Office of Inspector General

Semiannual Report to Congress

October 1, 2012 — March 31, 2013
Mission Statement

The mission of the U.S. Postal Service Office of Inspector General is 

to conduct and supervise objective and independent audits, reviews, 

and investigations relating to Postal Service programs and operations to:

 Prevent and detect fraud, theft, and misconduct;

 Promote economy, efficiency, and effectiveness;

 Promote program integrity; and

Keep the Governors, Congress, and Postal Service management 

informed of problems, deficiencies, and corresponding corrective actions.
A message from the Inspector General

The Office of Inspector General (OIG) — with the support of the Governors, Congress, and U.S. Postal Service 

management — plays a key role in maintaining the integrity and accountability of America’s postal service, its 

revenue and assets, and its employees through our audit and investigative work.

This report, submitted pursuant to the Inspector General Act, outlines our work and activities for the 6-month period 

ending March 31, 2013. In the first section of this issue, we highlight audits and reviews that address the Postal 

Service’s goals of improving service, generating net income, and improving the workforce and workplace. We also 

include work that reviewed Postal Service efforts in meeting regulatory requirements and reporting obligations. The 

second section highlights investigations conducted during this reporting period that contributed to safeguarding the 

Postal Service’s revenue and assets and helped deter postal crimes.

Postal Service executives often work closely with their OIG counterparts to identify problems and collaborate on 

solutions. These efforts have resulted in significant savings opportunities. During this period, we issued 92 audit 

reports, management advisories, and PARIS risk models, and the Postal Service accepted 92 percent (60 of 65) of 

the OIG’s significant recommendations.

In addition, we conducted 1,656 investigations that led to 260 arrests and nearly $2 billion in fines, restitutions, 

and recoveries, of which $72 million went to the Postal Service. Notably in this reporting period, the Postal Service 

received $40 million from a criminal fine paid by a pharmaceutical company as part of a major healthcare fraud 

settlement. The OIG helped investigate this case, along with other agencies.

We have engaged stakeholders through our blog, Audit Project Pages, other social media outlets, and through 

roundtable discussions of reports, which encourage direct feedback and also promote transparency and 

accountability. We continue to rely on data modeling tools and analytics to focus our efforts on high-risk areas of 

the Postal Service to produce valuable work. These tools help us find the root causes of weaknesses in postal 

operations, and to offer solutions. 

I look forward to working with the Governors, Congress, and Postal Service management as we address 

the challenges ahead.

David C. Williams

Inspector General
Summary of Performance 

October 1, 2012 — March 31, 2013

AUDITS

Reports issued 92

Significant recommendations issued 65

Total reports with financial impact 15

 Funds put to better use $266,601,430

 Questioned costs $386,239,273

 Revenue Impact $103,345,727

TOTAL $756,186,430

INVESTIGATIONS 1

Investigations Completed 1,693

Arrests 260

Indictments/Informations 178

Convictions/pretrial diversions 2 299

Administrative actions 860

Cost Avoidance $225,278,052

Fines, Restitution, and Recoveries $2,016,953,988

 Amount to the Postal Service 3 $72,434,428

OIG HOTLINE CONTACTS

Telephone calls 33,257

E-Mail 24,645

Standard Mail 815

Voice Mail Messages 456

Facsimile — FAX 243

National Law Enforcement Communications Center 279

TOTAL CONTACTS 59,695

1

 Statistics include joint investigations with other law enforcement agencies.

2

 Convictions reported in this period may be related to arrests in prior reporting periods.

3

 Amounts include case results of joint investigations with other OIG, federal, state, and local law enforcement entities.
TABLE OF CONTENTS

INTRODUCTION

Introduction .............................................................................................................................................................................. 2

Office of Audit: Advertising Program Needs Better Monitoring....................................................................................................... 3

Office of Investigations: Abbott Laboratories Pays $40 Million to Postal Service............................................................................. 3

OFFICE OF AUDIT

Audit Work by Strategic Goals.................................................................................................................................................... 4

Provide High-Quality Service...................................................................................................................................................... 4

Generate Net Income ................................................................................................................................................................ 5

Improve Workplace and Workforce ........................................................................................................................................... 10

Corporate Responsibility.......................................................................................................................................................... 12

OFFICE OF INVESTIGATIONS

Financial Fraud ........................................................................................................................................................................14

Healthcare Fraud .....................................................................................................................................................................15

Mail Theft ................................................................................................................................................................................17

Official Misconduct...................................................................................................................................................................18

Contract Fraud.........................................................................................................................................................................19

SPECIAL FEATURES

Best Value in the Purchasing Process......................................................................................................................................... 5

Federal Shipping....................................................................................................................................................................... 6

Postal Service Financial Condition .............................................................................................................................................. 7

Financial Audits......................................................................................................................................................................... 8

Causes of the Postal Service FERS Surplus and Causes of the Postal Service FERS Surplus – Update ............................................ 9

Lessons Learned from Mail Processing Network Rationalization Initiatives; 

and Lessons Learned from Retail Network Optimization Initiatives.............................................................................................. 11

Controls to Detect Money Order Fraud...................................................................................................................................... 13

Major Fraud Investigations Division........................................................................................................................................... 19

APPENDICES

APPENDIX A — Reports Issued to Postal Service Management ................................................................................................. 20

Reports with Quantifiable Potential Monetary Benefits...................................................................................... 21

Report Listing ................................................................................................................................................ 22

APPENDIX B — Findings of Questioned Costs.......................................................................................................................... 25

APPENDIX C — Recommendations That Funds Be Put to Better Use ......................................................................................... 26

APPENDIX D — Other Impacts................................................................................................................................................ 27

APPENDIX E — Reports with Significant Recommendations Pending Corrective Actions.............................................................. 29

APPENDIX F — Significant Management Decisions in Audit Resolution...................................................................................... 48

APPENDIX G — Status of Peer Review Recommendations........................................................................................................ 48

APPENDIX H — Investigative Statistics .................................................................................................................................... 49

APPENDIX I — Summary of U.S. Postal Inspection Service Investigative Activities Under Title 39 USC § 3005 & 3007................. 50

APPENDIX J — Closed Congressional and Board of Governors’ Inquiries................................................................................... 51

SUPPLEMENTAL INFORMATION

Freedom of Information Act ..................................................................................................................................................... 57

Workplace Environment .......................................................................................................................................................... 57

Acronym Guide....................................................................................................................................................................... 58
Office of 

Investigation Introduction

Introduction

The OIG is expected to ensure efficiency, accountability, and integrity in the Postal 

Service. We also have the distinct mission of helping to maintain confidence in the 

mail and the postal system, as well as to improve the Postal Service’s bottom line. The 

OIG uses audits and investigations to help protect the integrity of the Postal Service, 

an important part of the Postal Service’s value. On the next page we feature an audit 

and investigation from the reporting period that highlight the work we do to fulfill 

our mission. 
October 1, 2012 — March 31, 2013 3

INTRODUCTION

Office of Audit: Advertising Program Needs Better Monitoring

Our audit report found that the Postal Service did not adequately monitor its two largest advertising 

contracts, threatening the effectiveness and integrity of its advertising program. The Postal Service 

did not clearly define or understand the roles and responsibilities of the primary team members for 

its major advertising contractors, to whom it paid $10 million in fiscal year (FY) 2011. The Postal 

Service paid $631,712 in questionable bonuses to the contractors in FYs 2011 and 2012, and did 

not sufficiently track or allocate certain advertising costs, nor did it comply with internal controls for 

certifying and retaining advertising invoices. 

Senior management expressed concern over these contracts during our audit and allowed the major 

advertising contract to expire. They have taken significant steps to restructure advertising contract 

processes for consistency with current industry practices and to maximize the effectiveness of the 

Postal Service’s advertising investments. We recommended the Postal Service establish a clearly 

defined process to evaluate contractors; and appropriately review, certify, and maintain invoices. We 

also recommended the agency track contractor labor costs and appropriately allocate advertising 

costs. 

Management stated that the new competitive advertising contracts will not contain incentive fee 

payments and, through renegotiations and modifications, they removed the incentive payment option 

from the one remaining legacy contract. Management also plans to develop a new internal process 

for properly reviewing, certifying, and maintaining invoices. New contracting officer’s representatives 

(CORs) will be instructed on these processes, and they are taking COR and ethics training. 

Management also plans to perform periodic reviews to ensure compliance, while Marketing and Sales 

officials plan to develop and communicate an internal process for certifying invoices. Management 

determined that the current tracking system captures labor costs so they are developing a custom 

report that will show these costs. Management is also assessing the current tracking system to 

determine the associated costs and feasibility of allocating costs to specific advertising campaigns. 

Office of Investigations: Abbott Laboratories Pays $40 Million 

to Postal Service

The OIG’s participation in the investigation of Abbott Laboratories and its unlawful promotion of its 

prescription drug Depakote contributed to the Postal Service receiving $40 million in criminal fines 

against the company. The Postal Service received the fine payment in this reporting period. Abbott 

Laboratories agreed to pay the government $1.5 billion to resolve its criminal and civil liability arising 

from the company’s unlawful promotion of Depakote for uses not approved as safe and effective by the 

Food and Drug Administration (FDA). Abbott admitted it maintained a specialized sales force trained 

to market Depakote in nursing homes for the control of agitation and aggression in elderly dementia 

patients, despite the absence of credible scientific evidence that Depakote was safe and effective for 

that use. 

The investigation revealed the company had defrauded the Postal Service of about $1.1 million through 

insurance reimbursements to recipients of Office of Workers’ Compensation Program benefits. In 

addition to the criminal fines, $1.1 million in restitution is pending within a civil settlement between the 

Postal Service and Abbott Laboratories. 

An OIG audit found the Postal Service did not adequately 

monitor its two largest advertising contracts. Above, an 

image from the Postal Service’s popular Priority Mail Flat 

Rate advertising campaign.

(Left) The Postal Service received $40 million in a criminal fine payment from Abbott Laboratories as 

part of the company’s settlement of charges that it unlawfully promoted its prescription drug Depakote. 

The OIG participated in a joint investigation with other federal agencies, which revealed that the company 

had defrauded the Postal Service through insurance reimbursements to recipients of Office of Workers’ 

Compensation Program benefits. 
Office of 

Audit

SIGNIFICANT AUDIT WORK BY STRATEGIC GOALS

In this section, the Office of Audit (OA) assesses the Postal Service’s progress toward 

the strategic goals articulated in Progress and Performance – FY 2012 Annual 

Report to Congress and Comprehensive Statement on Postal Operations. The Postal 

Service publishes several reports that respond to different legislative requirements, 

which provide stakeholders with an accounting of their activities and results. We 

have aligned our work with the general goals the Postal Service has set out in the 

annual report. 

same information. It is important that managers 

have pertinent data, systems, and reports to 

manage operations and make informed and 

timely decisions. We recommended management 

identify data systems, and reports that meet the 

needs of managers in customer service operations 

and provide training to managers on accessing 

and using reports. Management stated they will 

collaborate with area officials to ensure compliance 

with this recommendation. They also plan to 

provide training as needed to customer service 

managers on accessing and using reports.

Fall Mailing Season: Customer 

Service Feedback

The OIG received customer service feedback 

during a review of the Postal Service’s preparation 

for the FY 2013 fall mailing season, which we 

wanted to immediately bring to the attention 

Management Response 

to Audit Work

OA adheres to professional audit 

standards and generally presents 

its audit work to management for 

comments prior to issuing a final 

report. Unless otherwise noted in 

the selected audit work discussed 

in this report, management has 

agreed or partially agreed with our 

recommendations and is taking or 

has already taken corrective action 

to address the issues raised.

GOAL 1: PROVIDE HIGH-QUALITY SERVICE 

The Postal Service’s priority is to provide timely, reliable delivery and improved customer service 

across all access points. Specifically, it is focusing on the quality and consistency of service 

as well as the speed and reliability of end-to-end mail delivery for all product lines.

Data Usage in Retail Operations

With 11 systems/models in its retail operations that 

contain hundreds of data elements and generate 

250 reports, the Postal Service has a substantial 

amount of information to manage. We found that 

some managers did not know how to use these 

system models and data. Further, 10 prior OIG and 

Government Accountability Office reports describe 

numerous data usage, availability, and accuracy 

issues involving retail operations. These concerns 

arose because Postal Service officials had not 

developed and implemented a strategy to identify 

key retail data, systems, and reports for managers 

in customer service operations. Furthermore, 

some managers did not receive training or found 

training to be ineffective, experienced difficulty 

locating Retail Data Mart reports, or accessed and 

used other retail systems and reports that they 

indicated were more user friendly and provided the 

Customer feedback prompted an audit on the fall mailing season, which found that excessive mail transport 

equipment at a processing facility caused congestion on the floor and added to mail delays because the mail could 

not be properly staged for processing. 
October 1, 2012 — March 31, 2013 5

GOAL 1: PROVIDE HIGH-QUALITY SERVICE

of the Postal Service. Generally, the Postal 

Service’s performance is challenged in the fall 

due to higher-than-normal Standard Mail volume 

because of increases in advertising for back-toschool time and the winter holidays. In the past, 

mailers have expressed concern with the agency’s 

performance during the fall mailing season 

with regard to timely processing of mail and the 

availability of mail transportation equipment. 

The Postal Service made significant progress 

in reducing the amount of delayed mail at the 

43 largest mail processing and distribution 

centers during the 2013 fall mailing season. 

Delayed mail declined from the prior fall mailing 

season by 56 percent and service performance 

achievement scores rose to 90.7 percent. We 

attribute much of the decline in delayed mail to 

management’s emphasis on timely processing 

of mail to include a readiness checklist and 

expanded use of the Intelligent Mail barcode. 

While we commend the Postal Service for 

these improvements, opportunities remain to 

further reduce the amount of delayed mail. We 

found that mail was not always properly staged 

for first-in first-out processing due to floor 

congestion caused by excess mail transportation 

equipment, such as mail tubs and trays. As a 

result, the Postal Service cannot ensure the 

timely processing, dispatch, and delivery of 

Standard Mail. Although delayed mail experienced 

a downward trend, any amount of delayed mail 

could result in revenue loss, as affected mailers 

and customers seek other alternatives. We 

recommended ensuring that all field personnel 

properly color code Standard Mail in accordance 

with Postal Service policy and properly store mail 

transportation equipment to facilitate mail flow.

Residential Customer Service Experiences 

The Postal Service’s actions for measuring and 

improving the service experiences of its residential 

customers are sound, but could be enhanced, by 

improving the Customer Experience Measurement 

(CEM) survey. With the growth in customer use 

of alternate access channels, such as self-service 

kiosks, the Postal Service would benefit from 

measuring customer experiences at these channels. 

The Postal Service has taken positive actions to 

improve residential customer service experiences; 

however, additional attention is needed to ensure 

the agency implements corrective actions promptly, 

meets its CEM goals, and monitors residential 

customer experiences as it implements operational 

changes that may impact those experiences. 

We recommended the Postal Service update the 

CEM survey to identify the location of the recipient’s 

experience, measure experiences at other access 

channels, develop a strategy for implementing 

corrective actions in a timely and responsive 

manner, and ensure monitoring of residential 

customer experiences as operational changes are 

implemented. Management is currently reassessing 

all CEM survey tools and will evaluate the proposed 

survey change to add specific customer service time 

and location data by March 2014. Management 

will also assess the feasibility of developing costeffective and actionable data across all postal 

channels by March 2014. It will also build upon the 

foundation of the Customer Experience Essentials 

program, and develop a strategy to design and 

implement actionable programs to improve the 

customer experience by December 2013; and 

implement a program to generate data that will 

identify and resolve customer concerns associated 

with operational changes by December 2013.

Accenture Federal Services Contracts 

Our report found that Accenture Federal Services, 

LLC, made policy changes to address six of 

eight Defense Contract Audit Agency (DCAA) 

recommendations, but did not fully address 

recommendations to conduct periodic reviews of 

its estimating system or to monitor actual costs 

to estimated costs. Postal Service contracting 

officials did not obtain and assess the Information 

Technology subject matter experts’ technical 

analyses for eight proposals, valued at $8.2 

million to support the reasonableness of labor 

categories and hours. The Postal Service was 

not included in the U.S. Department of Justice 

(DOJ) settlement with Accenture that resolved 

Best Value in the Purchasing Process 

“Best value” is the basis of all Postal Service 

sourcing decisions and determined by an analysis 

of a contract solicitation’s evaluation factors and 

weightings in combination with a price analysis. 

Past performance and supplier capability are 

mandatory factors that contracting officials must 

evaluate during the purchasing process, while 

some form of price analysis is required for every 

purchase. Our report determined that Postal 

Service contracting officials did not provide 

evidence that they achieved best value when 

awarding contracts. Specifically, contracting 

officials did not maintain evidence to support 

assessments of supplier past performance, 

supplier capability, price or cost analysis, or 

required review and approvals for 60 of the 

105 purchases reviewed, valued at more than 

$327 million. Further, contracting officials 

incorrectly coded contract information in the 

Contract Authoring Management System for nine 

purchases, valued at about $34 million. Finally, 

without complete files, contracting officials are 

unable to make informed contract management 

decisions. We recommended contracting 

managers conduct periodic reviews of electronic 

and physical contract files and update the contract 

file transfer process. We also recommended 

that management direct contracting officials and 

higher level approvers to ensure the accuracy 

of contract information and adhere to Supplying 

Principles and Practices.

GOAL 2: GENERATE NET INCOME

The Postal Service faces the challenge of improving service while simultaneously working to cut costs. 

Following are examples of work we conducted in this area to help the Postal Service improve operational 

efficiencies and to decrease the risk of revenue loss.

allegations of kickbacks, rigged bids, and 

fraudulently inflated prices because it was 

aware of and allowed Accenture to charge 

fees for acquiring third-party hardware and 

software. We recommended management 

require Accenture to correct the remaining DCAA 

report deficiencies and revise policy to address 

reported issues. Management took corrective 

action by working with Accenture to correct the 

remaining two items that DCAA recommended.

Caller and Reserve Service Operations

Caller service is a premium service, available 

for a fee, to customers that want to pick up their 

mail at a designated Postal Service unit. The 

With the growth in customer use 

of alternate access channels, 

such as self-service kiosks, the 

Postal Service would benefit 

from measuring customer 

experiences at these channels. 
6 Semiannual Report to Congress

GOAL 2: GENERATE NET INCOME

service is geared to customers that routinely receive 

more mail than can be delivered to the largest 

installed Post Office Box or need to collect mail 

periodically during the day. The OIG determined 

that the Postal Service did not effectively manage 

caller and reserve service operations to collect all 

revenue it was due. Employees did not enforce 

applicable caller and reserve service policies or 

procedures and did not always charge customers for 

caller and reserve services provided. For example, 

employees did not always review accounts to 

determine whether customers had paid all required 

fees. Further, the Postal Service did not establish a 

system to measure program effectiveness, such as 

monitoring results of annual caller service reviews. 

As a result, we identified $3.8 million in annual 

revenue the Postal Service is at risk of losing. We 

also identified $415,000 of annual revenue loss 

attributed to unpaid caller and reserve fees.

Consigned Vehicle Parts 

Our report identified opportunities for the Postal 

Service to reduce costs for consigned vehicle 

parts. Supervisors did not consistently monitor 

physical inventories and personnel did not 

always adequately determine whether Postal 

Service-owned parts were available. As a result, 

management could not ensure accurate parts 

issuance and expensing, and suppliers could 

inappropriately charge the Postal Service for parts. 

Also, vehicle maintenance facility (VMF) personnel 

did not consistently determine whether warranties 

were available or adequately validate parts’ credits. 

We estimated that vehicle maintenance facilities 

could have obtained an additional $750,000 

in annual warranty reimbursements and about 

$345,000 in annual parts credits. We also noted 

that accounting adjustments were nominal and 

the Postal Service had procedures in place to 

address them. We recommended developing and 

implementing nationwide policies and procedures 

for VMF personnel to use during consigned parts 

inventories for identifying, obtaining, and returning 

reimbursements for parts under warranty; and for 

returning vehicle parts that can be remanufactured 

and verifying the associated credits. We also 

recommended enhancing Solution for Enterprise 

Asset Management (SEAM)-Vehicle Maintenance 

reporting capabilities and implementing nationwide 

procedures to capture all warranties during the 

SEAM - Vehicle Maintenance implementation phase.

Management disagreed, in part, with our 

recommendations, stating that consignment 

suppliers are authorized to schedule and perform an 

inventory count for their parts for each VMF on an 

annual basis and our audit did not fully describe the 

process for making inventory corrections resulting 

from these counts. Management also thought that 

our calculation of other impacts was flawed and 

that using the consignment vendor’s system would 

cost in excess of $5 million annually, noting that 

SEAM-Vehicle Maintenance will allow identification 

of potential available warranties without adding 

extra hours researching individual parts. Finally, 

management disagreed with the monetary impact 

related to establishing nationwide requirements for 

cores and core credits, noting that the monetary 

impact did not appear to take into consideration 

loss reimbursements due to damaged cores.

Federal Shipping 

Competitors to the Postal Service have consistently captured more than 98 

percent of shipping revenue from federal agencies through General Services 

Administration (GSA) contracts. Although the federal shipping market from 

GSA contracts was estimated at $336.9 million in FY 2012, the Postal Service 

earned only $4.8 million of this revenue, or less than 2 percent of the overall 

market. In addition, the Postal Service earned $95.9 million from shipping 

services for federal agencies outside the GSA contracts during FY 2012. 

