissue the cleaning standards in MS-47 to offices with career custodial staff. Management will publish contractual requirements 

for offices with contract cleaners and reinforce the importance of installation heads ensuring that contract cleaners meet these 

requirements. Management will also issue guidance to all supervisors and managers to reinforce Postal Service policies and 

procedures related to safety, security, maintenance of customer complaint logs, and requirements for posting Emergency Action 

and Fire Protection Plans. The target implementation date is August 15, 2016.

Regarding recommendation 3, management will re-evaluate current policies to improve coordination among Facilities personnel, 

facility managers, and lessors to resolve issues and make timely repairs before they escalate. Facilities will coordinate with Postal 

Maintenance Operations to support timely repairs with a target implementation date of December 31, 2016.

Regarding recommendation 4, management agreed to reassess the safety inspection process and recommend increasing 

communication with field representatives performing safety inspections. Management will develop additional communication to 

reinforce the inspection process and stress the importance of performing complete and accurate inspections at all facilties. 

The target implementation date is August 1, 2016.

Management disagreed with the method the OIG used to determine the impact to physical safety and security and questioned the 

qualifications of OIG personnel who performed the audits. Management contended the auditors have not been officially trained in 

OSHA compliance and arbitrarily assessed whether the issues discovered were citable OSHA violations.

Management stated the report was written to indicate the 39 documented issues were, without question, violations and contended 

that many of them could have been remediated on site and would not lead to a citation or fine. Management also stated that using 

the percentage of occurrences as a factor, when applied to over 2,600 facilities, exaggerates the number of fines that might be 

applied to the Postal Service’s rented or owned facilities. Finally management stated that the OIG did not take into account other 

considerations, such as actions a lessor may have taken or planned to take to rectify situations that would mitigate or eliminate 

possible OSHA citations.

See Appendix C for management’s comments in their entirety.

Evaluation of Management’s Comments

The OIG considers management’s comments responsive to the recommendations and corrective actions should resolve the issues 

identified in the report. 

Regarding the other impact, the OIG calculated it using sound methodology and a valid statistical sample of retail facilities in the 

Capital Metro Area. The auditors did not arbitrarily assess whether an issue they discovered could be considered a citable OSHA 

violation, but based assessments on criteria OSHA has used in the past to determine comparable violations and levy fines against 

the Postal Service for similar issues. Further, we did not state the 39 documented issues were, without question violations, but 

instead noted the issues were “potential” violations. 

Management stated they could have remediated a large majority of the issues on site and would have avoided a citation or 

fine; however, they had not addressed these issues at the time of our review and there is no guarantee they would have been 

remediated at the time of an OSHA inspector’s review. Further, we used a very conservative approach in our calculations by using 

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 16
the minimum OSHA fine amount and removing costs associated with potential damage to property; physical injury to employees or 

customers; poor employee morale; increased employee turnover; and lawsuits or workers’ compensation claims.

All recommendations require OIG concurrence before closure. Consequently, the OIG requests written confirmation when 

corrective actions are completed. All recommendations should not be closed in the Postal Service’s follow-up tracking system until 

the OIG provides written confirmation that the recommendations can be closed.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 17
Appendices

Click on the appendix title 

to the right to navigate 

to the section content.

Appendix A: Additional Information ..........................................................19

Background .........................................................................................19

Objective, Scope, and Methodology ....................................................19

Prior Audit Coverage............................................................................21

Appendix B: Fieldwork Observation Summary ........................................23

Appendix C: Management’s Comments ..................................................26

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 18
Appendix A: 

Additional Information

Background 

The Postal Service has more than 30,000 retail facilities nationwide. The majority of these properties — about 25,000 — are 

leased and some have been occupied for more than 100 years. The Capital Metro Area has 2,603 retail facilities — about 

74 percent are leased and 25 percent are owned.21 The Postal Service is responsible for maintaining owned facilities and the 

owners of leased properties are responsible for building maintenance specified in individual lease agreements. The Post Office 

lobby is the principal business office of the Postal Service and is the only close-up view of postal operations for many customers; 

therefore, its appearance, convenience, and efficiency directly affects the Postal Service’s public image. 

The Postal Service is required to maintain a safe environment for both employees and customers and follow OSHA safety laws. It 

also has its own general policies and procedures regarding safety and security and the cleanliness and appearance of lobbies and 

facilities. 

In September 2015, the OIG issued a management alert that identified poor working conditions at a Post Office in New Mexico.

We found problems with heating and air conditioning, lighting, and electrical and plumbing systems, as well as deteriorating 

building conditions. Management agreed with our recommendations to resolve the identified problems, conduct periodic 

observations, develop an action plan, and provide safety training to employees. As a result of the unacceptable conditions found at 

the Post Office, the OIG is conducting a series of facility condition reviews at retail facilities nationwide. 