The Postal Service has opportunities to increase its share of this market 

by overcoming challenges that keep it from growing revenue in the federal 

shipping marketplace. Specifically, major challenges include pricing 

inflexibility and the lack of 2- and 3-day guaranteed express delivery 

products. In addition, the Postal Service faces challenges resulting from 

late entry into the GSA market, the size and structure of its federal sector 

sales force, and the limited number of payment methods it accepts. Further, 

the Department of Defense provides preferential treatment to shippers 

that have their own air fleet and agree to make that fleet available during 

a national defense crisis. By overcoming these challenges, and enhancing 

customer intelligence to identify those federal agencies that predominantly 

ship lightweight packages, we estimate the Postal Service could generate 

$17.4 million of additional revenue annually during FYs 2013 and 2014, 

and could have avoided lost revenue of $21.4 million during FY 2011 

and $17.4 million for FY 2012. We recommended the Postal Service 

address the challenges it faces in the federal shipping marketplace and 

enhance customer intelligence on federal agencies’ shipping practices.

Management is addressing the current GSA contract pricing structure and 

plans to discuss payment methods and product selection for the federal 

sector. Management did not agree with the estimated $34.8 million in 

revenue that could be generated during FYs 2013 and 2014 should they 

overcome the challenges that keep it from growing revenue in the GSA 

marketplace, stating that the lack of detailed data on the characteristics of 

federal shipments makes it nearly impossible to predict a value for Postal 

Service potential. Management also stated that revenue growth depends 

on competitive pricing and product offerings and, until these challenges 

are addressed, it is difficult to fully understand the extent of revenue that 

can be generated from federal shipping. Finally, as the Pricing group 

works toward determining the value of 2- and 3-day guaranteed express 

delivery products, management will conduct further research and learn 

more about federal agency shipping practices. Pending an evaluation, 

management will determine the next steps to take by January 2014.

Postal Service personnel did not consistently monitor 

availability of Postal Service-owned vehicle parts, 

leading to the potential for inappropriate charges on 

consigned vehicle parts, an OIG audit determined.
October 1, 2012 — March 31, 2013 7

GOAL 2: GENERATE NET INCOME

Express Mail Corporate Account Revenue 

Our report found that the Postal Service did not 

collect all revenue for services provided to Express 

Mail Corporate Account (EMCA) customers. 

Personnel did not follow acceptance procedures 

or use existing management reports to identify 

mail processing facilities not complying with 

procedures to properly accept Express Mail 

packages. In addition, delivery unit personnel 

were not required to provide additional safeguards 

against uncollected revenue, such as processing an 

acceptance transaction when scanning individual 

Express Mail pieces for delivery. We recommended 

management use available management reports 

to identify and notify mail processing facilities not 

following Postal Service procedures to improve 

full acceptance transactions for Express Mail 

corporate account pieces. They should also 

update and reissue procedures for delivery units 

to identify and properly accept corporate account 

pieces that have not yet been accepted. 

Management disagreed with our monetary impact, 

stating that uncollected EMCA revenue cannot 

be definitively determined based on the data and 

methodology we used. Further, they believe we 

provided no information in our report to verify 

that our methodology resulted in a reasonable 

estimate nor was there enough information to 

validate the estimated potential revenue loss. In 

addition, management noted an incorrect number 

in our monetary impact calculations. Management 

stated that, although they still have reservations 

regarding our findings, they will review their 

procedures for compliance with EMCA policies 

and collaborate with the areas to reissue policies 

and procedures regarding proper acceptance.

FedEx Container Weights 

Restrictions in the Postal Service/FedEx contract 

may result in FedEx transporting less-than-full 

containers. Our report determined that although 

it may not always be feasible to fill Postal Service 

containers transported on FedEx to their maximum 

allowable weight, the contract restricts the agency 

to air container weights that are less than what 

the containers can actually hold and less than 

what FedEx advertises to its other customers. 

The contract also specifies the maximum gross 

weights allowed for each air container type. We 

were unable to assess the overall impact on 

transportation costs since historical data does not 

exist and collecting representative current data 

was not feasible. However, if the FedEx contract 

(including any renewals) incorporated higher air 

container maximum weights, where feasible, the 

Postal Service could significantly reduce contract 

transportation costs by using fewer heavier 

weight containers and paying for less of the 

unused cubic footage. Costs to fly this mail are 

Postal Service Financial Condition

Revenue and Volume — The Postal Service continues to experience 

significant financial challenges. It ended fiscal year 2012 (Oct. 1, 2011 

– Sept. 30, 2012) with a record net loss of $15.9 billion, compared to a 

net loss of $5.1 billion for the same period last year. Of that loss, $11.1 

billion was attributed to 2 years of the statutorily mandated Retiree Health 

Benefit (RHB) prefunding requirement. And $5.5 billion of that $11.1 billion 

was originally associated with the fiscal year 2011; however, legislation 

moved the required payment to FY 2012. Without the legislation, the 

FY 2012 loss would have been reduced to about $10.4 billion, while 

the FY 2011 loss would have increased to about $10.6 billion.

In the first quarter of FY 2013, revenue from First-Class Mail, the Postal 

Service’s most profitable service category, decreased $237 million, or 

3.1 percent, from the same period last year, with a volume decrease of 

834 million pieces, or 4.5 percent. Standard Mail revenue increased $141 

million, or 3.1 percent, in the first quarter of 2013, compared to 2012, 

on a volume increase of 783 million pieces, or 3.6 percent. This increase 

is largely attributable to official and political campaign mail related to the 

presidential and congressional elections mailed during the quarter. 

Shipping and Packages revenue continued to show solid growth in 

the 3 months ending December 31, 2012, which was the end of 

the first quarter of FY 2013. Shipping and Package revenue in the 

first quarter increased $154 million or 4.7 percent over 2012 first 

quarter results. The increases are attributable to the growth of online 

shopping and the success of Postal Service marketing campaigns.

Liquidity Concerns — The Postal Service’s liquidity position has improved 

slightly from September 30, 2012, due to increased cash receipts during 

the fall election and holiday mailing seasons. The Postal Service was able to 

make its annual payment of about $1.4 billion to reimburse the Department of 

Labor (DOL) for workers’ compensation expenses in October 2012. Current 

projections indicate that the Postal Service will be unable to make the required 

$5.6 billion retiree health benefits prefunding payment due by September 30, 

2013. The Postal Service held total cash of $2.9 billion and $2.3 billion for the 

periods ending December 31, 2012, and September 30, 2012, respectively, 

and had no remaining borrowing capacity on its $15 billion debt ceiling. 

Cost Cutting — The Postal Service continues to aggressively pursue 

strategies to increase efficiency and to improve its liquidity position. These 

measures include consolidating the mail processing, retail, and delivery 

networks to better align them with mail volumes. Since 2006, the Postal 

Service has reduced its annual cost base by about $15 billion and reduced 

the size of its career workforce by 168,000 or 24 percent. The Postal Service 

Board of Governors has directed management to accelerate the restructuring 

of Postal Service operations to further reduce costs to strengthen Postal 

Service finances. The Postal Service continues to seek legislation to provide 

it with greater flexibility to control costs and generate new revenue.

Sarbanes-Oxley — There have been no changes in the Postal Service’s 

internal controls over financial reporting for the quarter ending December 

31, 2012, that have materially affected, or are reasonably likely to materially 

affect, the Postal Service’s internal controls over financial reporting. 

FedEx holds an air transport contract with the Postal 

Service. An OIG audit found that if the FedEx contract 

incorporated higher air container maximum weights, 

the Postal Service could reduce contract transportation 

costs by using fewer heavier weight containers and 

paying for less unused cubic footage.
8 Semiannual Report to Congress

Goal2: GENERATE NET INCOME

Financial Audits 

During this period we audited Postal Service installations and their financial 

statements. We also assessed the accuracy of management data to help 

preserve the integrity of Postal Service processes and personnel. By focusing 

on key vulnerabilities of Postal Service installations, auditors showed how 

the Postal Service can further protect the integrity of the mailstream.

We performed separate audits of selected financial activities and accounting 

records at Postal Service headquarters and at the three Information 

Technology and Accounting Services in St. Louis, MO; San Mateo, CA; and 

Eagan, MN. We also conducted audits of the Board of Governors’ travel and 

miscellaneous expenses and Postal Service officers’ travel and representation 

expenses for FY 2012 and compensation for calendar year 2011. For most 

of these audits, we did not propose any adjustments, but we did identify 

various control deficiencies that were not significant to the overall financial 

statements and did not affect the overall adequacy of internal controls. 

Following is a summary of the financial audits performed in support of the 

independent public accounting (IPA) firm’s opinion on the Postal Service’s 

financial statements and internal controls over financial reporting.

Fiscal Year 2012 Postal Service Financial Statements Audits 

These reports present the results of our audits of the financial activities and 

accounting records at headquarters and Eagan, St. Louis, and San Mateo 

Accounting Services for FY 2012. We noted the Postal Service’s financial 

accounting policies and procedures provided for an adequate internal 

control structure and complied with accounting principles. In addition, 

accounting transactions were fairly stated and general ledger account 

balances conformed to the general classification of accounts, therefore, we 

did not propose any adjusting entries to the financial statements. Finally, 

the Postal Service complied with laws and regulations having a direct and 

material effect on the financial statements, but did not comply with federal 

regulations regarding records retention for the Combined Federal Campaign 

(CFC) program or federal regulations regarding officer’ compensation. 

We recommended that management revise their records retention policy 

for the CFC to comply with federal regulations and they agreed to revise 

procedures to require retention of CFC pledge forms for 4 years. The 

planned action is scheduled for implementation by June 30, 2013. 

Throughout the year, we reviewed internal controls over financial reporting 

and identified control deficiencies. The Postal Service had two instances of 

noncompliance at the headquarters facility. One related to the suspension 

of the Postal Service’s obligation to the Federal Employee Retirement 

System and the other a default on two required prefunding payments to the 

Postal Service Retiree Health Benefit Fund. The Postal Service resumed 

the obligation and repaid amounts previously suspended. The Postal Act of 

2006 contains no provisions addressing a prefunding payment default. 

Postal Service Board of Governors’ Travel and Miscellaneous 

Expenses for Fiscal Year 2012 

Our report found travel and miscellaneous expenses were generally 

properly supported, reasonable, and in compliance with Postal Service 

policies and procedures and Board of Governors policies. However, 

the Board of Governors’ general policy does not contain guidelines for 

purchase and payment of official business-related dinners/meals or 

expenses with customers and other external stakeholders. Such guidelines 

should give consideration to the nature of the Postal Service’s business 

and the importance of building and maintaining customer relationships. 

When guidelines are not in place for dinners/meals or expenses related 

to external representation events, the risk of incurring questionable costs 

increases. We recommended the secretary of the Board of Governors 

develop policies and procedures for business representation dinners/

meals and expenses related to external representation events. 

Officers’ Travel and Representation Expenses for Fiscal Year 2012

Our report found officers’ travel and representation expenses totaling about 

$806,000 were properly supported and complied with Postal Service policies 

and procedures. 

Officer Compensation for Calendar Year 2011

The Postal Act of 2006 amended Title 39 of the United States Code 

and revised the cap on total compensation payable to Postal Service 

employees. Employees generally could not be paid more than $199,700 

for calendar year (CY) 2011. Exceptions allowed some to be paid up to 

$230,700 (the statute defines the Postal Service’s authority to award 

bonuses or other awards) or $276,840 for critical positions. Our report 

determined that, although the Postal Service complied with Postal 

Service policies and guidelines and IRS regulations for CY 2011, it did 

not always comply with annual officer compensation caps as stated in 

the Postal Act of 2006. We believe failure to comply is a result of the 

agency’s misinterpretation of the relevant statutory authority in the Act. 

We identified three officers whose compensation exceeded or otherwise 

failed to comply with the compensation caps imposed by the Act. As 

a result, during CY 2011, the Postal Service paid $110,011 above the 

limits. In response to our CY 2010 audit, management amended an 

officer’s employment agreement to more clearly link the incentive award 

to performance. However, because the amount of the award is set in 

advance by contract, we believe it is neither part of an “appraisal system” 

nor the result of any evaluation of “relative performance.” This change 

to the language does not address the concerns we raised last year. 

We recommended the Postmaster General (PMG) coordinate with the 

Board of Governors to ensure the Postal Service reports to the Office of 

Personnel Management and Congress a complete list of critical senior 

executive or equivalent positions allowed to receive total compensation in 

an amount not to exceed 120 percent of the total annual compensation 

payable to the vice president of the United States. We also recommended 

the PMG request an interpretation from the Government Accountability 

Office on whether annuity payments are considered in an employee’s total 

compensation and subject to the Postal Act of 2006 compensation caps. 

Management acknowledged the fundamental disagreement on the 

interpretation of the law and agreed to seek advice from the DOJ Office 

of Legal Counsel to resolve the issues identified in this report. We 

agree that an advisory opinion from the DOJ’s Office of Legal Counsel 

will better resolve the issues in this report. Management worked with 

us on the precise legal questions submitted. Management disagreed 

with our monetary impact and recommendation regarding submittal 

of a critical senior executive or equivalent positions list. They believe 

we based the recommendation and monetary impact on an incorrect 

finding that officer compensation exceeded the statutory compensation 

limit for FY 2011, adding that they already have a process to ensure 

the Postal Service adheres to the statutory compensation caps. 
October 1, 2012 — March 31, 2013 9

Goal 2: GENERATE NET INCOME

based on contract minimum volume obligations, 

with compensation based on the total amount of 

cubic feet of the air containers transported. We 

recommended increasing maximum allowable 

container weights when negotiating existing 

or future air transportation FedEx contracts 

with cubic-foot based compensation. 

Funnel Management Program

The Funnel Management Program diverts lower 

priority leads to lower cost sales channels that meet 

predetermined criteria. The Postal Service’s sales 

organization uses the Funnel Management Program 

to prioritize sales leads. Our report determined 

that opportunities exist for the Postal Service to 

improve the program by enhancing the automated 

process. We estimate this enhancement would 

increase sales revenue by $2.4 million per year.

Hybrid Mail Efforts 

The Postal Service could improve its hybrid mail 

efforts by developing a business strategy to increase 

the revenue and market share of its current hybrid 

mail products. Specifically, we noted that the Postal 

Service’s revenue with affiliated partners dropped 

58 percent between 2007 and 2011 because 

there was no strategic plan promoting hybrid mail 

products. Also, the agency’s agreements with 

its affiliated partners did not include measurable 

performance goals. In addition, these affiliated 

partners have a small share of the potential hybrid 

market for small- and medium-sized businesses, 

or about 3 percent of the estimated $200 million 

market for hybrid mail products. We suggested 

the Postal Service increase revenue by offering 

transactional mail, which includes invoices, 

statements, surveys, and reminders, and that it 

address related privacy issues. As a result, the 

Postal Service may have lost $4.1 million of potential 

revenue annually in FYs 2011 and 2012, and could 

potentially increase revenue by at least $3.8 million 

annually in FYs 2013 and 2014. We recommended 

developing a business strategy for hybrid mail and 

establishing measurable goals for affiliated partners 

to increase revenue. In September 2012, the Postal 

Service took partial corrective action by establishing 

revenue goals with the affiliated partners.

International Small Business Commerce 

Our report suggested the Postal Service further 

explore opportunities for providing products and 

services that facilitate international small business 

commerce. For example, while technology has 

helped facilitate a connection between buyers 

and sellers internationally, shortcomings still 

prevent completion of international small business 

transactions. We suggested the Postal Service 

leverage its relationships with foreign posts, 

its role as a trusted provider, and its expansive 

network to fill gaps that exist in international 

Causes of the Postal Service FERS Surplus and Causes of the Postal Service FERS Surplus – Update 

The Postal Service has had a persistent surplus in its share of the Federal 

Employees’ Retirement System (FERS) program since 1992. We asked the 

actuarial firm Hay Group to explore the causes of this surplus. Hay Group 

found that the postal FERS surplus resulted primarily from differences 

between Postal Service characteristics and the characteristics of the rest 

of the federal government and recommended using Postal Service-specific 

assumptions to measure the FERS liability. 

After the release of the initial white paper describing Hay Group’s results, the 

Office of Personnel Management (OPM) issued its annual estimate of the 

FERS surplus based on new economic and demographic assumptions. In 

response to this new information, Hay Group updated their previous estimate 

of the surplus using Postal Service-specific assumptions to reflect OPM’s 

changes. Hay Group found the projected surplus to be almost $12.5 billion as 

of FY 2012. Hay Group’s adjusted findings were released as an update to the 

original white paper.

These white papers recommended using Postal Service-specific assumptions, 

regardless of the effect on the surplus, as it provides a more accurate and 

stable estimate of Postal Service liability that is more likely to match the future 

payout stream. In addition, we suggested changes to the FERS program 

to set Postal Service contribution rates based on Postal Service-specific 

assumptions and to provide a mechanism for returning FERS surpluses once 

they have occurred.

Hybrid mail provides an opportunity for revenue growth for the Postal Service, but a stronger business strategy is 

needed to increase market share, an audit report determined.

e-commerce. By offering products and services 

to fill those gaps, the Postal Service has the 

opportunity to help facilitate growth in international 

e-commerce, and to boost the national and global 

economy by supporting small businesses. 

Military Mail Reimbursements 

The Postal Service should institute alternate 

payment processes that require the Department of 

Defense (DoD) and Department of State (DoS) to 

pay transportation costs directly to air carriers or 

other methods that reduce the cost to the Postal 

Service. This would allow the Postal Service to 

eliminate about $149,000 per year — the cost 

of borrowing funds to pay the airline carriers 

directly — and $17,000 in labor costs associated 

with the billing process. We also determined that 

the Postal Service does not have a process for 

identifying and seeking reimbursement for customer 

claims that can be traced to mail that either the 

DoS or DoD delays or damages. We estimate the 

Postal Service’s liability for these claims is at least 

$440,000 per year. Finally, we noted that the 

agreement between the Postal Service and the 
10 Semiannual Report to Congress

GOAL 3: IMPROVE WORKPLACE AND WORKFORCE

DoD is 33 years old and does not reflect current 

processes, including the method for reimbursing 

transportation costs. We recommended the 

Postal Service institute a payment process for 

interagency agreements that eliminates upfront 

payment of costs, establish a process to identify 

and receive reimbursement for customer indemnity 

claims, and update agreements with the DoD 

and DoS to reflect these new processes. 

Management stated they had already initiated use 

of the Intra-Governmental Payment and Collection 

(IPAC) system for payments when we began our 

audit and will continue to explore the feasibility 

of other payment methods while proceeding with 

the IPAC solution. Management did not agree 

with the estimated $149,000 per year savings 

in advance payment costs citing our calculations 

did not consider the benefits of quarterly 

prepayments from the Navy, which began in FY 

2013. Management’s target implementation date 

to adopt the IPAC payment process is September 

30, 2013. Management is also taking steps to 

increase tracking of mail items sent to U.S. Army 

and Air Force post offices, U.S. Navy and Marine 

Corps post offices, and diplomatic post offices.

Trends and Systemic Issues in 

Defense Contract Audit Agency Audit 

Work for Fiscal Years 2009-2012 

The Postal Service reduced its use of the Defense 

Contract Audit Agency (DCAA) to conduct audits 

to support contracting actions. These audits have 

consistently contributed to significant savings and 

averaged a return on investment of $105 for every 

dollar spent over the last 4 fiscal years. During FYs 

2009-2012, DCAA audits identified more than $185 

million in unallowable and unsupported contract 

costs; and disclosed internal control weaknesses 

related to contractors’ accounting systems, financial 

capabilities, and labor charges. These results 

assisted contracting officials in negotiating lower 

contract prices and settlements. We recommended 

management emphasize to contracting officials 

the importance of requesting DCAA audits.

Contractor Timecard Approvals in the 

Program Cost Tracking System 

Our report determined that contractor timecards 

submitted in the Program Cost Tracking System 

(PCTS) do not always receive proper approval. 

The Postal Service uses PCTS to monitor, track, 

and approve time charged against information 

technology (IT) time and materials contracts. 

Approved vendors use the system to generate and 

submit invoices to the Postal Service electronically. 

Though the Postal Service has no formal policy 

governing the contractor timecard approval 

process in PCTS, a key business control and 

other documentation specify that only program 

managers can approve project timecards. We 

found that 16 Postal Service employees who were 

not program managers approved 4,047 of 28,510 

project timecards without validating that the time 

charges were correct. Contractors approved another 

800 project timecards. This resulted in about 

$19.1 million annualized unsupported questioned 

costs over a 2-year period from May 2010 to 

April 2012. Although the Postal Service took 

corrective action to remove contractors as timecard 

approvers, additional effort to clarify timecard 

approval processes and ensure that timecard 

validations are completed would reduce the risk 

of payroll errors or fraud in vendor payments. We 

recommended management: formalize a policy 

to address contractor’s time and attendance 

procedures and compliance; improve PCTS 

procedures to ensure program managers validate 

their assigned project timecards initially approved 

by IT Business Management; and evaluate and 

update PCTS roles to enhance separation of duties 

between program managers and site approvers.

Management partially disagreed with our 

recommendations, stating that the PCTS is their 

premier tool for standardizing and managing 

contractor timekeeping functions and total IT 

workforce information, as well as associated budget 

information. Management also responded that PCTS 

meets its requirements by providing centralized and 

secure data storage of information for certifying 

contractor time and materials invoices. Management 

stated that functions for PCTS roles met or 

exceeded Sarbanes-Oxley segregation of duties 

requirements; therefore, they do not consider it 

necessary to further evaluate and update the roles.

Delivery Unit Optimization Initiative

One Postal Service initiative to reduce costs, 

Delivery Unit Optimization (DUO), involves relocating 

letter carriers out of local post offices, stations, 

and branches and into centralized delivery offices 

to reduce clerk and carrier work hours, building 

maintenance expenses, and transportation costs. 

The Postal Service established guidelines in 

December 2010 for implementing the DUO initiative 

GOAL 3: IMPROVE WORKPLACE AND WORKFORCE

Postal Service employees are its greatest asset. A key strategy to improve productivity is to improve safety and increase employee engagement.

and, since FY 2011, has implemented about 1,500 

DUO consolidations. In response to a request from 

Senator Charles Grassley (Iowa), our objectives 

were to determine whether the Postal Service 

complied with established DUO initiative guidelines 

and whether the DUO initiative reduced costs and 

improved operational efficiency. We recommended: 

(1) revising DUO guidelines to include a well-defined, 

consistent methodology for projecting cost savings 

and operational efficiencies; and, (2) developing 

a process to ensure the revised guidelines are 

applied consistently and post consolidation reviews 

are performed to accurately validate savings and 

efficiencies. Management plans to work with the 

Finance Department to develop a standardized 

financial workbook and add new language from 

the financial workbook to the DUO guidebook. 

Management is also developing a process within 

the Change Suspension Discontinuance Center 

that will ensure the revised guidelines are applied 

consistently throughout each DUO implementation 

and will include an ongoing process to validate 

savings. In addition, they will use a 10-year net 

present value to realize all potential savings. 

Delivery Operations Data Usage 

Delivery Operation Information System is considered 

city delivery’s major data system for managing 

delivery operations. This system interfaces with 

the Enterprise Data Warehouse, as well as the 

The Department of Defense and Department of State 

reimburse the Postal Service for the air transportation 

costs associated with delivering military mail. An OIG 

audit recommended improvements to the process that 

would lower Postal Service costs.
October 1, 2012 — March 31, 2013 11

GOAL 3: IMPROVE WORKPLACE AND WORKFORCE

Lessons Learned from Mail Processing Network Rationalization Initiatives; and Lessons Learned 

from Retail Network Optimization Initiatives 

In 2003, the President’s Commission on the U.S. Postal Service found the 

agency had more facilities than needed and recommended optimizing the 

facility network by closing or consolidating mail processing centers. The 

Postal Accountability and Enhancement Act of 2006 (Postal Act of 2006) 

encouraged the Postal Service to continue streamlining its processing 

and distribution network to eliminate excess costs. The Postal Service 

initiated 418 consolidation studies between fiscal years 2004 and 2011, 

resulting in 103 consolidations. It has repeatedly revised plans to rationalize 

its mail processing network and it launched a nationwide realignment 

in 2011, called the Network Rationalization Initiative. The goal of the 

initiative was to reduce costs and improve efficiency. We determined that 

the Postal Service has improved its mail processing network optimization 

efforts as a result of lessons learned from current and past initiatives; 

however, further refinements are warranted. Specifically, the Postal 

Service could improve communications with stakeholders to enhance 

transparency. In addition, overall cost-saving projections were revised to 

more accurately reflect projections based on further analysis and planning 

of the implementation plan. We recommended management improve 

communications with stakeholders by ensuring that the Postal Service 

shares accurate and consistent information on consolidation impacts.

The Postal Service also launched two nationwide initiatives to realign its 

retail network. These realignments were called the Stations and Branches 

Optimization Consolidation (April 2009) and Retail Access Optimization 

Initiative (July 2011). The purpose of both initiatives was to examine 

closure opportunities and reduce costs. On May 9, 2012, management 

announced a new strategy known as the Post Office Structure Plan 

(POStPlan) that would keep small post offices open for business by 

reducing operating hours, while providing a framework to achieve cost 

savings. Management plans to complete the POStPlan in 2014. 

Although the Postal Service has improved its retail network optimization 

efforts, we identified lessons learned from current and past initiatives. Timely 

decisions are needed regarding closure proposals to avoid unnecessary 

operational disruption and community uncertainty. We identified about 

600 stations, branches, and retail annexes from the 2011 initiative that 

remain under review for closure, almost 2 years later. We also identified 

instances where management did not provide consistent, accurate, and 

timely information to stakeholders. Such information is essential for improving 

communications with stakeholders during retail network realignments. Further, 

we found that management did not establish a post-implementation review 

process. We recommended management process and approve or disapprove 

closure proposals from the 2011 initiative, and enhance communication plans 

to improve relations with stakeholders. We also recommended management 

implement a formal post-implementation review procedure that evaluates 

savings achieved and impacts from network realignments of retail operations. 

The Postal Service launched two initiatives to realign its retail network with the 

goal of examining closure opportunities and reducing costs. Although the Postal 

Service has improved its retail network optimization efforts, our audit identified 

lessons learned from current and past initiatives.

Delivery Data Mart, City Delivery Variance, and 

eFlash systems, among others. Rural delivery has 

various systems and data available to help the 

Postal Service manage its operations. Management 

uses these systems, data, and reports to maximize 

resources, increase operational efficiency, and 

improve service. Our report determined that some 

of the data the Postal Service uses are not “real 

time” and some of the reports are not “exceptionbased,” which would facilitate management 

actions. Further, new supervisors and managers 

do not always know how to use these tools and 

data. Our assessment of 32 prior delivery reports 

showed ongoing issues with data usage, availability, 

and accuracy; and we determined that, for rural 

delivery, there is no centralized system containing 

management information. It is paramount that 

the systems, reports, and data are optimized so 

supervisors and managers can make informed and 

timely operational decisions. We recommended that 

Delivery and Post Office Operations collaborate with 

Area Operations to streamline data and reporting 

needs and re-emphasize to new supervisors and 

managers city delivery operating procedures 

and pertinent performance systems and reports 

through ongoing coaching and mentoring. 

Flat-Shaped Mail Costs 

Our report determined that management’s decisions 

to manually process potentially machinable mail 

and the lack of flats mail processing equipment 

at certain processing facilities limit Postal 

Service efforts to reduce costs associated with 

processing flats. Despite investments in flat mail 

processing equipment, about 30 percent of flat 

mail continues to be manually processed. Some 

flat mail that cannot be delivered because of 

machinery software issues or incorrect application 

of processing procedures is manually processed. 

We recommended the Postal Service establish 

flat mail manual processing goals more consistent 

with the current stretch goal of 20 percent, to 

lower the percentage of manually processed flat 

mail. We also recommended the Postal Service 

evaluate opportunities to reduce the number of nonautomated plants and other mail processing facilities 

and develop a processing strategy to automate the 

processing of single-piece First-Class Mail flats. We 

further recommended the Postal Service ensure that 

procedures for placing and processing forwarding 

labels comply with Computerized Forwarding 

System requirements. Management agreed with 

the findings and recommendations but disagreed 

with the monetary impact, stating that they were 

unsure that their stretch goals were achievable 

without additional flat sorting equipment, software 

enhancements, or changes to operating practices. 
12 Semiannual Report to Congress

GOAL 4: CORPORATE RESPONSIBILITY

Washington Network Distribution Center 

Postal Vehicle Service Operations 

Our audit of Postal Vehicle Service (PVS) operations 

at the Washington Network Distribution Center 

(NDC) found that facility officials could more 

effectively manage trailer loading practices, increase 

staffing efficiency for PVS spotter truck operations, 

and reduce unnecessary driver workhours. 

Specifically, we found that management did not 

fully assess workload and staffing requirements 

at the facility or conduct required annual reviews 

and was paying for unneeded trips. Our audit 

also determined that staff members did not 

effectively load trailers for immediate movement 

from the facility, PVS drivers did not always wear 

safety belts, and some facility doors were not 

operating properly or were being kept open.

We recommended that Washington NDC 

management follow prescribed Postal Service 

standard operating procedures to the extent 

possible for live loading mail into trailers for 

immediate movement from the facility yard and 

consider the reduction of moves in future workload 

and staffing analyses. We also recommended 

management periodically assess Postal Vehicle 

Service truck driver workload and staffing 

requirements to maintain appropriate staffing levels, 

eliminate 3,492 annual workhours associated 

with improving PVS truck driver productivity to the 

Breakthrough Productivity Initiative standard, and 

ensure that managers in the Capital Metro Area 

follow prescribed highway contract procedures 

for making highway contracts efficient. Further 

e-Government and the Postal Service: 

A Conduit to Help Government 

Meet Citizens’ Needs 

Over the past 20 years, e-Government — or the 

use of the Internet and other digital technologies by 

government agencies to provide services — has 

developed to respond to the changing needs of an 

increasingly digital society. Federal, state, and local 

agencies have adopted a number of e-government 

initiatives to increase access to information and 

services, improve government operations, cut 

costs, and promote civic engagement. Recently, 

the White House released the Digital Government 

Strategy, which sets guidelines for federal agencies 

to follow in order to innovate and enhance the 

quality and efficiency of public services.

Still, a number of lingering gaps remain in security, 

access, and ease of use that have hindered full, 

public adoption of existing e-government services 

and the development of new services. First, a 

lack of appropriate identity authentication for 

sensitive online government transactions means 

some transactions still require human interaction, 

such as transactions that are complex or require 

a witness, identification, or sworn attestation. 

Second, some people lack access to the internet 

or are uncomfortable with accessing government 

services online. Finally, existing e-government 

services are often fragmented across multiple 

agencies or websites, making it difficult for users to 

easily access and navigate the services they need.

Increased staffing efficiency of spotter truck operations 

was among the recommendations in an OIG audit on 

Postal Vehicle Service operations at the Washington 

Network Distribution Center. 

recommendations included that: (1) management 

verify the elimination or modification of 24 trips 

from highway contracts initiated by management 

during our audit and eliminate or modify 36 trips 

from highway contracts identified during our audit; 

(2) continually re-emphasize that drivers must wear 

safety belts whenever their vehicles are in motion, 

and provide management oversight for enforcement; 

and (3) ensure Postal Service management 

repair defective exterior doors and security badge 

readers and hold safety talks with all employees.

Workers’ Compensation Data System 

The Postal Service’s Employee Health and Safety 

(EHS) system does not always provide accurate and 

reliable information because employees entering 

data into the system do not always receive adequate 

training or comply with workers’ compensation 

policies and procedures. We also determined that 

the Injury Compensation Performance Analysis 

System (ICPAS) does not provide the reports 

needed to effectively measure performance, 

identify trends, and make improvements in the 

workers’ compensation program due to system 

limitations. We recommended that management 

provide additional training for personnel responsible 

for entering EHS data, issue supplemental 

guidance, and enhance internal controls to 

ensure that responsible officials consistently 

adhere to claims management procedures. 

We also recommended management assess 

options to enhance and integrate the reporting 

capabilities of ICPAS to provide the data necessary 

for effective analysis and decision making. 

GOAL 4: CORPORATE RESPONSIBILITY

The Postal Service added corporate responsibility to its list of enduring, long-term goals in its FY 2012 

Annual Performance Report and FY 2013 Performance Plan. The organization has targeted universal and 

public services and other obligations as the main areas of focus under corporate responsibility goals.
October 1, 2012 — March 31, 2013 13

GOAL 4: CORPORATE RESPONSIBILITY

Controls to Detect Money Order Fraud

The Postal Service sells domestic and international money orders for a 

fee in values of up to $1,000. Money orders are sequentially numbered 

financial instruments that must be safeguarded due to their potential use in 

embezzlement and money laundering schemes. Customers purchase money 

orders using cash, debit cards, or travelers’ checks as a convenient and safe 

method to transfer cash or make payments. In FY 2012, fees from money 

order sales generated $129 million in revenue. Our report determined that 

Postal Service money order controls are not sufficient to detect fraud in a 

timely manner. Specifically, the Postal Service does not sufficiently monitor 

money order transactions at retail units and make investigative referrals of 

potential fraud. Further, Postal Service personnel do not provide information to 

district management to identify questionable activity, such as potential misuse 

of Postal Service funds. 

We detected a substantial number of embezzlement cases since FY 2010 that 

Postal Service controls did not detect. Abuses, errors, and misappropriation 

of Postal Service assets may go undetected without adequate monitoring of 

money order transactions. We recommended management monitor money 

order reconciliation transactions and develop a program to analyze and 

communicate questionable money order activity to district management 

and the OIG, as appropriate, for review and corrective action. Management 

said they will continue to monitor all money order transactions and they 

are automating the money order system to include a more formal review 

of unreported and un-reconciled money orders. Additionally, management 

initiated a Lean Six Sigma project in January 2013 to review the money order 

process for mitigating fraud and to analyze questionable activity for better 

communication with district management. It will continue to notify the OIG of 

any potential fraud. 

This white paper discussed the opportunity for the 

Postal Service to establish a one-stop, shared, 

multi-channel service platform to help all levels 

of government fill critical gaps, while addressing 

massive duplicative costs across agencies. By 

building a digital platform and leveraging its retail 

and delivery networks, address databases, and its 

trusted intermediary role, the Postal Service could 

offer other agencies a wide range of physical and 

digital e-government solutions. These services 

could include communication services, online 

identification, electronic payments, in-person 

services, and broadband access. The postal 

physical-digital platform could also provide a crucial 

bridge to enable users to access government 

services through whatever channel best meets 

their needs, while adding a layer of resiliency to 

essential public functions during emergencies.

Peer-to-Peer Commerce and the 

Role of the Postal Service 

This white paper examined how current postal 

services could be adapted and new ones developed 

for the novel and fast-growing peer-to-peer digital 

marketplace. Peer-to-peer commerce empowers 

individuals to buy, sell, or rent new and used goods 

to each other, as well as procure handyman, 

babysitting, and other services. Individuals may 

transact directly with each other after making initial 

contact through facilitators, ranging from major 

players such as eBay and Craigslist to smaller niche 

companies such as Airbnb and Etsy. Peer-to-peer 

commerce requires confidence in the parties 

involved, yet buyers and sellers are likely unknown 

to each other, and many types of fraud are possible. 

Current postal ancillary and special services, both 

physical and digital, are well suited to the peer-topeer market as complementary support services, 

as are potential new services, including Digital 

Collect on Delivery (COD) and Digital Escrow. The 

paper also describes the benefits of a postal digital 

“trust mark” to indicate that the identity of market 

participants has been vetted or authenticated. These 

offerings could discourage most types of fraud 

and increase overall trust in market transactions. 

This could increase the confidence of buyers, 

spur further growth in this already burgeoning 

marketplace, and bring additional revenue to the 

Postal Service through the offering of new products.

Statistical Tests for Fiscal Year 2012 

Postal Service data collection technicians did not 

always conduct tests of the Postal Service’s OriginDestination Information System – Revenue, Pieces 

and Weight system according to procedures. We 

identified 22 test errors in 13 of 45 tests observed. 

Specifically, technicians did not always correctly 

enter and verify all data entered into their laptop 

computers; follow and apply the appropriate test 

mail sampling methodology; or label test mail 

to ensure it was isolated from mail processing 

until the test was completed. They also did not 

properly identify, isolate, and capture test mail, 

nor always protect their laptop computers. These 

issues contributed, in part, to the Postal Service’s 

conclusion that a significant internal control 

deficiency related to data collection sampling 

procedures existed as of September 30, 2012. 

We recommended management reinforce, through 

training, proper data collection methods to ensure 

test mail is identified, isolated, and captured 

during testing; and reinforce the importance of 

protecting data collection laptop computers. 

Peer-to-peer commerce empowers individuals to buy, sell, or rent new and used goods to and from each other. An 

OIG white paper examined how current postal services could be adapted and new ones developed to serve the fastgrowing peer-to-peer digital marketplace.
Office of 

Investigations

OFFICE OF INVESTIGATIONS

To protect the mail and to ensure the integrity of postal processes, finances, and 

personnel, the Postal Service relies on the investigative efforts of the Office of 

Investigations’ (OI) special agents. These special agents are stationed in offices 

nationwide. Their charge is to investigate allegations of internal crimes and frauds 

committed by postal employees and contractors against the Postal Service and 

employee misconduct. Following is work conducted by the OI during this reporting 

period that contributed to safeguarding the Postal Service’s revenue and assets 

and helped deter postal crimes, ultimately helping to maintain a stable and sound 

Postal Service.

Financial Fraud

A large portion of the $65 billion in revenue 

generated by the Postal Service is handled at 

the 32,000 postal retail locations. Employees 

who embezzle funds, kite or otherwise misuse 

money orders, or steal and misuse postalissued credit cards receive investigative 

attention from our special agents. 

 A Colorado lead sales and service associate 

pleaded guilty in January 2013 to one count 

of theft of public money and was sentenced 

to 3 years of probation, about $7,000 in 

restitution, and $1,100 in fines and fees. 

The investigation determined the associate 

falsified at least 30 daily station bank 

deposits between October 2008 and April 

2011. The loss to the Postal Service was 

approximately $7,000. The Postal Service 

terminated the employee in February 2012.

 An OIG investigation determined that an Arizona 

lead sales and service associate intentionally 

shipped stamp stock back and forth between 

the unit reserve and floor stock inventory prior 

to audits to conceal a shortage. The employee 

utilized the user identifications and passwords 

of various managers to access the system 

and transfer the inventory over a 2-year period 

to conceal the embezzlement of more than 

$76,000. In November 2012, the former 

associate pleaded guilty to one count of theft of 

public money and was sentenced to 6 months 

home confinement, 5 years’ probation, and 

ordered to pay $70,947 in restitution to the 

Postal Service, and an assessment fee of $100. 

 In January 2013, a Wyoming postmaster 

was sentenced in federal court to 5 years of 

probation and roughly $6,000 in restitution to 

the Postal Service. The employee defrauded 

the Postal Service by failing to report the sales 

of stamps, and submitting unsupported false 

entries to reduce the office stamp accountability. 

When interviewed, the employee admitted 

to the theft of funds. The Postal Service 

terminated the employee in April 2012. 

 Special agents identified approximately 50 

instances in which a Kansas sales and service 

associate mishandled postal funds by failing to 

record or voiding stamp sales. When interviewed, 

the associate admitted to stealing postal funds 

for personal use. The employee resigned 

from the Postal Service in September 2012 

and in February 2013, the former employee 

was sentenced in federal court to 3 years of 

Stealing stamps or voiding stamp 

sales are among the internal crimes 

that special agents investigate.
October 1, 2012 — March 31, 2013 15

Healthcare Fraud

probation and about $6,500 in restitution. 

The sentencing followed the associate’s 

guilty plea to three counts of making false 

entries and reports of Postal Service funds.

 OIG agents determined that a Kentucky officer 

in charge had embezzled Postal Service funds 

that included about 130 postal money orders. 

When interviewed, the employee admitted 

to embezzling Postal Service funds from the 

sale of postal money orders. The employee 

resigned from the Postal Service in July 2011. 

In November 2012, the former employee 

was sentenced in federal court to 1 year of 

probation, which included 6 months of home 

confinement, and ordered to pay approximately 

$17,500 in restitution to the Postal Service. 

 A Maryland registry clerk was sentenced 

in October 2012 in federal court to 5 years 

of probation, including 6 months of home 

detention, and approximately $43,000 

in restitution to the Postal Service. The 

employee pleaded guilty to the embezzlement 

of government funds in July 2012. Agents 

determined the clerk stole postal bank deposits 

totaling almost $43,000. In August 2011, the 

employee retired while under investigation. 

 An OIG investigation found that a Maryland sales 

and service associate had converted postal 

funds for personal gain. The associate negotiated 

about $7,000 in bad checks, conducted 

$2,500 in fraudulent refund transactions, 

and underreported postage sales. When 

interviewed, the employee admitted to the theft. 

In October 2012, the associate was removed 

from the Postal Service, and 3 months later the 

associate pleaded guilty to a theft charge. The 

former employee was sentenced to 15 days in 

prison, 3 years of probation, and approximately 

$9,800 in restitution to the Postal Service. 

 In October 2012, a New York lead sales, service 

and distribution associate pleaded guilty in 

federal court for misappropriation of postal funds 

and false statements. Agents determined the 

employee reported 25 legitimate money orders 

as void totaling approximately $20,000. The 

employee was sentenced to 1 year of probation 

and $20,000 in restitution to the Postal Service 

for the embezzlement. In June 2011, the 

employee was removed from the Postal Service. 

 A former New York postmaster relief was 

sentenced in November 2012 to 9 months 

in federal prison, 3 years of supervised 

release, and about $51,000 in restitution to 

the Postal Service. Agents determined the 

former postmaster relief embezzled postal 

funds by negotiating fraudulent money orders 

at local businesses. The employee failed to 

properly report the money orders as being 

sold. The employee used the Postal Service 

funds to support a heroin addiction. 

 OIG agents determined that a Michigan 

postmaster had underreported postage sales. 

When interviewed, the postmaster admitted 

to taking postal funds for personal use. The 

postmaster resigned from the Postal Service. In 

October 2012, the postmaster pleaded guilty to 

one count of misappropriation of postal funds. In 

March 2013, the postmaster was sentenced to 

30 days in federal prison, 1 year of supervised 

release, approximately $3,400 in restitution 

to the Postal Service, and a $1,000 fine. 

 An Illinois officer in charge pleaded guilty in 

October 2012 to a misdemeanor theft charge. 

The employee was concurrently sentenced 

to 120 days in prison, 2 years of probation, 

and about $3,500 in restitution to the Postal 

Service. Agents determined the employee’s 

stamp and cash credits were short $400 

and seven postal money orders were issued 

for personal use. When interviewed, the 

officer in charge admitted to the theft and 

then resigned from the Postal Service. 

Healthcare Fraud

The monetary and medical benefits paid by the 

Postal Service to workers’ compensation claimants 

(employees who sustained job-related injuries) in 

FY 2012 totaled almost $1.4 billion and its 

estimated total liability for future workers’ 

compensation costs is more than $17.5 billion. 

Administered by the U.S. Department of Labor 

(DOL), the Office of Workers’ Compensation 

Programs (OWCP) provides direct compensation 

to providers, claimants, and beneficiaries. The 

Postal Service later reimburses the OWCP in 

a process known as “charge-back billings.” 

Investigative efforts during this reporting period 

resulted in more than $99 million in cost savings 

or avoidances, 31 arrests, and 80 administrative 

personnel actions, including removals and 

suspensions and termination of benefits.