Objective, Scope, and Methodology

Our objective was to determine whether Postal Service management adhered to building maintenance, safety, and security 

standards; and employee working condition requirements at retail facilities. 

To accomplish our objective we:

 Developed a checklist that focused on facility appearance, facility safety and security, customer complaints, workplace 

environment and violence, and handicap accessibility. 

 Statistically sampled 17 facilities in eight districts in the Capital Metro Area and identified five alternate facilities22 for each 

primary facility in the sample. 

 Conducted unannounced observations during January and February 2016 at all 17 statistically selected facilities and one 

alternate facility (see Table 1). We also visited two additional facilities in March 2016, based on Postal Service employee 

referrals and OIG observations. 

 Interviewed facility managers and Postal Service personnel about inspections, policies and procedures, and other matters 

relating to facility management. We reviewed our completed checklists with facility managers and also provided checklists and 

photographs to Capital Metro Area and Postal Service Headquarters managers.

21 The remaining 1 percent of the properties are either General Services Administration property, military property, or another federal property.

22 Alternate facilities were identified in the event it was impractical to visit a primary facility, such as island locations or mall kiosks.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 19
 Reviewed facility repair and maintenance requests entered into the FSSP, facility inspections captured in the Infrastructure 

Condition Assessment Model (ICAM)23 database, and Employee Resource Management safety inspections. 

 Interviewed OSHA representatives to gain insight into violations and fines and reviewed prior fines levied against the 

Postal Service for violations resulting from OSHA inspections.

Table 1: Facilities Visited in the Capital Metro Area

Count Facility ID District Leased Owned Unit Name Street Address City, State

1 120468001 Atlanta Leased Eastwood Station 1926 Hosea L Williams 

Drive, NE Atlanta, GA

2 120968002 Atlanta Leased Main Office 5940 Bostwick Road Bostwick, GA

3 231512001 Baltimore Leased Main Office 22509 Cavetown 

Church Road Cavetown, MD

4 232520002 Baltimore Leased Main Office 820 W Central Avenue Davidsonville, 

MD

5 230414003 Capital Leased Main Office 22110 Beallsville Road Barnesville, MD

6* 235130G01 Capital Owned Main Office 324 Main Street Laurel, MD

7* 235130005 Capital Leased Montpelier Station 12625 Laurel Bowie 

Road Laurel, MD

8 455480001 Greater South 

Carolina Leased Main Office 201 N Main Street McColl, SC

9 450420003 Greater South 

Carolina Leased Main Office 1720 Dutch Fork Road, 

Suite A Ballentine, SC

10 361088001 Greensboro Leased Main Office 405 Maple Avenue Burlington, NC

11 368712026 Greensboro Leased Bethabara Station 7840 N Point Boulevard Winston Salem, 

NC

12 366248002 Greensboro Leased Main Office 3185 NC Highway 35 Potecasi, NC

13 361308002 Mid-Carolinas Leased Main Office 3553 Cedar Island Road Cedar Island, NC

14 451340001 Mid-Carolinas Leased Main Office 4795 Cureton Ferry 

Road Catawba, SC

23 ICAM is the system for recording and maintaining inspections.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 20
Count Facility ID District Leased Owned Unit Name Street Address City, State

15** 365560001 Mid-Carolinas Leased Main Office 208 Fayetteville Street Newton Grove, 

NC

16 362680002 Mid-Carolinas Leased Eutaw Station 816 Elm Street Fayetteville, NC

17 515346G03 Northern Virginia Owned Main Office 15 N Church Street Lovettsville, VA

18 516426G08 Richmond Owned Patrick Henry 

Station

685 Turnberry 

Boulevard

Newport News, 

VA

19 519785003 Richmond Leased Main Office 4457 Willis Wharf Road Willis Wharf, VA

20 515772G01 Richmond Owned Main Office 8050 Mechanicsville 

Turnpike

Mechanicsville, 

VA 

Source: OIG statistical sample from the Postal Service’s electronic Facility Management System.

* The two Laurel, MD, facilities were judgmentally selected facilities and not part of the statistical sample.

** Newton Grove, NC, was an alternate facility.

We conducted this performance audit from December 2015 through July 2016, in accordance with generally accepted government 

auditing standards and included such tests of internal controls as we considered necessary under the circumstances. Those 

standards require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for 

our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for 

our findings and conclusions based on our audit objectives. We discussed our observations and conclusions with management on 

June 7, 2016, and included their comments where appropriate. 

We obtained facility information from the electronic Facility Management System24 and compared a statistical sample of retail 

facilities to the ICAM database and mapping applications to verify the facilities’ existence. We determined that the data were 

sufficiently reliable for the purposes of this report.

Prior Audit Coverage

Report Title Report Number Final Report Date

Monetary Impact

(in millions)

Working Conditions at the 

Post Office HR-MA-15-004 9/2/2015 None

Report Results: Our report found that working conditions at the Post Office were unacceptable. Heating and air at the facility 

had been inadequate for 6 years; and we found issues with lighting, electrical wiring, plumbing, and bathroom fixtures; cracked 

windows; water damage; and cockroach infestation. We recommended management resolve building and equipment conditions that 

require repair or maintenance, establish procedures for the manager, Post Office Operations, to conduct periodic observations at 

the Post Office to assess working conditions and create an action plan to resolve any issues that could affect employee health and 

safety, and provide Safety Toolkit training to facility coordinators. Management agreed with the recommendations.

24 The official record for real property inventory and the management system for administering all property related projects including acquisition, design, construction, 

disposal, repairs, health and safety mitigation, and property inspections. In addition, the program manages all aspects of the Postal Service property leasing program.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 21
Report Title Report Number Final Report Date

Monetary Impact

(in millions)

Deputy Postmaster General 

Use of Data SM-AR-15-002 3/19/2015 None

Report Results: Our report found the deputy postmaster general can improve the use of customer complaint data to manage the 

customer experience and enhance access to government relations information affecting the Postal Service. Specifically, Consumer 

and Industry Affairs did not have visibility into customer complaints made at local post offices and postmasters were not required 

to record local complaints into the Postal Service’s customer complaint database. We recommended, among other things, policy 

updates to require local postmasters to record local complaints in the eCC database and inclusion of that information into customer 

complaint performance reports. Management agreed to implement the recommendations.

Retail Customer Experience 

Program MS-AR-13-010 7/9/2013 $54.5

Report Results: Our report found the Postal Service has an opportunity to improve the effectiveness of its Retail Customer 

Experience (RCE) Program by placing a greater emphasis on customer satisfaction and revenue generation. The program 

scoring system did not sufficiently factor in customer satisfaction and revenue growth variables. As a result, the OIG estimated the 

Postal Service could generate $15.4 million in additional revenue in FY 2014 if it placed greater emphasis on revenue generation and 

customer satisfaction variables in the RCE Program’s scoring system. Management disagreed with the recommendation; however, 

they agreed to evaluate the RCE Program, assess the value generated by this program, and review Wait-Time-in-Line criteria.

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 22
Appendix B: Fieldwork 

Observation Summary

District Atlanta Baltimore Capital Greater 

SC Greensboro Mid-Carolinas No VA Richmond Totals

Facility

Atlanta, GABostwick, GACavetown, MDDavidsonville, MDBarnesville, MDLaurel, MD (Laurel PO and Annex)Laurel, MD (Montpelier Station)McColl, SCBallentine, SCBurlington, NCWinston-Salem, NCPotecasi, NCCedar Island, NCCatawba, SCFayetteville, NCNewton Grove, NCLovettsville, VANewport News, VAWillis Wharf, VAMechanicsville, VANo IssueDeficiencyNot Applicable or Not ObservedDeficiency %

Building Appearance

Is the building clean and well 

maintained? ü ü D D ü D D D ü ü D D ü ü D ü ü ü ü D 11 9 0 45%

Are paint, plaster, wall, floor, and 

ceiling coverings in good condition? D D D ü ü D D ü ü ü D D ü ü ü D ü D ü D 10 10 0 50%

Is the lobby inviting? D ü ü ü ü D D ü ü ü D D ü ü D D ü ü ü ü 13 7 0 35%

Is landscaping well maintained and 

is all excessive equipment removed 

from the facility? 

ü ü ü ü X2 D X1 ü ü ü ü ü ü ü ü ü ü ü ü X1 16 1 3 5%

Is there sufficient lighting inside/

outside the facility? ü D ü D ü ü D D ü D D D ü ü D ü ü D D D 9 11 0 55%

Are docks, platforms, and parking 

areas properly marked? ü ü D ü ü D X1 ü X1 ü ü ü ü ü ü ü ü ü ü D 15 3 2 15%

Building Safety and Security

Are non-retail doors of the facility 

secured and are all vehicles locked 

and empty of mail?