 An investigation of a Colorado rural letter carrier 

in October 2012 led to DOL terminating the rural 

carrier’s receipt of compensation benefits, a 

savings of more than $925,000 to the Postal 

Service. The investigation determined that the 

rural carrier, who was disabled from work for a 

back and neck injury, performed activities without 

evidence of significant disability. The carrier’s 

activities were inconsistent with the carrier’s 

restrictions related to driving, walking, squatting, 

kneeling, bending at the waist, twisting, reaching, 

and simple grasping. The carrier’s activities 

included traveling 2 hours to a campground, 

driving a full-size pickup, stepping into and from 

a motorhome, and lifting and carrying a small 

dog and a folding chair. A referee doctor stated 

the rural carrier had dramatic and exaggerated 

symptom presentation and clinical presentation, 

which was entirely out of line with the medical 

documentation, therapy results, imaging, 

examination, and especially the surveillance 

video. The doctor saw no reason that the carrier 

could not resume full job duties. In December, 

postal management issued the carrier a Notice 

of Removal for Unacceptable Conduct based 

on the investigation. In January, the removal 

was reduced to a 14-day paper suspension. 

 As a result of an OIG investigation, DOL 

terminated a Washington state letter carrier’s 

medical and compensation benefits, resulting in 

a savings of more than $1.6 million to the Postal 

Service. The investigation determined that the 

carrier, who was disabled from work for a back 

sprain with total restrictions for kneeling, bending, 

twisting, and simple grasping, was performing 

these activities. Agents witnessed the carrier 

playing miniature golf and shopping, without 

evidence of significant disability. Subsequently, 

the carrier’s doctor deemed the carrier was 

fit for full-duty work without restrictions. 

 An OIG investigation revealed that a New York 

postal clerk who claimed to be totally disabled 

with right shoulder, arm, and wrist injuries 

frequently worked as a singer and dancer at 

venues throughout the New York City area 

and failed to report the outside income and 

employment. In January 2013, DOL OWCP 

terminated the clerk’s medical and wage loss 

benefits. Agents contacted the employee in 

an undercover capacity and the employee was 

hired to perform at a birthday party. Videos 

and photos were taken throughout the 1-hour 

performance, which showed the employee 
16 Semiannual Report to Congress

Healthcare Fraud

dancing, holding a microphone, and raising her 

right arm continuously above her shoulder. The 

employee was removed from the Postal Service 

and the termination of OWCP benefits resulted 

in a cost avoidance of about $1.7 million. 

 In June, 2006, a Pennsylvania letter carrier 

filed a claim with OWCP for hallux rigidus, a 

bilateral foot condition. The employee reported 

that the condition developed while working 

in a limited duty capacity. Agents conducted 

surveillance on various dates in 2011 and 2012. 

Agents interviewed the employee’s treating 

physician and presented the video surveillance 

footage, which showed the employee engaged 

in various activities. The treating physician 

stated he was told the former employee was 

retired. After watching the surveillance video, 

the physician concluded the former employee 

was not totally disabled and had no residuals 

of the hallux rigidus condition. The physician 

provided a signed statement indicating the 

former employee could return to work full-duty 

without restrictions. In October 2012, OWCP 

terminated the former employee’s benefits 

resulting in a cost avoidance of about $918,000. 

 Agents determined that a Michigan mail 

processing clerk failed to notify the OWCP, 

as required, that she had returned to work. 

The clerk’s failure to disclose this information 

caused the clerk to receive more than $10,000 

in compensation. When interviewed, the clerk 

admitted to depositing the money into personal 

checking and savings accounts. The clerk’s 

OWCP claim was terminated, resulting in a 

cost avoidance of approximately $1.5 million. 

The clerk was also removed from the Postal 

Service. A federal grand jury indicted her in 

June 2012 and 2 months later she pleaded 

guilty to one misdemeanor count of false 

statements or fraud to obtain federal employee’s 

compensation. In October 2012, the clerk was 

sentenced in US District Court, to 44 days in 

prison, and restitution of nearly $5,500.

 A jury found a Michigan rural carrier guilty in 

November 2012 of larceny-false pretenses 

over $20,000. One month later, the carrier 

was sentenced to 1 day in prison, 5 years of 

probation, and fined $708. Agents determined 

the rural carrier failed to notify the OWCP, as 

required, that the employee started, owned, 

and worked at a family timber business. When 

interviewed, the rural carrier admitted to driving 

and operating vehicles and equipment for the 

business. The rural carrier also admitted to 

negotiating contracts and performing banking 

and other administrative functions associated 

with running the business. OWCP terminated the 

rural carrier’s compensation benefits, resulting in 

a cost avoidance of nearly $1.4 million. The rural 

carrier was also removed from the Postal Service.

 An OIG investigation resulted in a California 

letter carrier pleading guilty in April in Superior 

Court of California to two misdemeanor counts 

of insurance fraud. In June 2003, the carrier 

filed a claim for the reoccurrence of an initial 

injury, reporting that the cause was due to a fall 

on algae and moss on a sidewalk while at work. 

Agents determined the letter carrier fell while off 

duty. The carrier received earnings for driving 

an elderly parent to appointments and shopping. 

Our investigation disclosed the carrier received 

a settlement of $10,500 from the insurance 

company of the landlord where the fall occurred. 

The carrier failed to report that payment and 

earnings to the DOL. The carrier also continued 

to receive OWCP benefits for a year after failing 

to report the income. The investigation resulted 

in a cost avoidance of about $1.5 million. 

 OIG agents determined that an Oklahoma 

letter carrier received OWCP payments for 

medical expenses, and fraudulently inflated 

mileage reimbursements from 2007 through 

2011. The prosecution maintained the carrier 

falsely reported more than 100,000 miles 

for distances traveled between medical 

appointments. On December 13, 2012, 

the former letter carrier was sentenced in 

federal court to 9 months in prison and nearly 

$52,000 in restitution to the Postal Service. 

 OIG agents determined that a New York 

letter carrier receiving compensation benefits 

failed to disclose outside employment at a 

bagel shop. When interviewed, the letter 

carrier stated he assisted at the bagel shop 

without receiving compensation. When 

agents interviewed the bagel shop owners, 

they obtained information confirming the 

letter carrier had been a paid employee 

since September 2007. DOL terminated 

the letter carrier’s compensation benefits, 

resulting in a cost avoidance of approximately 

$900,000. The Postal Service terminated 

the letter carrier’s employment in February 

2013, and that same month the letter carrier 

was sentenced to 5 years of probation, 350 

hours of community service, and to pay about 

$150,000 in restitution to the Postal Service. 

 In January 2013, a Tennessee letter carrier 

pleaded guilty to one count of workers’ 

compensation fraud related to fraudulent 

reimbursement claims. Agents determined 

the employee submitted multiple fraudulent 

reimbursement claims for gym memberships 

A former rural letter carrier was found guilty of larcenyfalse pretenses for not informing authorities that he had 

started, owned, and operated a family timber business 

while collecting workers compensation. The carrier’s 

benefits were terminated for a cost avoidance to the 

Postal Service of nearly $1.4 million. 
October 1, 2012 — March 31, 2013 17

Mail Theft

and travel claims for mileage driven. When 

interviewed, the employee admitted to 

fraudulently receiving payments for annual 

gym memberships and mileage since 2005. 

In December 2012, DOL terminated the 

employee’s benefits resulting in a cost avoidance 

of about $400,000. Sentencing is pending. 

 An OIG investigation prompted DOL to terminate 

a Georgia mail processing clerk’s medical and 

wage loss benefits in September 2012. Agents 

determined the employee actively traveled 

and performed as a musician while claiming 

that his on-the-job injury prevented him from 

working. Agents obtained surveillance video 

of the employee performing on stage, playing 

paint ball, and performing at various venues 

in contradiction of stated medical restrictions. 

The Postal Service terminated the employee 

in January 2013. This case resulted in a cost 

avoidance of approximately $2 million. 

Mail Theft

Special agents investigate allegations of 

postal employees delaying, destroying, or 

stealing mail. Investigations of suspected 

employees are referred to prosecutors or to 

management for administrative action.

 In November 2012, a California letter carrier 

pleaded guilty to theft of mail. During an 

interview with agents, the letter carrier 

admitted to stealing mail from multiple routes 

and selling the stolen items on the Internet. A 

federal search warrant executed at the carrier’s 

residence resulted in the recovery of hundreds 

of Netflix DVDs, numerous rifled parcels 

including multiple boxes of medication, a flat 

screen television, and other miscellaneous 

items stolen from the mail. The letter carrier 

resigned from the Postal Service. In February 

2013, the letter carrier was sentenced to 5 

years of probation, 1,500 hours of community 

service, and a $100 special assessment.

 The OIG initiated an investigation of an Illinois 

letter carrier after receiving a complaint from 

a charitable organization regarding missing 

donations. In an interview with agents, the 

letter carrier confessed to stealing envelopes 

containing donations over a 3-year period. Agents 

also conducted a search of the letter carrier’s 

residence and removed 21 large bags full of 

envelopes addressed to the charity. Checks, 

money orders, and credit card payments were 

recovered from the rifled envelopes along with 

empty envelopes that once contained cash 

donations. The investigation determined the 

letter carrier stole around 29,000 pieces of 

First-Class Mail containing donations of about 

$276,000. In December 2012, the letter carrier 

was sentenced in federal court to 30 months 

in prison, 2 years of supervised release, and 

restitution of approximately $276,000 to victims. 

 An investigation revealed that an Illinois mail 

processing clerk stole and fraudulently used a 

gift card at Kohl’s. In an interview with agents, 

the clerk admitted to the theft of the gift card, 

as well as insured parcels containing collectible 

coins. The Postal Service removed the clerk, who 

subsequently pleaded guilty to theft of mail. In 

November 2012, the clerk was sentenced to 3 

years of probation and 6 months to a community 

confinement facility. The clerk was also ordered 

to pay restitution in excess of $5,000, of which 

$3,600 is to be paid to the Postal Service. 

 Special agents observed a mail processing 

clerk stealing gift cards and then confronted 

the clerk and recovered the stolen mail. Agents 

executed federal search warrants on the clerk’s 

car and residence, yielding additional stolen 

mail. The mail processing clerk admitted to 

stealing from more than 250 victims. In June 

2012, the clerk was indicted by a federal grand 

jury and 2 months later the clerk was removed 

from the Postal Service. In October 2012, 

the processing clerk pleaded guilty in U.S. 

District Court for the District of Maryland to one 

count of theft of mail by a postal employee. In 

January, the former mail processing clerk was 

sentenced to serve 366 days in prison, 3 years of 

supervised release, a $100 special assessment, 

and victim restitution of around $1,200. 

 An OIG investigation determined that a Georgia 

rural carrier stole mail, credit cards, and other 

personal information from about 85 postal 

customers and then opened a variety of 

financial accounts in the victims’ names. 

The investigation also revealed 

the rural carrier obtained a job 

in the Post Office under an 

identity stolen from another 

person in 2004. As a result 

of the investigation, the Postal 

Service terminated the rural 

carrier in August 2010. In October 

2012, the rural carrier was 

sentenced for mail theft in federal 

court to 100 months of federal 

prison, 5 years of supervised 

A California letter carrier admitted to stealing mail 

from multiple routes and selling items on the Internet. 

Investigators recovered hundreds of DVDs, multiple 

boxes of medication, and a flat screen television. 

A complaint from a charitable organization prompted 

an OIG investigation into an Illinois letter carrier, who 

confessed to stealing envelopes containing charitable 

donations totaling $270,000 over a 3-year period. 
18 Semiannual Report to Congress

Official Misconduct

release, $2,900 special assessment. The rural 

carrier’s co-conspirator was sentenced to 78 

months of federal prison, 3 years of supervised 

release and a $2,700 special assessment. 

Both the rural carrier and a co-conspirator are 

jointly liable for paying $383,000 in restitution.

 A New York supervisor pleaded guilty in federal 

court in November 2012 to the theft of mail by 

a postal employee and possession of stolen 

mail. In February of that year, agents identified a 

supervisor involved in the theft of mail packages 

and $100,000 in postage stamp shipments, 

which were sold on an Internet auction website. 

In March 2012, the supervisor was arrested while 

engaged in the theft of mail from the Post Office. 

The supervisor admitted to the theft resulting in 

removal from the Postal Service in October 2012. 

Two months later, the Postal Service issued the 

employee a bill for the postage stamp losses. 

 An OIG joint investigation with the Internal 

Revenue Service-Criminal Investigation Division 

and the Postal Inspection Service revealed 

that a New York clerk assisted in a scheme to 

defraud the government of more than $2 million 

dollars in fraudulently filed income tax returns. 

The investigation determined the clerk stole the 

fraudulently issued U.S. Treasury checks from 

the mail and gave them to a co-conspirator 

in exchange for payment. The clerk pleaded 

guilty in federal court in November 2012, to one 

count of theft of mail and conspiracy to defraud 

the government. Sentencing is pending. 

 In March 2012, OIG agents identified a California 

letter carrier who had a high volume of mail 

losses between August 2011, and January 2012. 

In May 2012, a federal search warrant executed 

on the carrier’s residence and vehicle resulted 

in the recovery of about 150 Netflix DVD’s, 

Blockbuster DVDs, Gamefly mailing envelopes 

containing video games, and other mail matter. 

That same month, the carrier resigned from 

the Postal Service. In December 2012, the 

carrier pleaded guilty to obstruction of mail. 

The carrier was sentenced in February 2013 

to 1 year of federal probation, about $2,800 

restitution, and a $10 special assessment. 

 Two Pennsylvania rural letter carriers pleaded 

guilty to theft of mail and conspiracy in 

Pennsylvania in November 2012. Agents 

determined that the carriers were involved 

in a fraudulent income tax return/mail theft 

scheme. The carriers admitted to providing 

co-conspirators with roughly 100 addresses 

on their delivery routes to be used in preparing 

fraudulent federal income tax returns. The 

carriers stole the fraudulently issued refund 

checks from the mail in exchange for payment. 

The carriers were removed from the Postal 

Service in 2011. Sentencing is pending. 

 OIG agents observed an Ohio mail processing 

clerk rifle and steal multiple pieces of mail. 

Agents then recovered about 70 pieces of mail, 

20 gift cards, and hundreds of dollars in cash. 

While executing the clerk’s arrest, two agents 

were assaulted. The clerk resigned in October 

2012 and 2 months later the former clerk pleaded 

guilty in federal court to 71 counts of mail theft, 

12 counts of receipt of stolen mail matter, and 

two counts of assault on a federal officer. 

 During an OIG investigation, agents recovered 

about 100 Netflix DVDs from a Kentucky highway 

contractor’s residence that were admittedly 

stolen from the mail over the course of 2 to 

3 years. As a result of the investigation, the 

contractor was permanently denied access to 

handle and process the mail. In October 2012, 

the contractor was sentenced for mail theft 

in federal court to 8 days in prison, 3 years of 

supervised release, approximately $1,600 in 

restitution, and a $200 special assessment. 

 A December 2012 OIG joint investigation with 

the local police department identified more 

than 120 victims of mail theft. During the 

investigation, agents and local police officers 

recovered about 10,000 undelivered pieces of 

mail from a California letter carrier’s home and 

vehicle. The stolen mail consisted of thousands 

of packages, rifled letters, and greeting cards. 

During an interview, the letter carrier admitted 

he failed to deliver mail and used the stolen 

gift cards and credit cards. The Postal Service 

terminated the letter carrier in January 2013. 

Official Misconduct

Postal Service employees commit 

misconduct when they:

 Misuse Postal Service computers.

 Destroy or steal postal property.

 Lie or forge signatures on official documents.

 Steal funds.

 Abuse authority.

 Sabotage operations.

 Use narcotics or sell drugs while on duty.

 Abuse alcohol while on duty.

During this reporting period special agents 

completed 282 cases; made 24 arrests; and 

provided the basis for 232 administrative 

personnel actions taken by the Postal Service. 

Following are examples of cases the OIG 

investigated involving employee misconduct.

 Agents determined that while detailed for 5 

years as the Information Technology coordinator, 

a New York mail handler defrauded the Postal 

Service by obtaining computer equipment 

through its procurement system (eBuy), and 

selling the items for personal gain on eBay. 

In December 2012, the mail handler was 

sentenced in U. S. District Court, Eastern 

District of New York, to 37 months in prison, 

3 years of supervised release, and about 

$490,000 in restitution to the Postal Service. 

 A review of Unemployment Insurance (UI) 

Benefits revealed a former casual mail handler 

was fraudulently collecting benefits for the period 

of October 2008 through March 2012. The 

review revealed the mail handler fraudulently 

applied for UI Benefits about 140 times and 

received approximately $23,000 in benefits that 

she was not entitled to. In October 2012, the 

mail handler pleaded guilty to an information for 

theft of government funds. In February, the mail 

handler was sentenced to 3 years of probation, 

and restitution of approximately $23,000. 

OIG agents execute a search warrant on a letter 

carrier’s vehicle. Agents identified a California 

letter carrier with a high-volume of mail losses and 

discovered about 150 Netflix and Blockbuster DVDs, 

as well as Gamefly mailing envelopes, in the carrier’s 

residence and car. 
October 1, 2012 — March 31, 2013 19

Contract Fraud

Contract Fraud

The Postal Service manages contracts, ranging 

from multimillion dollar national contracts for 

services, such as transportation networks and 

IT infrastructures, to local contracts for supplies 

and services at individual postal facilities. The OIG 

aids the Postal Service by investigating allegations 

of contract fraud, waste, and misconduct. When 

contract improprieties are documented, special 

agents present the evidence for criminal and 

civil prosecution and administrative remedies.

 The OIG developed information revealing that 

a leasing company engaged in a false billing 

scheme. A review of 2008 through 2010 

Common Area Maintenance (CAM) invoices 

disclosed several improper line item charges 

for “wages, salaries or other compensation 

paid to executive employees, or building 

managers” and an expense for “management.” 

The investigation revealed that the Postal 

Service overpaid $50,660 for CAM expenses 

associated with its occupancy of a Rhode Island 

property. A report was issued to the Postal 

Major Fraud Investigations Division

Government contractor, W.W. Grainger, paid the Postal Service $4 million 

from a settlement agreement as a result of a joint investigation by the OIG, 

the Postal Service Office of General Counsel, and the General Services 

Administration (GSA) OIG into the company’s billing practices. Grainger 

reached a settlement with the Justice Department to resolve all allegations 

against the company that it had submitted false claims under contracts with 

the Postal Service and GSA. 

Grainger sold hardware products and other supplies through GSA’s Multiple 

Award Schedule, which provides the government and other GSA-authorized 

purchases with a streamlined process for procurement of commonly used 

commercial goods and services. The investigation determined that Grainger 

failed to meet its contractual obligations to provide GSA with current, accurate, 

and complete information about its commercial sales practices, including 

discounts afforded to other customers. As a result, government customers of 

Grainger ended up paying higher prices than necessary.

Grainger also failed to meet its contractual obligation to provide mostfavored customer pricing in two Postal Service contracts for sanitation and 

maintenance supplies. Agents and auditors from the Postal Service OIG 

discovered that Grainger did not consistently adhere to this requirement, 

causing the Postal Service to pay more than it should have for purchases 

made under the two contracts. 

The contractor agreed to a settlement of $70 million, of which $4 million 

would be allocated to the Postal Service. The Postal Service also realized 

a cost avoidance of about $119 million through the renegotiation of future 

contracts with the contractor. 

A joint investigation by the OIG, the Postal Service, and the General Services 

Administration OIG into the billing practices of government contractor 

W.W. Grainger resulted in the company paying the Postal Service $4 million to 

settle allegations that it had submitted false claims under contracts with the 

Postal Service.

Service resulting in a letter of demand to the 

leasing company in the amount of $50,660. 

 In December 2012, the Postal Service 

recovered about $295,000 from a contractor 

who violated an established highway contract 

route (HCR) contract. Agents determined 

the HCR hauled non-Postal Service freight 

alongside U.S. Mail and used a Voyager fuel 

card to purchase the fuel. It is against Postal 

Service policy and a violation of the HCR 

contract to engage in both practices. When 

interviewed, the HCR vice president admitted to 

both violations, which led to the repayment of 

approximately $295,000 to the Postal Service. 

 The Postal Service realized a recovery of 

approximately $16 million as a result of a 

multi-agency investigation involving government 

contractor Oracle America Inc. that violated 

the False Claims Act and the Federal Antikickback Act. A civil settlement agreement 

resolved allegations that Sun Microsystems, a 

corporation that merged with Oracle in 2010, 

provided incomplete and inaccurate information 

during contract negotiations. These allegations 

resulted in the Postal Service and other U.S. 

government agencies entering into contracts 

with higher prices. The settlement also resolved 

allegations that the company engaged in an 

illegal kickback scheme designed to influence the 

government to purchase the company’s products. 

 The OIG initiated an investigation of an HCR in 

2010 as a result of allegations of false claims 

on prevailing wage rates, fringe benefits, and 

workers’ compensation insurance policies. Initial 

research determined the HCR included the cost 

of a workers’ compensation insurance policy 

which it did not maintain. The HCR owner was 

arrested and charged by the Pennsylvania State 

Office of Attorney General with 10 counts of 

failure to insure and one count of theft by failure 

to make required disposition of funds received. 

The HCR owner then pleaded guilty and was 

sentenced to 7 years of probation, 100 hours of 

community service, a $500 fine, and ordered to 

pay restitution to the Postal Service in the amount 

of $172,069. 
Appendices

APPENDIX A

Reports Issued to Postal Service Management

For the period October 1, 2012 — March 31, 2013

OIG audit teams conduct performance and financial audits, evaluations, and other reviews to address the business of the 

Postal Service. Each team issues audit reports (AR), management advisory (MA), or management alert (MA) reports in 

accordance with the identified needs of the project.

APPENDICES

The Inspector General (IG) Act of 1978 requires semiannual reports on the immediately preceding 6-month periods 

ending September 30 and March 31. These reports are sent to Congress and made available to the public.

This report summarizes OIG activities and illustrates significant problems, abuses, and deficiencies, along with 

recommendations and corrective actions related to the administration of U.S. Postal Service programs and operations 

during the reporting period.

The appendices on the following pages fulfill the requirements of the Act.

Definitions:

Questioned Costs. A cost that is unnecessary, unreasonable, unsupported, or an alleged violation of law, 

regulation, contract, and so forth.

Unsupported Costs. A cost that is not supported by adequate documentation. Unsupported costs are included with 

the amounts shown as Questioned Costs.

Funds Put to Better Use. Funds that could be used more efficiently by implementing recommended actions.

Revenue Impact. Amounts from revenue-generating functions such as retail sales, rent, leases, or fees that 

were underpaid or not realized. In addition, this category includes increased revenue from existing functions and 

generating revenue from new sources.

PARIS Risk Models. Performance and Results Information System (PARIS) models with data visualization 

techniques. These models identify operational and financial risks, and enable OA staff to conduct reviews of Postal 

Service functions on a nationwide basis, while also identifying areas of emerging risk — fundamentally challenging 

the way the OIG examines and monitors risk. We present quarterly summary results and trend analyses of these 

risk models to key Postal Service executives and stakeholders.
October 1, 2012 — March 31, 2013 21

APPENDIX A

Strategic Goals

Number of 

Reports

Funds Put 

to Better Use Questioned Costs

Unsupported 

Questioned Cost Revenue Impact

Provide High Quality Service 5 — — — —

Generate Net Income 34 $ 2,679,553 $ 343,307,032 $ 342,513,559 $ 103,345,727

Improve Workplace and Workforce 12 $ 263,921,877 $ 42,932,241 $ 40,457,411 —

Corporate Responsibility 5 — — — —

SUB-TOTAL 56 $ 266,601,430 $ 386,239,273 $ 382,970,970 $ 103,345,727

PARIS Risk Model Reports 36 — — — —

TOTAL 92 $ 266,601,430 $ 386,239,273 $ 382,970,970 $ 103,345,727

Summary

Funds Put 

to Better Use Questioned Costs

Unsupported 

Questioned Costs Revenue Impact

GENERATE NET INCOME

Data Analysis and Performance

Caller and Reserve Service Operations; DP-AR-13-001; 1/3/2013 — — — $1,073,064

Express Mail Corporate Account Revenue; DP-AR-13-003; 3/1/2013 $2,645,553 — — $3,533,161

Finance

Consigned Vehicle Parts; FT-AR-13-010; 3/18/2013 — — — $2,193,000

Officer Compensation for Calendar Year 2011; FT-AR-13-001; 10/19/2012 — $110,011 — —

Sales and Marketing

Advertising Program; MS-AR-13-002; 1/4/2013 — $6,981,732 $6,981,732 —

Federal Shipping; MS-AR-13-004; 1/18/2013 — — — $73,600,000

Funnel Management Program; MS-MA-13-001; 3/20/2013 — — — $7,200,000

Military Mail Reimbursements; MS-AR-13-006; 3/21/2013 $34,000 $593,462 — —

Supply Management and Facilities

Accenture Federal Services Contracts; SM-MA-13-001; 12/17/2012 — $8,294,045 $8,204,045 —

Best Value in the Purchasing Process; CA-AR-13-001; 10/9/2012 — $327,327,782 $327,327,782 —

Hybrid Mail Efforts; SM-MA-13-004; 2/12/2013 — — — $15,746,502

IMPROVE WORKPLACE AND WORKFORCE

Information Technology

Information Technology – Contractor Timecard Approvals in the Program Cost 

Tracking System; IT-AR-13-001; 10/5/2012

— $38,206,232 $38,206,232 —

Network Processing and Transportation

Washington Network Distribution Center – Postal Vehicle Service Operations; 

NO-AR-13-001; 3/21/2013

$4,767,190 — — —

Sales and Marketing

Flat-Shaped Mail Costs; MS-AR-13-003; 1/4/2013 $259,154,687 — — —

Supply Management and Facilities

Independent Audit of Florence Manufacturing Company Firm Fixed Price Proposal 

for Electronic Parcel Locker - Production; SM-CAR-13-002; 11/29/2012

— $4,726,009 $2,251,179 —

TOTAL $266,601,430 $386,239,273 $382,970,970 $103,345,727

Reports with Quantifiable Potential Monetary Benefits
22 Semiannual Report to Congress

APPENDIX A

Report Listing

Complete listing of all OIG reports issued to Postal Service management.

For the period October 1, 2012 — March 31, 2013

PROVIDE HIGH QUALITY SERVICE

Delivery and Post Office Operations

Data Usage in Retail Operations; DR-AR-13-002; 

3/8/2013

Information Technology

Web Server Security Assessment; IT-AR-13-004; 

3/4/2013

Network Processing and Transportation

Customer Service Feedback; NO-MA-13-001; 

12/17/2012

Federal Express Air Transportation Container 

Weights; NO-MA-13-002; 12/20/2012

Postal Service Performance During the Fiscal 

Year 2013 Fall Mailing Season; NO-AR-13-002; 

3/29/2013

GENERATE NET INCOME

Data Analysis and Performance

Caller and Reserve Service Operations; 

DP-AR-13-001; 1/3/2013

Express Mail Corporate Account Revenue; 

DP-AR-13-003; 3/1/2013

Finance

Bank Secrecy Act Compliance for Fiscal Year 2012; 

FT-AR-13-002; 11/9/2012

Consigned Vehicle Parts; FT-AR-13-010; 

3/18/2013

Fiscal Year 2012 Financial Testing Compliance 

Oversight Business Reply Mail Reviews; 

FT-MA-13-004; 1/29/2013

Fiscal Year 2012 Financial Testing Compliance 

Oversight Business Mail Unit Entry Unit/Staged 

Detached Mail Unit Reviews; FT-MA-13-006; 

2/6/2013

Fiscal Year 2012 Financial Testing Compliance 

Oversight Continuous Detached Mail Unit Reviews; 

FT-MA-13-007; 2/4/2013

Fiscal Year 2012 Financial Testing Compliance 

Oversight Plant Verified Drop Shipment Reviews; 

FT-MA-13-005; 1/30/2013

Fiscal Year 2012 Postal Service Financial 

Statements Audit – San Mateo Accounting 

Services; FT-AR-13-006; 12/20/2012

Fiscal Year 2012 Postal Service Financial 

Statements Audit – St. Louis Accounting Services; 

FT-AR-13-005; 12/17/2012

Fiscal Year 2012 Postal Service Financial 

Statements Audit - Washington, D.C. Headquarters; 

FT-AR-13-007; 1/4/2013 

Fiscal Year 2013 Field Testing Control and Oversight 

Plant Verified Drop Shipment Reviews; 

FT-MA-13-008; 2/12/2013

Officer Compensation for Calendar Year 2011; 

FT-AR-13-001; 10/19/2012

Officers’ Travel and Representation Expenses for 

Fiscal Year 2012; FT-AR-13-004;12/11/2012

Opinion on the Postal Service’s Special-Purpose 

Financial Statements; FT-AR-13-003; 11/16/2012

Postal Service Board of Governors’ Travel and 

Miscellaneous Expenses for Fiscal Year 2012; 

FT-AR-13-008; 1/4/2013

Quarter 1 – Fiscal Year 2013 Field Testing Control 

and Oversight Continuous Detached Mail Unit 

Reviews; FT-MA-13-011; 2/14/2013

Quarter 1 – Fiscal Year 2013 Field Testing Control 

and Oversight Business Mail Entry Unit/Staged 

Detached Mail Unit Reviews; FT-MA-13-010; 

2/14/21013

Quarter 4 – Fiscal Year 2012 Field Testing Control 

and Oversight Business Mail Entry Unit/Staged 

Detached Mail Unit Reviews; FT-MA-13-001; 

10/31/2012 

Quarter 4 – Fiscal Year 2012 Field Testing Control 

and Oversight Business Reply Mail Reviews; 

FT-MA-13-002; 10/31/2012 

Quarter 4 – Fiscal Year 2012 Field Testing Control 

and Oversight of Continuous Detached Mail Unit 

Reviews; FT-MA-13-003;11/1/2012 

Sales and Marketing

Advertising Program; MS-AR-13-002; 1/4/2013

Federal Shipping; MS-AR-13-004; 1/18/2013

Funnel Management Program; MS-MA-13-001; 

3/20/2013

International Small Business Commerce; 

MS-WP-13-001; 1/30/2013

Military Mail Reimbursements; MS-AR-13-006; 

3/21/2013

Residential Customer Service Experiences; 

MS-AR-13-005; 3/18/2013

Supply Management and Facilities

Accenture Federal Services Contract; 

SM-MA-13-001; 12/17/2012

Best Value in the Purchasing Process; 

CA-AR-13-001; 10/9/2012

Cartus Corporation’s Selling Efforts for 

Postal Service-Owned Properties; SM-MA-13-003; 

2/1/2013

Hybrid Mail Efforts; SM-MA-13-004; 2/12/2013

Independent Report on the Application of AgreedUpon Procedures for Videojet Technologies, Inc. for 

Solicitation Number 3CT-12-A-0233; 

SM-CAR-13-003; 1/18/2013

Trends and Systemic Issues in Defense Contract 

Audit Agency Audit Work for Fiscal Years 2009-

2012; SM-MA-13-002; 3/15/2013

IMPROVE WORKPLACE AND WORKFORCE

Data Analysis and Performance

Biohazard Detection System Progress; 

DA-MA-13-001; 10/2/2012

Delivery and Post Office Operations

Delivery Operations Data Usage; DR-AR-13-001; 

10/11/2012

Lessons Learned from Mail Processing Network 

Rationalization Initiatives; NO-MA-13-004; 

3/27/3013
October 1, 2012 — March 31, 2013 23

APPENDIX A

Lessons Learned from Retail Optimization Initiatives; 

DR-MA-13-001; 3/21/2013

Human Resources and Support

Workers’ Compensation Data Systems; 

HR-AR-13-001; 12/24/2012

Information Technology

Information Technology – Contractor Timecard 

Approvals in the Program Cost Tracking System; 

IT-AR-13-001; 10/5/2012

Network Processing and Transportation

Washington Network Distribution Center – Postal 

Vehicle Service Operations; NO-AR-13-001; 

3/21/2013

Sales and Marketing

Delivery Unit Optimization Initiative; MS-AR-13-001; 

12/6/2012

Flat-Shaped Mail Costs; MS-AR-13-003; 1/4/2013

Supply Management and Facilities

Financial Capability Risk Assessment Automated 

Control Technologies, LLC; SM-CAR-13-001; 

11/15/2012

Independent Audit of Florence Manufacturing 

Company Firm Fixed Price Proposal for Electronic 

Parcel Locker – Production; SM-CAR-13-002; 

11/29/2012

Network Processing and Transportation

High-Risk Voyager Policy and Procedure Changes 

for Highway Contract Routes; NO-MA-13-003; 

3/22/2013

CORPORATE RESPONSIBILITY

Data Analysis and Performance

Controls to Detect Money Order Fraud; 

DP-AR-13-002; 2/7/2013

Finance

Fiscal Year 2012 Postal Service Financial 

Statements Audit – Eagan Accounting Services; 

FT-AR-13-009; 2/5/2013

Statistical Tests for Fiscal Year 2012; 

FT-MA-13-009; 2/19/2013

Human Resources and Support

Survey of Environmental Compliance and 

Sustainability; HR-MA-13-001; 12/17/2012

Information Technology

Fiscal Year 2012 Information Technology Internal 

Controls; IT-AR-13-003; 1/28/2013

Information Technology Data Usage; IT-AR-13-002; 

11/28/2012
24 Semiannual Report to Congress

APPENDIX A

PARIS Risk Models

Complete listing of all OIG PARIS Risk Models issued to Postal Service management.

For the period October 1, 2012 — March 31, 2013

Data Analysis and Performance

Fiscal Year 2012 Cost and Controls Model Quarter 

4; DP-ID-13-002; 11/15/2012

Fiscal Year 2012 Workplace Environment Risk 

Model Quarter 4; DP-ID-13-003; 11/27/2012

Delivery and Post Office Operations

Fiscal Year 2012 Business Mail Entry Unit Quarter 

4; FT-ID-13-002; 11/19/2012

Fiscal Year 2012 City Delivery Efficiency Model 

Quarter 4; DR-ID-13-001; 11/14/2012

Fiscal Year 2012 Continuous Auditing of the Postal 

Service’s Bank Secrecy Act Compliance Monitoring 

System Quarter 4; FT-ID-13-001; 11/14/2012

Fiscal Year 2013 - Continuous Auditing of Postal 

Services Bank Secrecy Act Program Quarter 1; 

FT-PM-13-003; 2/13/2013

Fiscal Year 2013 Business Mail Entry Unit Risk 

Model Quarter 1; FT-PM-13-005; 2/15/2013

Fiscal Year 2013 City Delivery Efficiency Model 

Quarter 1; DR-PM-13-002; 2/14/2013

Fiscal Year 2013 Financial Cost and Controls Model 

Quarter 1; FT-PM-13-004; 2/15/2013

Human Resources and Support

Fiscal Year 2012 Green Risk Model Quarter 1; 

HR-PM-13-004; 2/19/2013

Fiscal Year 2012 Green Risk Model Quarter 4; 

HR-PM-13-003; 2/15/2013

Fiscal Year 2012 Human Capital Optimization Risk 

Model Quarter 4; HR-ID-13-002; 12/6/2012

Fiscal Year 2012 Mail Security Risk Model Quarter 

1; HR-PM-13-005; 2/20/2013

Fiscal Year 2012 Mail Security Risk Model Quarter 

4; HR-ID-13-001; 12/5/2012

Fiscal Year 2013 Human Capital Optimization Risk 

Model Quarter 1; HR-PM-13-007; 2/25/2013

Fiscal Year 2013 Workplace Environment Risk 

Model Quarter 1; HR-PM-13-006; 2/21/2013

Information Technology

Fiscal Year 2012 Information Technology Security 

Risk Model Quarter 4; IT-ID-13-001; 12/11/2012

Fiscal Year 2012 Information Technology Security 

Risk Model Quarter 1; IT-PM-13-002; 2/20/2013

Network Processing and Transportation

Fiscal Year 2012 Air Transportation Risk Model 

Quarter 4; NO-ID-13-002; 11/16/2012

Fiscal Year 2012 Machines That Speak Risk Model 

Quarter 4; NO-PM-13-005; 1/22/2013

Fiscal Year 2012 Risk Model for Network and 

Delivery Optimization Quarter 4; NO-PM-13-004; 

2/20/2013

Fiscal Year 2012 Surface Transportation PARIS Risk 

Model Quarter 4; NO-ID-13-001; 11/8/2012

Fiscal Year 2013 Air Transportation PARIS Risk 

Model Quarter 1; NO-PM-13-003; 2/14/2013

Fiscal Year 2013 Machine Model Quarter 1; 

NO-PM-13-006; 2/28/2013

Fiscal Year 2013 Machines That Speak Model, 

Quarter 1; NO-PM-13-007; 2/5/2013

Fiscal Year 2013 Surface Transportation PARIS Risk 

Model Quarter 1; NO-PM-13-001; 2/6/2013

Sales and Marketing

Fiscal Year 2012 Retail Customer Service Risk 

Model Quarter 4; MS-ID-13-002; 11/14/2012

Fiscal Year 2012 Revenue Generation and 

Protection Quarter 4; MS-ID-13-001; 11/7/2012 

Fiscal Year 2013 Cost, Pricing and Rates Quarter 1 

MS-PM-13-006; 2/20/2013

Fiscal Year 2013 Cost, Pricing and Rates; Quarter 

4; MS-PM-13-005; 2/20/2013

Fiscal Year 2013 Retail Customer Service Risk 

Model Quarter 1; MS-PM-13-004; 2/15/2013

Fiscal Year 2013 Revenue Generation and 

Assurance Risk Model Quarter 1; MS-PM-13-003; 

2/14/2013

Supply Management and Facilities

Fiscal Year 2012 Real Estate Risk Model Report 

Quarter 4; SM-ID-13-001; 11/16/2012

Fiscal Year 2012 Supplier Solvency Model Quarter 

4; SM-ID-13-002; 11/14/2012

Fiscal Year 2013 Real Estate Risk Model Report 

Quarter 1; SM-PM-13-003; 2/14/2013

Fiscal Year 2013 Supplier Solvency Model Quarter 

1; SM-PM-13-004; 2/15/2013
October 1, 2012 — March 31, 2013 25

APPENDIX B

APPENDIX B

Findings of Questioned Costs

For the period October 1, 2012 — March 31, 2013

As required by the IG Act, the following pages show the total number of audit reports and the total dollar value of questioned costs in audit reports.

Questioned Cost: A cost that is unnecessary, unreasonable, unsupported, or an alleged violation of law, regulation, or contract.

Description Number of Reports Questioned Costs

Unsupported Costs 

Included in 

Questioned Costs

Reports for which no management decision was made at the beginning of the reporting period — — —

Reports requiring management decision that were issued during the reporting period 7 $386,239,273 $382,970,970

TOTAL 7 $386,239,273 $382,970,970

Reports for which a management decision was made during the reporting period (i+ii) 6 $381,513,264 $380,719,791

(i) Dollar value of disallowed cost1 4 $342,899,503 $342,513,559

(ii) Dollar value of cost not disallowed2 3 $38,613,761 $38,206,232

Reports for which no management decision was made by the end of the reporting period 

Negotiations are ongoing

1 $4,726,009 $2,251,179 

Reports for which no management decision was made within 6 months of issuance (See Note 1 for 

a list of individual reports)

— — —

Reports for which no management decision was made within 1 year of issuance (See Note 2 for a list 

of individual reports)

— — —

1 Management partially agreed with the monetary impact in one audit report.

2 Management partially disagreed with the monetary impact in one audit report.

Note 1 — Reports for which no management decision was made within 6 months of issuance:

None this report period.

Note 2 — Reports for which no management decision was made within 1 year of issuance: 

None this report period.

Note 3 — Contract Reports with Significant Audit Finding:

None this report period.
26 Semiannual Report to Congress

APPENDIX C

Description Number of Reports Dollar Value

Reports for which no management decision was made at the beginning of the reporting period — —

Reports issued during the reporting period 4 $266,601,430

TOTALS 4 $266,601,430

Reports for which a management decision was made during the reporting period (i&ii) 4 $266,601,430

(i) Value of recommendations agreed to by management — — 

(ii) Value of recommendations that were not agreed to by management 4 $266,601,430

Reports for which no management decision was made by the end of the reporting period — — 

Reports for which no management decision was made within 6 months of issuance

(See Note 1 for a list of individual reports)

— —

Reports for which no management decision was made within 1 year of issuance

(See Note 2 for a list of individual reports)

— —

Note 1 — Reports for which no management decision was made within 6 months of issuance:

None for this report period.

Note 2 — Reports for which no management decision was made within 1 year of issuance:

None for this report period.

APPENDIX C 

Recommendations That Funds Be Put to Better Use

For the period October 1, 2012 — March 31, 2013

As required by the IG Act, the following pages show the total number of audit reports and the total dollar value of recommendations for funds that can be put to 

better use by management.

Funds Put to Better Use: Funds that could be used more efficiently by implementing recommended actions.
October 1, 2012 — March 31, 2013 27

APPENDIX D

APPENDIX D 

Other Impacts

For the period October 1, 2012 — March 31, 2013

Overview

Many of our audit reports identify areas for improvement that result in non-monetary benefits to the Postal Service. These benefits include improvements to 

service, protection of assets and improvements in the reliability of data.

Type of Measure Value or Amount

IMPROVED SERVICE

Recommendations that address the Postal Service’s efforts to improve the quality and 

accessibility of its products and services

Number of Recommendations 8

Number of customer service audits conducted Number of Audits 8

SAFEGUARDING ASSETS

Assets or Accountable Items at Risk

Inadequate internal controls put the value of assets or accountable items (e.g., cash and stamps) at risk of loss Dollar Value $62,550,920

Physical Safety and Security

Dollar value of physical assets (plant, computer equipment, vehicles, etc.) at risk of loss 

due to inadequate physical protection

Dollar Value —

Recommendations that address the safety and security of Postal Service employees 

and/or the work environment

Number of Recommendations 2

Number of employee/facility safety and security audits conducted Number of Audits 6

Information Technology Security

Inadequate controls/protection put the value of data, IT assets (software, networks), 

and employee work time at risk of loss

Dollar Value —

Dollar value of data at risk Dollar Value —

Number of data security/IT security audits conducted Number of Audits 9

Revenue at Risk

Dollar value of revenue that the Postal Service is at risk of losing 

(Mailer seeking alternative solutions for current services)

Dollar Value $10,055,307

Disbursements at Risk

Dollar value of disbursements made where proper Postal Service internal controls and processes were not followed Dollar Value $380,400,000

Goodwill/Branding

An adverse impact on goodwill is an actual event/problem that harms the Postal Service’s reputation 

or a potential problem that could negatively impact the Postal Service “brand name”

Number of Issues Identified 18

Misallocation of Costs 

A misallocation of costs can occur when Postal Service costs are misclassified as volume variable, product specific, 

or institutional

Dollar Value —
28 Semiannual Report to Congress

APPENDIX D

Type of Measure Value or Amount

Capital Investment Savings Shortfall and Predicted Savings Shortfall

The difference between the savings predicted by the Decision Analysis Report for capital investment projects and the 

actual savings realized, and the difference between the savings predicted by the Postal Service for a project (e.g., capital 

investment, consolidation, etc.) and the actual savings realized or the OIG estimate of savings which will be realized

Dollar Value —

Potential Additional Revenue

Revenue the Postal Service potentially generate for goods delivered services rendered based 

on suggested improvements

Dollar Value —

RELIABILITY OF DATA

Records at Risk

Data at risk of corruption or loss due to inadequate internal controls and/or protection Number of Data Records at Risk 9

Dollar value of data used to support management decisions that is not fully supported or completely accurate Dollar Value $34,230,374
October 1, 2012 — March 31, 2013 29

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

FF-AR-08-131 3/19/2008 Fiscal Year 2007 Financial Installation Audits – Business Mail Entry Units

R-2 — Provide proper management oversight and instructions to schedule periodic verifications when Periodicals mailings are 

received during nonbusiness hours. TID: October 2012

FF-MA-08-001 7/21/2008 Fiscal Year 2008 – Use of No-Fee Money Orders

R-2 — Evaluate the feasibility of restricting the use of no-fee money orders for local purchases in order to reduce the Postal 

Service’s exposure to financial loss. TID: September 2013

IS-AR-09-001 10/8/2008 Electronic Travel Voucher System Controls

R-1 — Revise Postal Service Handbook F-15, Travel and Relocation, to require travelers to arrange for lodging at the prevailing 

government lodging rate, whenever practical. TID: February 2013

R-2 — Revise Postal Service Handbook F-15, Travel and Relocation, to require travelers to obtain prior approval and justify 

exceeding the government lodging rate within the notes on the electronic voucher. TID: February 2013

IS-AR-09-004 2/20/2009 Access Controls in the Enterprise Data Warehouse

R-3 — Update the Business Impact Assessment for the Enterprise Data Warehouse and recertify the system as required by 

Postal Service Handbook AS-805-A, Application Information Security Assurance Process. TID: April 2013

EN-AR-09-005 9/28/2009 Performance Goals for Market-Dominant Products

R-1 — Document the methodology used to develop future performance goals for market-dominant products. 