ü ü ü ü D D ü ü ü D D ü D* ü ü ü D D ü D 12 8 0 40%

Is the building free of obvious 

OSHA safety hazards? D ü D ü D D D D ü D D D ü ü D ü ü D ü D 8 12 0 60%

 – No deficiency D – Deficiency X1

 – Not applicable X2 – Not observed

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 23
District Atlanta Baltimore Capital Greater 

SC Greensboro Mid-Carolinas No VA Richmond Totals

Facility

Atlanta, GABostwick, GACavetown, MDDavidsonville, MDBarnesville, MDLaurel, MD (Laurel PO and Annex)Laurel, MD (Montpelier Station)McColl, SCBallentine, SCBurlington, NCWinston-Salem, NCPotecasi, NCCedar Island, NCCatawba, SCFayetteville, NCNewton Grove, NCLovettsville, VANewport News, VAWillis Wharf, VAMechanicsville, VANo IssueDeficiencyNot Applicable or Not ObservedDeficiency %

Are there other safety concerns? D ü D D D D D D ü ü D ü ü D D ü ü ü ü D 9 11 0 55%

Customer Complaints

Are one or more customer 

complaint control logs maintained at 

the facility? 

D D D D D D ü D D D D D ü D D D D D D D 2 18 0 90%

Are all initial contacts and final 

responses with the customer 

made within required timeframes, 

after receiving the comment or 

complaint? 

D D D D D D X2 D D D D D ü D D D D D D D 1 18 1 90%

Workplace Environment and Workplace Violence

CA-10, What a Federal Employee 

Should Do When Injured at Work. 

Is the CA-10 posted for review by 

employees?

D D D D D D D ü D ü D D ü D ü D D D D D 4 16 0 80%

Are the 3165 (English) and 3167 

(Spanish) OSHA posters on 

display?

D D ü D D ü ü D D ü ü D ü D ü D D ü ü D 9 11 0 55%

The facility EAP (ELM 820) is 

required at facilities with more than 

10 employees. Is the EAP posted 

for review by employees?

D X1 X1 ü X1 ü X1 X1 X1 ü ü X1 X1 X1 ü ü ü ü X1 X1 8 1 11 5%

 – No deficiency D – Deficiency X1

 – Not applicable X2 – Not observed

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 24
District Atlanta Baltimore Capital Greater 

SC Greensboro Mid-Carolinas No VA Richmond Totals

Facility

Atlanta, GABostwick, GACavetown, MDDavidsonville, MDBarnesville, MDLaurel, MD (Laurel PO and Annex)Laurel, MD (Montpelier Station)McColl, SCBallentine, SCBurlington, NCWinston-Salem, NCPotecasi, NCCedar Island, NCCatawba, SCFayetteville, NCNewton Grove, NCLovettsville, VANewport News, VAWillis Wharf, VAMechanicsville, VANo IssueDeficiencyNot Applicable or Not ObservedDeficiency %

The facility FPP (ELM 820) is 

required at facilities with more than 

10 employees. Is the FPP posted 

for review by employees?

D X1 X1 D X1 X1 X1 X1 X1 ü D X1 X1 X1 ü X1 X2 ü X1 X1 3 3 14 15%

Are emergency contact numbers 

placed by each phone? If all 

phones in the facility do not have 

emergency contact numbers, is 

there an alarm system or some 

other mechanism in place that 

would justify not having emergency 

contact numbers by each phone?

D ü ü D ü ü ü D D D ü ü ü ü D ü D ü ü D 12 8 0 40%

Although not required, does 

the facility have an OIG poster 

displayed? 

D ü ü D ü D D ü D ü ü ü ü D ü D ü ü ü D 12 8 0 40%

Does the facility have the Zero 

Tolerance Policy and Reporting 

Procedures poster displayed?

D ü D ü D D D D ü ü ü ü ü D ü ü ü ü ü ü 13 7 0 35%

Does the facility have a 7 Rules and 

Regulations Governing Conduct on 

Postal Property poster displayed? 

D ü D ü D ü ü ü ü D D ü ü ü ü ü D ü ü ü 14 6 0 30%

Other

Is the facility handicap accessible? ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü 20 0 0 0%

Totals

No Issue 6 12 8 10 8 6 6 9 11 13 8 9 17 11 12 12 12 13 14 4

Deficiency 14 6 10 10 9 13 9 9 6 7 12 9 0 7 8 7 7 7 4 13

Not Applicable or Not Observed 0 2 2 0 3 1 5 2 3 0 0 2 3 2 0 1 1 0 2 3

 – No deficiency D – Deficiency X1

 – Not applicable X2 – Not observed

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 25
Appendix C: 

Management’s Comments

Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 26
Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 27
Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 28
Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 29
Facility Condition Reviews – Capital Metro Area

Report Number SM-AR-16-009 30

Contact us via our Hotline and FOIA forms. 

Follow us on social networks.

Stay informed.

1735 North Lynn Street 

Arlington, VA 22209-2020

(703) 248-2100