TID: December 2012

NL-AR-09-010 9/30/2009 Fuel Management Consumption Strategies for Surface Network Operations

R-1 — Revise the fuel consumption strategy for surface network operations covering Postal Service and Highway Contract Route 

transportation to ensure that it is comprehensive and implements the industry best practices identified in our audit. 

TID: June 2011

R-2 — Assess and implement all opportunities for owned, leased, and contracted vehicles to use technology to reduce wind 

resistance and identify the most viable advanced aerodynamics options consistent with industry best practices and adjust 

contracts as appropriate to account for the reduced fuel need. TID: June 2011

R-3 — Establish and implement tire inflation maintenance requirements for its owned heavy-duty vehicle fleet, as well as its 

leased, and contracted vehicles consistent with industry best practices and adjust contracts as appropriate to account for 

the reduced fuel need. TID: June 2011

R-5 — Evaluate Highway Contract Routes and, where feasible, implement speed limit requirements consistent with industry best 

practices, without negatively impacting service and adjust contracts as appropriate to account for the reduced fuel need. 

TID: June 2011

APPENDIX E 

Reports with Significant Recommendations Pending Corrective Actions 

For the period through March 2013 

As required by the IG Act, the following pages include a list of each audit report for which no management decision has been made by the end of the 

reporting period.
30 Semiannual Report to Congress

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

IS-AR-10-002 12/22/2009 General Control Review of Human Resources Shared Service Center

R-2 — Initiate appropriate security clearance investigations for all employees in sensitive positions at the Human Resources 

Shared Service Center. TID: December 2012

MS-AR-10-001 2/9/2010 Plant-Verified Drop Shipment Controls

R-4 — Provide an electronic reporting solution whereby Postal Service Form 8125, Plant-Verified Drop Shipment Verification 

and Clearance, information at the destination facility can be compared with the information at the origin location. 

Discrepancies or incomplete forms should be investigated. TID: October 2013

IS-AR-10-008 5/4/2010 Certification and Accreditation Process

R-1 — Provide Corporate Information Security the authority necessary to enforce and execute the responsibilities for managing 

the Certification and Accreditation process. TID: June 2013

R-3 — Ensure all portfolio managers receive mandatory training regarding their role, responsibility, and accountability for 

implementing and reinitiating the Certification and Accreditation process. This training should also be made available to 

all executive sponsors. TID: June 2013

R-4 — Hold portfolio managers accountable to complete the Certification and Accreditation process within the Technology 

Solutions Life Cycle prior to implementing critical applications into the production environment. TID: June 2013

R-5 — Complete the Certification and Accreditation process for all critical applications currently in production, as required by 

Handbook AS-805, Information Security. TID: June 2013

R-6 — Ensure the portfolio managers work with the executive sponsors to initiate the recertification process for critical 

applications assigned to their functional areas as required by Handbook AS-805, Information Security. TID: June 2013

R-7 — Develop a formal, centralized mechanism to track the status of all unmitigated residual risks identified in the applications’ 

risk mitigation plan. TID: June 2013

R-8 — Input unmitigated residual risks identified in the applications’ risk mitigation plan into the formal, centralized tracking 

mechanism and track the risks through resolution. TID: June 2013

R-9 — Work with executive sponsors to resolve unmitigated residual risks identified in the risk mitigation plans and 

recertification letters associated with the critical applications. TID: June 2013

R-12 — Input the Certification and Accreditation documentation for all critical applications into the central repository. 

TID: June 2013

CA-AR-10-004 5/27/2010 Contract Payment Terms

R-1 — Revise the Postal Service’s Supplying Principles and Practices, Section 5 12.2, Payment Time Frame, and other sections 

as necessary, with language stating that when contracting officers negotiate payment terms other than net 30 days they 

include the business rationale and associated documentation for the payment terms in the contract file. 

TID: February 2013

NO-MA-10-001 6/11/2010 Assessment of Overall Plant Efficiency 2010

R-1 — Reduce 16.2 million workhours by fiscal year 2012 with an associated economic impact of $743,961,610. 

TID: December 2012

CI-MA-10-001 6/18/2010 Civil Service Retirement System Overpayment by the Postal Service

R-1 — Pursue all necessary actions, including those suggested by the Office of Inspector General, to either secure the return of 

the $75 billion overpayment or to otherwise realize the benefit of this overpayment to the Postal Service. 

MS-AR-10-004 7/28/2010 Efficiency of Retail Customer Service Operations

R-2 — Explore opportunities to consolidate business mail acceptance operations at post offices, stations, and branches. 

TID: October 2012
October 1, 2012 — March 31, 2013 31

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

FT-MA-10-001 8/16/2010 Federal Employees Retirement System Overfunding

R-1 — Pursue legislative action to alter the Postal Service’s Civil Service Retirement and Disability Fund contributions for 1 

or more years until the Federal Employees Retirement System surplus is extinguished. TID: June 2013

R-2 — Coordinate with the Office of Personnel Management to identify causes of actual payout differences between the 

Postal Service and the rest of the federal government and use that information to reduce the risk of future surpluses. 

TID: June 2013

R-3 — Pursue legislative action to define future distribution of significant surpluses. TID: June 2013

R-4 — Coordinate with the Office of Personnel Management to create a sub-account within the Civil Service Retirement and 

Disability Fund exclusive to the Postal Service. TID: June 2013

DA-MA-10-004 8/31/2010 Postal Service Patent Management

R-1 — Establish a strategic plan with timelines to capitalize on the Postal Service’s patent inventory strength. TID: June 2012

CA-AR-10-005 9/20/2010 U.S. Postal Service Purchasing Policies

R-5 — Take steps to ensure full and accurate tracking and public reporting of noncompetitive contracting actions. Data reported 

should include, but not be limited to, total dollars committed both competitively and noncompetitively; and the contractor, 

dollar value, and noncompetitive justifications for noncompetitive contracts. The tracking mechanism should be able to 

identify when a noncompetitive contract has crossed the review and approval threshold based on modification after initial 

award. TID: February 2012

IS-AR-10-014 9/23/2010 Controls Over Payment Card Transaction Data

R-1 — Finalize and implement a Payment Card Industry remediation plan that includes all associated costs, resources, and 

milestones needed to achieve and maintain Payment Card Industry-Data Security Standards compliance. 

TID: December 2014

NL-AR-10-010 9/29/2010 Air Networks – Federal Express Transportation Agreement – National Analysis

R-5 — Standardize Postal Service oversight at Terminal Handling Services operations to ensure adequate on-site Postal Service 

representation to monitor Federal Express operations and ensure local compliance with established processes and 

procedures. TID: October 2012

NL-AR-10-009 9/29/2010 Management of Mail Transport Equipment - National Analysis

R-1 — Further develop, update and reinforce national mail transport equipment policies and procedures contained in the Postal 

Operations Manual and the Postal Handbook PO-502, Container Methods, which address mail transport equipment 

inventory and accountability controls, including validating customer mail transport equipment needs as well as tracking 

and reconciling mail transport equipment loaned to mailers and other external customers. TID: May 2013

CA-AR-10-006 9/30/2010 Certification Process for Electronic Payments

R-1 — Develop an oversight mechanism to monitor and ensure contracting officers’ and/or designated officials’ receipt and 

certification of invoices. TID: October 2012

R-2 — Reiterate to contracting officers and/or their designees their roles and responsibilities, and the importance of following 

Postal Service criteria, policies, and procedures for certification of invoices prior to payment to ensure that invoices are 

correct and goods and services were received. TID: October 2012

R-3 — Develop and implement written procedures for receiving invoices for annual highway contract route services and verifying 

that services were rendered prior to payment. TID: October 2014

R-5 — Review the $7.6 million in payments made more than 30 days after contract end dates and collect overpayments. 

TID: November 2012

R-8 — Ensure that Utility Management System designated official contact information is accurate and that the system requires 

positive certification by the designated official before invoice payment. TID: November 2012
32 Semiannual Report to Congress

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

FT-MA-10-002 9/30/2010 Summary of Substantial Overfunding and Postal Service Pension and Retiree Health Care Funds

R-1 — Develop a comprehensive legislative strategy to recover overfunded amounts. TID: September 2011

R-2 — Aggressively pursue and carefully review all available data related to Civil Service Retirement System, Federal Employee 

Retirement System, and retiree health benefit calculations, including those associated with determining any overfunding 

situations, to ensure that calculations are reasonable and accurate. TID: September 2011

NL-MA-11-001 12/6/2010 Surface Mail Classes on Air Transportation Networks

R-1 — Verify that actions already taken related to minimizing surface mail classes on the FedEx Day-Turn network are applied 

to other air networks to ensure transportation managers use surface transportation, instead of the FedEx Night-Turn, 

commercial air carrier, United Parcel Service, and Christmas air transportation networks to move surface mail types 

where possible. TID: December 2012

R-2 — Routinely provide headquarters and area management with data, including Transportation Cost System/Cost and 

Revenue Analysis data, to monitor and track the volume and avoid additional costs for flying surface mail classes 

on the FedEx Night-Turn, commercial air carrier, United Parcel Service, and Christmas air transportation networks. 

TID: September 2011

R-3 — Reinforce existing policies and procedures for the processing and assigning of mail to air and surface transportation. 

TID: None

NO-AR-11-004 12/14/2010 Houston, TX Processing and Distribution Center Mail Consolidation

R-1 — Pursue expansion of the North Houston Processing and Distribution Center and consolidate the Houston Processing and 

Distribution Center’s mail processing operations into the expanded facility, by fiscal year 2013. TID: September 2013

FF-AR-11-004 12/15/2010 Express Mail Guarantees

R-5 — Establish a timeframe for and develop a process to analyze Express Mail refunds by origin and destination to evaluate risk 

and identify necessary changes in service in order to make better business decisions for guarantees. TID: July 2013

IT-AR-11-004 3/16/2011 Computer Incident Data Reliability

R-3 — Integrate the Data Loss Prevention and Security Information Manager applications with the security incident management 

system to ensure a single incident data repository. TID: September 2013

R-4 — Either modify the existing incident management system or pursue development of a new system that enforces date and 

time value sequence and data validation. TID: September 2013

DA-MA-11-002 4/8/2011 Postal Service Patent Management Continuation

R-1 — Work closely with subject matter experts to review highly rated patents to draft claims as appropriate. 

TID: September 2013

R-2 — Develop a comprehensive strategy for developing patent intellectual property that enhances Postal Service products and 

services and its competitive position in the global marketplace and is a source of income. The strategy should capitalize 

on patent evaluations performed to date and include an assessment of business options available for achieving the 

significant financial returns. TID: September 2013

R-3 — Ensure the Postal Service has an effective patent management process and comprehensive licensing program in place. 

This establishes control that protects intellectual capital and provides an appropriate return on investment. 

TID: September 2013

CA-AR-11-004 4/27/2011 Internal Controls over the Contract Close-out Process

R-3 — Establish a periodic control to ensure category management center personnel follow records management requirements 

for contract files, including, but not limited to retaining records for the required 6 years. TID: March 2012

NO-MA-11-004 5/20/2011 Assessment of Overall Plant Efficiency 2011

R-1 — Reduce 14,017,630 workhours by fiscal year 2012 with an associated economic impact of $647,586,823. 

TID: September 2013
October 1, 2012 — March 31, 2013 33

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

HR-AR-11-004 5/27/2011 Compliance with Occupational Safety and Health Administration Recordkeeping Requirements

R-2 — Revise the Postal Service Occupational Safety and Health Administration Recordable Date policy to better clarify how 

to determine Occupational Safety and Health Administration recordable dates when they differ from the initial injury or 

illness date. TID: March 2012

R-4 — Establish mandatory training for officials responsible for determining Occupational Safety and Health Administration 

recordable cases and completing related forms. TID: December 2011

DA-AR-11-008 6/8/2011 Conflicts of Interest: Facility Leases and Contract Delivery Services 

R-1 — Revise the Postal Service’s policy for leasing property under 3,000 square feet from employees or relatives to include an 

ethics review. TID: June 2013

R-2 — Evaluate the universe of potential facility lease conflicts and develop an action plan to minimize active and future conflicts. 

TID: June 2013

R-3 — Implement a control to systemically identify, monitor, and resolve potential conflicts of interest with facility leases and, if 

necessary, request waivers for leases that represent conflicts. TID: June 2013

DR-MA-11-002 7/19/2011 National Assessment of City Delivery Efficiency 2011 - Office Performance

R-1 — Reduce 2,002,690 workhours during fiscal year 2012 with an associated economic impact of $88,192,128. TID: None

HR-AR-11-005 8/5/2011 Postal Service Facility Security

R-3 — Issue supplemental guidance and enhance internal controls to:

 Ensure security control officers conduct facility security surveys as required.

 Ensure corrective actions are taken to address security deficiencies.

 Ensure security control officers and plant managers take the mandatory security training. 

TID: August 2012

HR-AR-11-006 8/8/2011 2009 Pay for Performance Program 

R-1 — Clarify policies and procedures to better define the relationship between the national performance assessment and core 

requirements, and the role of higher level management in the pay for performance process. TID: April 2013

R-2 — Establish and implement mandatory training events that educate new and existing participants and managers on policy, 

roles and responsibilities, goal setting, and the program’s objectives. TID: April 2013

R-3 — Evaluate the effectiveness of the current process used to establish and use behavioral core objectives to rate employees’ 

performance. TID: April 2013

DA-AR-11-010 8/30/2011 Intelligent Mail: Realizing Revenue Assurance Benefits

R-1 — Establish timeframes for implementing the enhanced/expanded automated verifications as described in the original 

Intelligent Mail infrastructure Decision Analysis Report. TID: January 2013

R-2 — Develop a tolerance level for low scan rates to use for exception reporting. TID: January 2013

R-3 — Develop a process for identifying the cause(s) of low scan rates for customer follow-up as warranted. TID: January 2013

FF-AR-11-013 8/30/2011 Postal Service Refunds

R-2 — Analyze and establish an administrative and minimum fee that will cover processing costs. TID: July 2013

R-4 — Complete the update to the PostalOne! system to enable electronic transmission of Value Added Refund data to accounts 

payable. TID: April 2013

CRR-AR-11-003 9/6/2011 Service Performance Measurement Data - Commercial Mail

R-1 — Establish milestones for implementing recovery of Full-Service Intelligent Mail Barcode discounts provided to mailers 

when Full-Service mailings do not meet the specific requirements for the discounts received. TID: November 2013
34 Semiannual Report to Congress

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

IT-AR-11-008 9/14/2011 Remote Access Controls

R-1 — Implement two-factor authentication to comply with Handbook AS-805 requirements and to meet Payment Card Industry 

– Data Security Standards. TID: December 2013

R-11 — Suspend remote access for all employees or contractors until they complete required security awareness training. 

TID: December 2013

HR-AR-11-002 9/19/2011 Postal Service Work Rules 

R-3 — A comprehensive study to determine the optimal incentive-based carrier compensation system. TID: June 2013

FF-AR-11-015 9/23/2011 Business Mail Acceptance Centralization Process

R-2 — Require each district to conduct a centralization feasibility study, document the results, and take action based on the 

results of the study, as appropriate. TID: October 2013

R-3 — Manage business mail entry workhour usage to achieve 93 percent efficiency and develop tools to monitor performance. 

TID: October 2013

R-4 — Establish annual goals for business mail entry workhour efficiency to include measuring performance against goals. 

TID: October 2013

DR-AR-11-007 9/26/2011 Follow-up on City Delivery Standard Operating Procedures 

R-1 — Re-evaluate the certification criteria and ensure the criteria require units to meet, at least the national average percent to 

standard for office operations. TID: February 2013

R-3 — Establish an annual process to de-certify units that do not maintain performance standards after certification. 

TID: February 2013

CA-AR-11-007 9/30/2011 Contract Postal Units Contract Oversight 

R-1 — Require Contract Postal Unit contractors to submit invoices for payment. TID: April 2013

R-2 — Create a process to ensure the contracting officer or contracting officer’s representative validates and certifies invoices 

prior to payment, using data maintained in the Contract Postal Unit Technology system. TID: April 2013 

R-3 — Establish a mandatory training procedure to ensure all contract officer representatives receive training of appointed duties 

within 2 weeks of notification of the contracting officer’s representative appointment. TID: April 2013

R-4 — Develop an oversight mechanism to monitor whether contracting officer’s representatives conduct quarterly performance 

and annual financial reviews, obtained completed appointment letters, and retain contract postal unit contracts in the 

contract administrative files. TID: April 2013

HR-AR-11-007 9/30/2011 Postal Service Workers’ Compensation Program

R-5 — Develop mandatory and refresher training for Postal Service officials responsible for workers’ compensation to ensure 

they are aware of their roles and responsibilities for workers’ compensation. TID: September 2013

MS-AR-11-007 9/30/2011 Strategic Approaches to Revenue Protection

R-1 — Work with a broadened group of internal and external stakeholders to prepare for streamlining the entry of business mail, 

accelerate the timeline for streamlined acceptance and verification, and seek to leverage technology to provide revenue 

protection for Basic Service Intelligent Mail and non-automated volumes. TID: October 2013

IT-AR-12-001 10/21/2011 State of Corporate Information Technology Security

R-2 — Complete the certification and accreditation process for the remaining national applications. TID: December 2013

R-4 — Implement a corporate-wide encryption solution to enhance the sensitive data protection effort. TID: October 2013
October 1, 2012 — March 31, 2013 35

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

CA-AR-12-001 11/2/2011 Contracting Opportunities and Impact of the Service Contract Act 

R-2 — Review the benefits of outsourcing cleaning/janitorial service positions and postal service vehicle driver positions and 

work with Supply Management to restructure those positions to achieve the most cost effective solution. 

TID: March 2013

R-3 — Working with Supply Management and Postal Service program officials, ensure that appropriate financial data are 

collected to aid in making in-sourcing/outsourcing decisions. TID: March 2013

HR-AR-12-001 11/14/2011 Postal Service Health and Safety Program 

R-1 — Review and revise, as appropriate, supervisor performance measures to place a higher priority on maintaining a safe and 

healthy work environment; for example: performance measures could be linked to the number of abated and/or unabated 

safety hazards. TID: October 2011

R-4 — Establish and implement standard operating procedures for dock operations. TID: May 2012

R-5 — Perform and oversee preventive maintenance procedures for eyewash and shower units. TID: September 2012

R-6 — Conduct required safety inspections and abate safety hazards in a timely manner to ensure safe and healthy working 

conditions for the employees. TID: September 2012

R-7 — Enter Postal Service Forms 1767 accurately and timely in the Safety Toolkit. TID: September 2012

CRR-AR-12-002 12/13/2011 Management Operating Data System

R-1 — Develop a monthly report that identifies the top Management Operating Data System (MODS) operation numbers and 

facilities causing MODS errors. TID: March 2012

R-2 — Expand existing Management Operating Data System exception reports to include observations that exceed maximum 

machine throughput and manual productivities. TID: March 2012

R-3 — Issue monthly enhanced exception reports to management at the area, district, and facility level to highlight recurring 

Management Operating Data System errors at facilities. TID: April 2012

R-4 — Develop controls within the Management Operating Data System (MODS) that enforce the requirement for facility 

managers to correct MODS errors in a timely manner. TID: September 2012

R-6 — Monitor operation numbers where the majority of Management Operating Data System errors occur, and determine the 

potential impact on applicable cost data. TID: January 2013

R-7 — Evaluate existing quality assurance procedures to determine whether eliminating Management Operating Data System 

(MODS) errors at the facility level, and eliminating observations that exceed maximum machine throughputs or manual 

productivities, would improve the reliability of MODS based productivities. TID: January 2013

FI-AR-12-001 12/28/2011 Expedited Packaging Supplies Program

R-1 — Implement a comprehensive, automated procedure to determine the quantity of expedited packaging supplies retained by 

major mailers, post offices and other facilities that distribute Postal Service’s expedited packaging supplies to customers. 

TID: January 2013

R-2 — Develop a comprehensive plan to monitor usage and identify and reduce waste associated with expedited packaging 

supplies. TID: January 2013

IT-AR-12-003 1/9/2012 Fiscal Year 2011 Information Technology Internal Controls

R-1 — Implement corrective actions to address all open issues noted in this report for fiscal years 2010 and 2011. 

TID: July 2013
36 Semiannual Report to Congress

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

IT-AR-12-002 1/9/2012 Patch Management Processes

R-1 — Ensure that all operating system and database patches are tested, documented, and implemented as required by 

Handbook AS-805, Information Security. TID: September 2013

R-2 — Ensure that administrators obtain required policy exception approvals when system patches are not applied. 

TID: September 2013

R-3 — Ensure that written procedures are developed to define the patch management process for each group, operating system, 

and database to include test and back-out plans. TID: September 2013

R-4 — Ensure that configuration management inventory records are reconciled to the actual servers and databases for their 

respective group. TID: September 2013

R-5 — Work together to implement a process to verify that required operating system and database patches distributed to the 

mail processing plants are applied. TID: September 2013

R-6 — Implement a common method for all entities to track information technology asset and patch information. TID: July 2014

R-7 — Ensure vulnerability mediation training is provided to all employees and contractors responsible for enterprise patch 

management. TID: July 2014

R-8 — Conduct risk assessments and cost analyses to develop an enterprise-wide migration plan for upgrading unsupported 

operating systems and databases to vendor-supported software. TID: July 2014

R-9 — Adopt a method to identify, capture, and report patch management metrics to assist with oversight of the patch 

management process and facilitate related business and security decisions. TID: July 2014

MS-AR-12-002 1/12/2012 Mail Verification Procedures at Detached Mail Units 

R-1 — Review automation efforts to date to identify improvements that can be made in the interim while mailers continue to 

implement Intelligent Mail barcode technologies. TID: June 2013

R-2 — Continue ongoing mail verification training efforts while detached mail unit employees continue to use manual mail 

verification processes. TID: October 2013

R-3 — Enhance automated systems to notify managers when acceptance employees override Mail Evaluation Readability 

Lookup INstrument results. TID: June 2013

R-4 — Develop and implement automated tools that managers can use to monitor and evaluate detached mail unit staffing and 

scheduling. TID: June 2013

NO-AR-12-003 1/20/2012 Consolidation of Mail Processing Operations at the Mansfield, OH Customer Service Mail Processing Center

R-1 — Identify repositioning plans for all impacted employees at the Mansfield Customer Service Mail Processing Center. 

TID: None

R-2 — Continue to monitor and take necessary actions to ensure mail is processed timely at the Cleveland Processing and 

Distribution Center. TID: None

CRR-AR-12-003 1/27/2012 Revenue, Pieces, and Weight Inputs Into the Cost and Revenue Analysis Report

R-2 — Explore concentrating sampling and data collection of manually processed mail from delivery units to the serving 

processing and distribution facilities for Revenue, Pieces, and Weight estimation purposes. TID: October 2014
October 1, 2012 — March 31, 2013 37

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

CI-AR-12-004 2/2/2012 Domestic Mail Manual Preparation and Acceptance Mail Instructions

R-1 — Combine and remove all duplications in the Domestic Mail Manual, Quick Service Guides, Business Mail Acceptance, Job 

Aids, and Customer Support Rulings; and publish a new document available to all mailers online. TID: November 2013

R-2 — Migrate to a one permit per customer requirement using PostalOne!. TID: August 2013

R-3 — Archive all PostalOne! deleted or canceled permits. TID: April 2015

NL-AR-12-001 2/2/2012 Postal Vehicle Service Transportation Routes – Margaret L. Sellers Processing and Distribution Center

R-1 — Ensure Margaret L. Sellers Processing and Distribution Center managers follow prescribed fleet management procedures 

for making postal vehicle service schedule changes more timely including conducting annual schedule and vehicle 

utilization reviews. TID: November 2012

R-2 — Verify the reallocation of 2,424 workhours within existing postal vehicle service (PVS) schedules and reallocate an 

additional 5,728 workhours within PVS schedules to accommodate future Flats Sequencing System implementation. 

TID: November 2012

NL-AR-12-003 3/12/2012 Density of First-Class Mail on Air Transportation

R-1 — Continue to develop optimization processes to increase First-Class Mail density to maximize container space. 

TID: April 2013

R-2 — For sites equipped with the Advanced Facer Canceler System series 200 machines, separate First-Class Mail to be 

transported by air for sorting on a single sorting machine for further processing and dispatch. TID: April 2013

R-3 — Develop targeted secondary sort programs to process First-Class Mail bound for air transportation to maximize container 

space. TID: April 2013

HR-AR-12-002 3/30/2012 Postal Service Mail Security

R-1 — Develop and implement training to ensure personnel responsible for accountable mail and keys understand their 

responsibilities. TID: July 2012

R-2 — Establish policies and procedures requiring responsible personnel to conduct periodic reviews to ensure mail 

safeguarding and accountability requirements are followed. TID: July 2012

R-3 — Develop and implement training for contract postal unit personnel to ensure they understand their responsibilities 

regarding safeguarding mail and accounting for Registered Mail. TID: July 2012

HR-AR-12-003 3/30/2012 Unauthorized Overtime Usage in Field Operations

R-5 — Establish and implement proactive monitoring processes that include periodic reminders and a system of accountability, 

similar to the procedures that have been implemented in the Central Pennsylvania District to minimize unauthorized 

overtime. TID: September 2012

NL-AR-12-005 4/25/2012 Postal Vehicle Service — Nationwide Analysis

R-1 — Instruct area Postal Service officials to follow prescribed fleet management procedures for conducting Postal Vehicle 

Service schedule and vehicle utilization reviews and make necessary changes to the schedules in a more timely fashion 

(or at least annually) to match the fluid operational changes. TID: None

R-2 — Ensure Postal Service officials change schedules when feasible to reduce overall scheduled workhours and staffing by 

increasing the use of non-traditional full-time employees where fewer than 8 hours of work exists. TID: None

R-3 — Encourage area Postal Service officials to negotiate the use of split days off with local union officials where possible to 

reduce operating costs through staff reductions. TID: March 2012

R-4 — Instruct processing and distribution center management to issue memorandums to drivers reinforcing the use of seat 

belts, chock blocks, and load restraints; and periodically monitor compliance. TID: April 2012
38 Semiannual Report to Congress

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

NO-MA-12-001 4/27/2012 Assessment of Overall Plant Efficiency 2012

R-1 — Reduce 14,268,171 workhours by fiscal year 2014 with an associated economic impact of $664,997,872. 

TID: September 2014

MS-AR-12-003 5/4/2012 Package Delivery Growth

R-2 — Develop enhancements to the CustomerFirst! system to ensure that the data and information contained within are reliable 

and useful. TID: January 2015

R-4 — Evaluate the feasibility of offering a local product the customer either arranges to have picked up or takes to the local 

Post Office for sortation and delivery without involving a mail processing plant. TID: December 2013

R-5 — Continue to pursue legislative change that will allow the Postal Service to ship beer and wine. TID: January 2014

R-6 — Evaluate the feasibility of offering an international service that will allow customers the option of prepaying customs duties 

and taxes. TID: September 2013

NL-AR-12-006 5/29/2012 POSTAL SERVICE INITIATIVE: Consolidation of Mail for Transportation Between Network Distribution Centers

R-3 — Add Jacksonville Network Distribution Center’s Puerto Rico Highway Contract Routes 32202 and 32204 into the 

consolidation initiative. TID: September 2012

R-4 — Ensure Postal Service managerial oversight at the contract consolidation facilities. TID: July 2012

DR-AR-12-001 6/5/2012 City Delivery — Street Efficiency San Diego District

R-1 — Reduce 83,943 workhours to achieve an associated economic impact of more than $3.3 million annually or $6.8 million 

over 2 years. TID: October 2014

NO-AR-12-005 6/5/2012 Efficiency Review of the Cleveland, OH Processing and Distribution Center 

R-1 — By fiscal year 2017, reduce workhours by 352,388 to produce a cost avoidance of $22.7 million over the following 

2 years, or through consolidations, increase mail volume by 377 million, or a combination of workhours reductions and 

mail volume increases that will achieve the median productivity level of 1,069 pieces per hour. TID: September 2014

FT-MA-12-002 6/14/2012 Pension and Retiree Health Care Funding Levels

R-1 — Pursue legislative action to refund the current pension surplus, and any future pension surpluses, to the Postal Service. 

TID: January 2013

DR-AR-12-002 6/14/2012 City Delivery — Excess Routes

R-1 — Eliminate 33 excess city delivery routes in their respective districts. TID: May 2013

R-2 — Review delivery units consistently using fewer than projected street hours to make appropriate route adjustments, 

eliminations, and consolidations. TID: May 2013

R-3 — Reallocate the 33 assigned Postal Service-owned delivery vehicles from the eliminated city routes to rural routes 

to achieve an associated economic impact of $250,110 annual discounted savings or $500,220 over 2 years. 

TID: June 2013
October 1, 2012 — March 31, 2013 39

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

IT-AR-12-008 6/25/2012 Security Awareness Training Program

R-1 — Include information security awareness training on the Human Resources mandated training list as part of the Strategic 

Training Initiative. TID: June 2013

R-2 — Modify Handbook AS-805, Information Security, to clearly define the users who are required to take the mandatory 

information security awareness training. TID: July 2013

R-3 — Establish a monitoring process to track user compliance with Handbook AS-805, Information Security, information 

security awareness training requirements. TID: July 2013

R-4 — Work with applicable managers to take appropriate action, including suspending access if necessary, to ensure 

employees and contractors complete the security awareness training in compliance with Handbook AS-805, Information 

Security, and regulatory requirements. TID: September 2013

DA-MA-12-005 7/16/2012 21st Century Post Office: Non-Postal Products and Services

R-1 — Develop a strategy to identify, evaluate and offer the most promising non-postal products and services, including how to 

overcome identified barriers, when legislation permits. TID: June 2013

NO-AR-12-007 8/3/2012 Efficiency Review of the Los Angeles Network Distribution Center

R-1 — Reduce workhours by 200,019 by fiscal year 2017 to produce an annual cost avoidance of about $6.5 million, or 

increase volume by 39 million pieces, or combine workhour reductions and mail volume increases that will achieve the 

above average median productivity level of 117 pieces per hour. TID: February 2015

CA-AR-12-004 8/6/2012 Unauthorized Contractual Commitments

R-2 — Reinforce current policies by training and conducting periodic reviews to ensure that Supply Management contracting 

personnel follow the ratification process and documentation requirements for unauthorized contractual commitments. 

TID: March 2013

CI-AR-12-006 8/14/2012 Delivery Fleet Strategies

R-2 — Establish an annual new vehicle replacement strategy, as part of a comprehensive fleet management strategy, to replace 

part of the fleet each year, spread out the expenditures over time, and ensure the overall operational functionality of the 

fleet. TID: September 2016

DR-AR-12-003 8/16/2012 City Delivery — Street Efficiency Capital District

R-1 — Reduce 110,740 workhours to achieve an associated economic impact of $4.5 million annually, or $9 million over 2 

years. TID: October 2014

DR-AR-12-004 8/16/2012 City Delivery — Street Efficiency Louisiana District

R-1 — Reduce 107,550 workhours to achieve an associated impact of more than $4.4 million annually, or $8.8 million over 2 

years. TID: September 2014

EN-AR-12-003 8/17/2012 Efficiency of Customer Service Operations

R-3 — Provide training as needed to customer service managers that would enable them to effectively use managerial reports 

and tools. TID: September 2013

DR-AR-12-005 8/21/2012 Carrier Optimal Routing System Phase ll

R-1 — Continue to pursue funding to resolve performance issues with the Web Carrier Optimal Routing system and implement 

the web-based program nationwide. TID: April 2013

R-2 — Re-emphasize performing route adjustments using the Carrier Optimal Routing system to achieve an annual economic 

impact of more than $84 million. TID: None

R-3 — Cross-train existing and additional personnel in both Carrier Optimal Routing system database preparation and route 

adjustment processes to ensure the availability of adequately trained resources. TID: February 2013
40 Semiannual Report to Congress

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

FI-MA-12-014 8/22/2012 U.S. Postal Service Alternate Health Care Plan Proposal

R-1 — Revise the Postal Service’s alternative health care plan projected savings to include the additional cost of shifting to the 

appropriate discount rate used for funding obligations for federal employee pension and other retirement benefits. 

TID: None

DR-MA-12-002 8/24/2012 City Delivery Route Optimization Pilot Initiative

R-2 — Execute a new initiative to maximize savings by using lessons learned and data results from the pilot with the goal of 

optimizing the full- and part-time staff mix. TID: None

DR-AR-12-006 8/24/2012 City Delivery Staffing

R-1 — Balance the number of full-time carriers per route and manage labor cost within established fiscal year budgets. 

TID: None

R-2 — Continue pursuing the ability to increase the number of part-time, non-career flexible employees at installations 

nationwide in the city letter carrier craft to reduce labor costs. TID: None

HR-AR-12-004 8/27/2012 Rehabilitation Assignments for Employees Injured on Duty

R-3 — Establish a training plan for employees on the periodic roll who receive and accept an offer to perform vehicle shuttle 

service work. TID: None

MS-AR-12-007 9/10/2012 Customer Complaint Resolution Process

R-2 — Identify deficiencies and desired enhancements for the Enterprise Consumer Care system and take necessary action to 

notify the Information Technology department. TID: September 2013

R-3 — Develop a mechanism for tracking Enterprise Consumer Care system usage and wait times and ensuring that current 

archiving processes and system outage records are continued. TID: September 2013

IT-AR-12-009 9/12/2012 Security of File Transfer Protocol Transmissions

R-1 — Assign a controlling authority the responsibility for managing all electronic file transfer activities and enforcing electronic 

file transfer policies. TID: September 2017

R-2 — Publish an enterprise-wide management instruction and implement training on secure electronic file transfer usage to 

reinforce the requirements of Handbook AS-805, “Information Security.” TID: May 2013

R-3 — Direct the controlling authority identified in Recommendation 1 to develop a business case solution to mitigate and, 

ultimately, eliminate the use of file transfer protocol transmissions to ensure the protection of sensitive data in accordance 

with Handbook AS-805, Information Security. TID: May 2013

R-4 — Conduct periodic security assessments to identify and monitor file transfer protocol usage throughout the Postal Service 

network. TID: September 2013

R-5 — Identify, monitor, and remove all unnecessary file transfer protocol services running on all servers and mainframes and 

identify the related sensitive applications. TID: September 2013

R-6 — Implement a secure electronic file transfer protocol for receiving manifest files from external business partners. 

TID: September 2017

HR-AR-12-005 9/12/2012 State of Security

R-1 — Revise procedures to ensure letter carriers clearly understand their responsibilities to identify anonymous mail. 

TID: May 2013

R-2 — Enhance the nationwide anonymous mail seeding program by establishing procedures for identifying problem facilities 

that fail to detect anonymous mail. TID: May 2013

R-3 — Require responsible personnel to take additional training to address noncompliance and reduce the failure rate. 

TID: May 2013

R-4 — Establish procedures for conducting follow-up testing of facilities to address noncompliance with anonymous mail 

requirements. TID: May 2013
October 1, 2012 — March 31, 2013 41

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

EN-AR-12-004 9/14/2012 Commercial Mail Entry and Acceptance Initiatives

R-5 — Develop an action plan to address and correct PostalOne! operational problems affecting the integrity, reliability, and 

functionality of the system. In addition, conduct thorough testing before releasing and implementing system upgrades. 

TID: September 2013

FI-AR-12-004 9/14/2012 Revenue Sharing Agreements

R-5 — Establish and maintain a central repository for all revenue sharing agreement documentation. TID: February 2013

R-6 — Develop detailed policies and procedures for creating, designing, and monitoring revenue sharing agreements and 

disseminate the new procedures to the entire organization. TID: February 2013

DA-AR-12-002 9/18/2012 Lease Purchase Options for Postal Service Facilities

R-2 — Establish procedures for assigning lease purchase options to third parties in the real estate market. TID: July 2013

NL-AR-12-009 9/21/2012 Global Positioning System Technology for Highway Contract Routes

R-1 — Update and reinforce policies and procedures for the highway contract route Global Positioning System program with 

employees and suppliers, including re-training personnel as necessary and designating necessary resources at plants to 

ensure they have an understanding of their roles, responsibilities, and accountability. TID: December 2012

R-2 — Improve the monitoring and validation process for compliance to ensure the timely entry of all contract service changes 

in the field, termination of contracts not meeting compliance requirements, and the use of Global Positioning System 

compliance as criteria for future contract awards. TID: December 2012

R-3 — Continue to review and update the standard reports available in the Highway Contract Route Tracking Module so 

compliance and supplier performance can be monitored or reviewed without a contractor preparing special ad hoc 

reports. TID: November 2012

R-4 — Expand the Global Positioning System (GPS) program to include additional highway contract routes where feasible and 

explore an end-to-end GPS platform using industry best practices that includes a full-range of functionality and reports 

covering applicable contracted transportation. TID: January 2013

R-5 — Re-evaluate data retention requirements of the Highway Contract Route Tracking Module, including the type of data 

retained and for how long to include consideration of potential contract and legal challenges to actions taken resulting 

from non-compliance with the reporting requirements. TID: June 2013

HR-AR-12-006 9/21/2012 Motor Vehicle Accident Prevention Program

R-2 — Provide periodic refresher training to supervisors on the Safe Driver Program and ensure employees performing driving 

observations take the Driver Observation training course. TID: June 2013

R-3 — Establish and implement proactive monitoring processes that include using Department of Motor Vehicle’s databases to 

validate driver’s licenses for employees in driving positions. TID: None

NL-AR-12-008 9/21/2012 St. Louis Network Distribution Center — Postal Vehicle Service Operations

R-1 — Periodically assess postal vehicle service spotter truck driver workload and staffing requirements with respect to 

productivity standards to maintain appropriate staffing levels. TID: July 2012

R-3 — Ensure that St. Louis Network Distribution Center management re-emphasis the safety policy that drivers must wear 

safety belts whenever the vehicle is in motion and provide management oversight for enforcement. TID: September 2012
42 Semiannual Report to Congress

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

DR-MA-12-004 9/27/2012 City Delivery Operations — Brick Main Post Office

R-1 — Reduce 7,744 office and street workhours in fiscal years 2013 and 2014 to achieve an annual economic impact of 

$333,764. TID: September 2014

DA-AR-12-004 9/28/2012 Accuracy of the Electronic Facilities Management System

R-1 — Modify the Electronic Facilities Management System to address inconsistency in data entry, including the use of 

drop-down lists and requiring completion of all data fields. TID: December 2012

R-2 — Develop a plan to require annual review and validation of all Electronic Facilities Management system data by Facilities 

Service Office personnel. TID: August 2013

R-3 — Develop and administer training for the use of Electronic Facilities Management System. TID: None

DR-MA-12-003 9/28/2012 City Delivery Operations — Lancaster Carrier Annex

R-1 — Reduce 12,339 office and street workhours in fiscal years 2013 and 2014 to achieve an annualized economic impact of 

$515,838, or $1,031,676 over 2 years. TID: September 2014

NL-AR-12-010 9/28/2012 First-Class Mail on Air Transportation — Assignment by Weight

R-1 — Modify the assignment process to assign First-Class Mail to air transportation considering weight where feasible, with 

the heavier mail being assigned to FedEx and the lighter mail being assigned to United Parcel Service and commercial 

passenger air carriers – with consideration of contractor service performance and future air transportation contract 

requirements. TID: March 2013

NL-AR-12-011 9/28/2012 Mail Transport Equipment – Shortages of Pallets, Tubs, and Trays – Fall 2011 Mailing Season

R-1 — Finalize procedures, processes, and guidelines to ensure there is effective planning and budgeting for Mail Transport 

Equipment (MTE) needs for the fall mailing season, taking into consideration operational and customer needs, financial 

condition, MTE leakage, and MTE condemnation. TID: July 2013

R-2 — Finalize implementation of prior U.S. Postal Service Office of Inspector General recommendations from the Management 

of Mail Transport Equipment (MTE) – National Analysis audit (Report Number NL-AR-10-009, dated September 29, 

2010) covering an automated inventory and tracking system, ensuring adequate resources for areas and plants, and 

update policies and procedures that support current MTE operational requirements. TID: October 2013

R-3 — Finalize processes and procedures (considering costs and benefits) to limit or better control distribution and have visibility 

of Mail Transport Equipment distributed to mailers and other customers. TID: January 2014

R-4 — Evaluate the best practices identified in this report and identify any applicable industry best practices for implementation 

(considering costs and benefits), such as the viability of implementing Radio Frequency Identification technology to 

control the leakage of plastic pallets and reduce annual purchase of replacement plastic pallets. TID: March 2013
October 1, 2012 — March 31, 2013 43

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

CA-AR-12-006 9/28/2012 Oversight of Equitable Adjustments

R-1 — Require contracting officers to include a general release of claims in all supplemental agreements that constitute a 

release by the supplier for additional costs beyond that which is provided for in the contract modification or a more 

specific release in complex or contentious equitable adjustments. TID: November 2012

R-3 — Reiterate the contract file tracking process to ensure contract files are not lost when they are transferred from one office 

to another. TID: November 2012

DA-MA-12-006 9/28/2012 Partnerships with Other Government Agencies

R-1 — Clearly define organizational roles and responsibilities for developing and managing partnerships with other federal 

agencies and establish a written policy to identify, develop, track, and follow-up on potential partnership opportunities. 

TID: February 2013

CI-AR-12-007 9/28/2012 Post-Implementation Review Process

R-1 — Improve the Post-Implementation Review (PIR) process in Handbook PO-408, Area Mail Processing Guidelines, to: 

 Identify and separate savings and costs associated with concurrent initiatives from savings and costs directly 

related to the area mail processing consolidation.

 Implement the use of automated data calculation and pre-population for PIR worksheets and checklists. 

 Establish a process to allocate savings and costs when multiple consolidations are made into the same 

gaining facility. 

 Assess whether current PIR timelines should be adjusted. 

TID: March 2014

DA-MA-13-001 10/2/2012 Biohazard Detection System Progress

R-1 — Complete a comprehensive update to the 2002 threat assessment to determine risks to the mail stream prior to 

procuring new biohazard detection equipment. TID: April 2013

R-2 — Develop a policy requiring periodic update of threat assessments. TID: April 2013

IT-AR-13-001 10/5/2012 Information Technology – Contractor Timecard Approvals in the Program Cost Tracking System

R-2 — Make improvements to the Program Cost Tracking System procedures to ensure program managers validate their 

assigned project timecards initially approved by Information Technology Business Management. TID: August 2013

CA-AR-13-001 10/9/2012 Best Value in the Purchasing Process

R-1 — Direct contracting managers to conduct periodic reviews of electronic and physical contract files to ensure that 

contracting officials maintain evidence of mandatory evaluations, price analysis, and review and approvals in the contract 

files. TID: November 2012

R-2 — Update the contract file transfer process to include a step to require the receiving contract officials to certify that contract 

files contain required documentation. TID: December 2012

R-3 — Direct contracting officials and higher-level approvers to ensure the accuracy of CAMS information and to adhere to 

the Supplying Principles and Practices to obtain appropriate written approval, prior to submitting or approving contract 

actions. TID: November 2012

DR-AR-13-001 10/11/2012 Delivery Operations Data Usage 

R-1 — Streamline systems, reports (including exception based reporting) and data (including real-time data) to meet city delivery 

needs. TID: June 2012

R-2 — Re-emphasize city delivery operating procedures to new supervisors and managers. TID: October 2012
44 Semiannual Report to Congress

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

FT-AR-13-001 10/19/2012 Officer Compensation for Calendar Year 2011

R-1 — Coordinate with the Board to ensure the Postal Service reports to the Office of Personnel Management and Congress a 

complete list of critical senior executive or equivalent positions allowed to receive total compensation in an amount not to 

exceed 120 percent of the total annual compensation payable to the vice president of the U.S. TID: September 2013

R-2 — Request an interpretation from the Government Accountability Office on whether annuity payments are considered in an 

employee’s total compensation and subject to the Postal Act of 2006 compensation caps. TID: September 2013

MS-AR-13-001 12/6/2012 Delivery Unit Optimization Initiative 

R-1 — Revise delivery unit optimization guidelines to include a well-defined, consistent methodology for projecting cost savings 

and operational efficiencies. TID: March 2013

R-2 — Develop a process to ensure the revised guidelines are applied consistently and post consolidation reviews are performed 

to accurately validate savings and efficiencies. TID: March 2013

SM-MA-13-001 12/17/2012 Accenture Federal Services Contracts

R-1 — Direct the manager of the Technology Infrastructure Portfolio to require Accenture to implement corrective actions to 

address all Defense Contract Audit Agency deficiencies noted in its estimating system. TID: June 2013

R-3 — Revise the policy and clauses for time and material contract types to include a definition of material handling costs and 

exclude payment of profit or handling fees on materials. TID: March 2013

R-5 — Develop and implement a plan to train users and implement the SEER® for Software cost estimating tool into the 

Enterprise Technical Services proposal evaluation process. TID: September 2013

NO-MA-13-001 12/17/2012 Customer Service Feedback

R-1 — Provide Business Service Network representatives training and access to Postal Service data systems such as Intelligent 

Mail barcode and Web Mail Condition Reporting Systems to enable them to better serve their customers. 

TID: March 2013

NO-MA-13-002 12/20/2012 Federal Express Air Transportation Container Weights

R-1 — To the extent feasible, increase the Postal Service’s maximum allowable container weights when negotiating existing or 

future air transportation FedEx contracts with cubic-foot based compensation. TID: October 2013

HR-AR-13-001 12/24/2012 Workers’ Compensation Data Systems

R-1 — Provide additional training for personnel responsible for entering and monitoring data in the Employee Health and 

Safety system. TID: None

R-2 — Issue supplemental guidance and enhance internal controls to ensure that responsible officials consistently adhere to 

workers’ compensation claims management procedures. TID: None

R-3 — Assess options to enhance and integrate the reporting capabilities of the Injury Compensation Performance Analysis 

System to provide management with data necessary for effective analysis and decision making. TID: None

DP-AR-13-001 1/3/2013 Caller and Reserve Service Operations

R-1 — Implement, if feasible, an automated process to identify all inactive or unassigned caller and reserve service addresses by 

linking mailing data systems to the Web Box Activity Tracking System. TID: August 2013

R-3 — Update caller and reserve service policies and procedures so they are consistent, clear, accurate, and easily located and 

accessible in one place. TID: July 2013
October 1, 2012 — March 31, 2013 45

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

MS-AR-13-002 1/4/2013 Advertising Program

R-2 — Ensure that all invoices are properly reviewed, certified, and maintained. TID: February 2013

R-3 — Ensure that a mechanism is in place for tracking non-core team labor costs. TID: March 2013

R-4 — Develop a strategy for reasonably allocating costs to specific advertising campaigns. TID: March 2013

R-5 — Determine a strategy to ensure that certified invoices are retained in accordance with Postal Service policy. 

TID: February 2013

IT-AR-13-003 1/28/2013 Fiscal Year 2012 Information Technology Internal Controls

R-1 — Implement corrective actions as coordinated between the Information Technology Sarbanes-Oxley Compliance 

Management Office and the U.S. Postal Service Office of Inspector General during the audit relating to monitoring efforts 

to ensure security monitoring software receives all necessary activity from UNIX servers. TID: September 2013

R-2 — Implement corrective actions as coordinated between the Information Technology Sarbanes-Oxley Compliance 

Management Office and the U.S. Postal Service Office of Inspector General during the audit relating to appropriate 

management of and access to tools used to monitor compliance with requirements for Active Directory implementation. 

TID: September 2013

R-3 — Implement corrective actions as coordinated between the Information Technology Sarbanes-Oxley Compliance 

Management Office and the U.S. Postal Service Office of Inspector General during the audit relating to use of scans, 

scripts, and monitoring efforts to confirm the installation and reporting of intrusion detection and prevention software or 

services on all in-scope Windows and UNIX servers. TID: September 2013

R-4 — Implement corrective actions as coordinated between the Information Technology Sarbanes-Oxley Compliance 

Management Office and the U.S. Postal Service Office of Inspector General during the audit relating to segregation of 

duties in the regular reviews of actions taken to assess Guardium log records. TID: September 2013

R-5 — Implement corrective actions as coordinated between the Information Technology Sarbanes-Oxley Compliance 

Management Office and the U.S. Postal Service Office of Inspector General during the audit relating to management of 

user accounts and incident records in the Symantec Security Information Management monitoring tool. 

TID: September 2013

R-6 — Implement corrective actions as coordinated between the Information Technology Sarbanes-Oxley Compliance 

Management Office and the U.S. Postal Service Office of Inspector General during the audit relating to compliance with 

expected Windows operating system configurations on in-scope servers. TID: September 2013

R-7 — Implement corrective actions as coordinated between the Information Technology Sarbanes-Oxley Compliance 

Management Office and the U.S. Postal Service Office of Inspector General during the audit relating to management 

review of all necessary data for the UNIX Directory Services configurations on in-scope servers. TID: September 2013

R-8 — Implement corrective actions as coordinated between the Information Technology Sarbanes-Oxley Compliance 

Management Office and the U.S. Postal Service Office of Inspector General during the audit relating to redesign of 

the control over UNIX configurations to remove duplication and better reflect expectations for controls over financial 

reporting. TID: September 2013

R-9 — Implement corrective actions as coordinated between the Information Technology Sarbanes-Oxley Compliance 

Management Office and the U.S. Postal Service Office of Inspector General during the audit relating to alignment of the 

procedures and processes used to test and approve UNIX patches before implementation in the production environment. 

TID: September 2013
46 Semiannual Report to Congress

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

SM-MA-13-004 2/12/2013 Hybrid Mail Efforts

R-1 — Develop a business strategy to increase hybrid mail revenue for small- and medium-sized businesses if profitable and 

feasible (including transactional mail) and overcome privacy concerns. TID: None

IT-AR-13-004 3/4/2013 Web Server Security Assessment

R-3 — Configure and patch operating systems for publicly accessible web servers according to Handbook AS-805, Information 

Security, requirements. TID: September 2013

R-4 — Review web server configurations in accordance with policy to ensure servers remain configured according to security 

standards. TID: September 2013

SM-MA-13-002 3/15/2013 Trends and Systemic Issues in Defense contract Audit Agency Audit Work for Fiscal Years 2009-2012

R-1 — Emphasize to contracting officials the importance of requesting Defense Contract Audit Agency audits of contractor 

accounting systems, significant equitable adjustment and termination claims, labor floor checks, and financial capability, 

where applicable, prior to contract award. TID: February 2013

MS-AR-13-005 3/18/2013 Residential Customer Service Experiences

R-1 — Update the residential Customer Experience Measurement survey to allow customers to provide more definitive location 

identifiers (for example, Post OfficeTM name, city, and ZIP Code) that relate to their experiences. TID: March 2014

R-2 — Develop a process to collect and analyze residential customer experience information from other access channels. 

TID: March 2014

R-3 — Develop a strategy to design and implement corrective actions in a more timely and response manner when poor 

customer service experience scores are identified. TID: December 2013

R-4 — Ensure that mechanisms are developed and implemented to track residential customer experiences as key operational 

initiatives are taken to improve the Postal Service’s financial condition. TID: December 2013

DR-MA-13-001 3/21/2013 Lessons Learned From Retail Optimization Initiatives

R-1 — Process and approve or disapprove the remaining 600 Retail Access Optimization Initiative discontinuance proposals. 

TID: September 2014

R-2 — Enhance communication plans with stakeholders by providing consistent, accurate, and timely information that supports 

retail optimization initiatives. TID: None

R-3 — Develop and implement a formal post-implementation review that evaluates savings achieved and potential revenue loss 

associated with retail network realignments. TID: November 2013
October 1, 2012 — March 31, 2013 47

APPENDIX E

Report Number Issued Date 

Report Title, Recommendation Summary

R = Recommendation number

TID = Target Implementation Date

NO-AR-13-001 3/21/2013 Washington Network Distribution Center – Postal Vehicle Service Operations

R-1 — Follow prescribed Postal Service standard operating procedures to the extent possible for live loading mail into trailers for 

immediate movement from the facility yard and consider the reduction of moves in future workload and staffing analyses. 

TID: March 2013

R-2 — Periodically assess Postal Vehicle Service truck driver workload and staffing requirements with respect to productivity 

standards to maintain appropriate staffing levels. TID: April 2013

R-3 — Eliminate 3,492 annual workhours associated with improving Postal Vehicle Service truck driver productivity to the 

Breakthrough Productivity Initiative standard of 40 moves per day, or 200 moves per week. TID: April 2013

R-4 — Ensure managers within the Capital Metro Area follow prescribed highway contract procedures for making highway 

contracts efficient, including the continual monitoring and adjustment of trips based on need. TID: May 2013

R-5 — Verify the elimination or modification of 24 trips from highway contracts initiated by management during our audit for a 

savings of about $800,000 annually. TID: March 2013

R-6 — Eliminate or modify 36 trips from highway contracts identified during our audit for a savings of about $1.3 million 

annually. TID: January 2013

R-7 — Continually re-emphasizes the safety policy that drivers must wear safety belts whenever their vehicles are in motion, and 

provide management oversight for enforcement. TID: January 2013

R-8 — Ensure Postal Service management repair exterior doors that have broken locks and security badge readers that do 

not operate and hold safety talks with all employees to highlight that security policy states exterior doors are not to be 

propped open with any devises to bypass security. TID: December 2012

NO-MA-13-003 3/22/2013 High-Risk Voyager Policy and Procedure Changes for Highway Contract Routes

R-1 — Reverse the 2012 policy change or provide justification for the operational need and identify the costs and benefits for 

pooling across all contracts. TID: March 2013

R-2 — Not allow the proposed 2013 policy change, and ensure the policy continues to restrict the use of fuel purchased under 

the Voyager card program for non-Postal (non-HCR) purposes. TID: March 2013

R-3 — Provide explanation as to the basis and circumstances surrounding the consideration to remove from policy the 

requirement to notify the Office of Inspector General of suspicious or fraudulent circumstances. TID: None

NO-MA-13-004 3/27/2013 Lessons Learned from Mail Processing Network Rationalization Initiatives

R-1 — Improve the communication process by ensuring accurate and consistent information is shared with stakeholders on 

consolidation impacts. TID: April 2013

NO-AR-13-002 3/29/2013 Postal Service Performance During the Fiscal Year 2013 Fall Mailing Season

R-1 — Coordinate with Area Vice Presidents to ensure that all field personnel properly color-code Standard Mail in accordance 

with Postal Service policy and store mail transportation equipment to facilitate mail flow. TID: None
48 Semiannual Report to Congress

APPENDIX F AND G

APPENDIX F 

Significant Management Decisions in Audit Resolution 

For the period October 1, 2012 – March 31, 2013 

As required by the IG Act, the following discusses information concerning any significant management decision with which the Inspector General disagrees and 

is currently in audit resolution.

None for this report period.

APPENDIX G

Status of Peer Review Recommendations

Federal audit organizations undergo an external quality control assessment by their peers every 3 years. The Dodd-Frank Wall Street Reform and Consumer 

Protection Act of 2010 requires an appendix reporting on 1) any Office of Inspector General peer reviews conducted during the semiannual period; and 2) any 

outstanding recommendations from any previous or current peer reviews that remain outstanding or have not been fully implemented.

Office of Audit

Internal Peer Reviews

The Postal Service Office of Inspector General underwent an internal peer review during this reporting period. The U.S. Department of Transportation OIG 

conducted the peer review of our organization for the period covering April 1, 2011 – March 31, 2012, and issued a quality control review report of our audit 

organization on December 18, 2012. We received a peer review rating of pass and received accolades for our effectively structured TeamMate® library that 

facilitates compliance with Government Auditing Standards as well as internal OIG policies and procedures. All recommendations from previous peer reviews 

have been fully implemented as of March 31, 2011. 

A copy of this quality control review report, in its entirety, can be viewed on the USPS OIG website, www.uspsoig.gov.

External Peer Reviews

None conducted during this period.

Office of Investigations

Internal Peer Reviews

None conducted during this period.

External Peer Reviews

None conducted during this period.
October 1, 2012 — March 31, 2013 49

APPENDIX H

APPENDIX H

Investigative Statistics*

For the period October 1, 2012— March 31, 2013

Investigations 

Completed Arrests

Indictments/ 

Informations

Convictions/ 

Pretrial 

Diversions**

Admin. 

Action 

Taken 

Cost 

Avoidance

Fines, Restitution, 

and Recoveries

Amt. to USPS

(from previous 

column)***

To Mgmt. 

for Admin. 

Action

Theft, Delay, or Destruction 

of Mail By Employees or 

Contractors

679 146 102 171 356 — 3,550,649 218,971 306

Injury Compensation Fraud 393 31 18 22 80 $99,453,907 $1,879,102,957 $43,672,647 100

Official Misconduct 319 24 10 27 239 $62,500 $225,173 $178,560 210

Financial Fraud and 

Embezzlement

206 54 43 66 129 $6,077,320 $1,761,075 $1,701,814 136

Contract Fraud 96 5 5 13 56 $119,684,325 $132,314,134 $26,662,436 26

Total 1,693 260 178 299 860 $225,278,052 $2,016,953,988 $72,434,428 778

* Statistics include joint investigations with other law enforcement agencies.

** Convictions reported in this period may be related to arrests in prior reporting periods.

*** Amounts include case results of joint investigations with other OIG, federal, state, and local law enforcement entities.
50 Semiannual Report to Congress

APPENDIX I

Administrative Subpoenas Requested by the Postal Inspection Service

There was one request during the reporting period.

Type of Scheme

Complaints 

Filed

Consent 

Agreements FROs

Cease & 

Desist Orders

Advanced Fee — — — —

Charity — — — —

Counterfeit Financial Instruments 8 8 1 8

Coupon/Rebate fraud 1 1 — 1

False Billings 11 9 4 11

Fraudlent Postage 1 1 — 1

Identity Theft — — — —

Medical Product Fraud — — — —

Merchandise:

 Failure to furnish 3 3 — 3

 Failure to pay 13 11 2 11

Misrepresentation 2 2 1 2

Reshipping Scheme 14 14 2 14

Sweepstakes/Lottery 46 41 12 41

Work at home 8 8 — 8

TOTAL 107 98 22 100

APPENDIX I

Summary of U.S. Postal Inspection Service Actions Under 39 USC § 3005 and 3007

For the period October 1, 2012 — March 31, 2013

Financial Reporting on 

Investigative Activities for the 

Postal Inspection Service 

Type

Personnel $169,536,156

Nonpersonnel $34,128,881

TOTAL $203,665,037

Total Capital Commitments $258,664

Other Administrative Actions

Administrative Action Requests 107

Temp. Restraining Orders Requested —

Temp. Restraining Orders Issued —

Cases Using Direct Purchase Authority —

Civil Penalties (Section 3012) Imposed 1

Test Purchases —

Withholding Mail Orders issued (includes 1 Petition) 7

Voluntary Discontinuances —
October 1, 2012 — March 31, 2013 51

APPENDIX J

APPENDIX J

All Closed Congressional/ PMG/BOG Inquires

For the period October 1, 2012— March 31, 2013

This appendix lists the congressional, Postmaster General, and Board of Governors inquiries the OIG closed during this reporting period. OIG units reviewed or 

investigated these inquiries to resolve allegations and disputes, and to help identify systemic issues. Inquires are listed in the chronological order of receipt.

Inspector General Investigations (47)

Requestor Allegation/ Concern Major Findings Closure Date

Senator, Indiana Improprieties in administering an HVAC contract We determined the contractor inappropriately added labor hours and/

or material costs to invoices. The Postal Service failure to include a 

clear pricing structure and other shortcomings in documentation led 

to a prosecutorial declination.

11/19/12

Representative, 

California

Non-receipt of mail containing a diamond ring sent to New York City via 

Express Mail

We identified a postal employee at fault for numerous thefts. He was 

prosecuted and sentenced, and resigned from the Postal Service.

11/19/12

Senator, Missouri Postal management misconduct, including harassment, mail handling 

irregularities, and falsification of records

We learned Human Resources personnel were aware of and properly 

responded to harassment issues. We substantiated some allegations 

about discarded mail and falsified time records, but did not find 

management had initiated or condoned the practices. 

01/08/13

Ranking Member, 

Senate Committee 

Massachusetts letter carrier used friends to help deliver mail and 

participated in criminal conduct while on duty

Our joint investigation with the Boston Police Department determined 

the carrier was under the influence of a dangerous substance while 

on duty; gave a non-postal employee mail to deliver; and stole mail. 

He was found guilty and sentenced in November.

02/05/13

Representative, 

Maryland

Non-delivery of mail containing paychecks We conducted an investigation and found no evidence of employee 

misconduct.

10/18/12

Representative, 

Arizona

Mail tampering and misconduct by postmaster, including deliberate 

disclosure of personal information, leading to complainant’s eviction

We did not substantiate the allegation and noted the landlord cited 

other reasons for the eviction. 

12/19/12

Representative, 

New York

Theft of mail containing gift card or checks We conducted an investigation and found no misconduct by postal 

employees. Absent serial numbers from the gift cards, no further 

investigation into the missing items was possible.

12/05/12

Representative, 

California

Non-delivery of two mailings containing passports We found an employee improperly handled the delivery of one 

passport. The State Department used the wrong ZIP Code in mailing 

the replacement.

10/18/12

Senator, Nevada Non-delivery of mail containing gift cards We conducted interviews, review of records, and controlled testing 

that produced no evidence of mail theft by a postal employee. The 

complainant did not respond to our request for additional information 

that might warrant further investigation. 

11/27/12

Senator, Colorado Postal management misconduct in denying access to a PO Box held by 

a property owners’ association

As the property owners’ association left no documentation allowing 

complainant access to the PO Box, management followed proper 

protocol.

10/18/12
52 Semiannual Report to Congress

APPENDIX J

Requestor Allegation/ Concern Major Findings Closure Date

Representative, Utah OIG harassment, stalking, and mail tampering following investigation of 

injury compensation

While we documented a case culminating in an indictment in 2010, 

we found nothing to substantiate an active investigation of the 

complainant.

12/28/12

Representative, Ohio Non-delivery of mail containing a National Honors Society pin We found no misconduct by any postal employee. We found it 

plausible that incorrect packaging by the sender led to machine 

damage and loss.

11/01/12

Representative, 

Maryland

Postal employee harassed and intentionally withheld delivery of mail to 

a postal customer.

Management had already addressed the matter through 

administrative action; we investigated non-delivery issues and found 

no pattern on the delivery route. 

12/14/12

Councilmember, 

New York

Non-receipt and irregular delivery of mail Our investigative efforts produced no evidence to substantiate the 

allegation that mail delivery was inconsistent and inaccurate.

02/12/13

Representative, 

Virginia

Non-delivery of mail containing gemstones after tracking information 

indicated delivery to at PO Box

We conducted an investigation but could not determine the source of 

the loss.

11/26/12

Senator, New 

Hampshire

Postal employee misconduct including harassment and mail tampering Our investigative efforts produced no evidence to substantiate the 

allegation that a postal employee fraudulently ordered multiple 

magazine subscriptions in complainant’s name or delayed or 

tampered with mail delivered to her address.

02/12/13

Senator, Maryland Postal management misconduct including Hatch Act violation We found no evidence of violations of the Hatch Act, and no attempt 

to interfere with, or influence, an election or engage in partisan 

political activity.

03/05/13

Delegate, 

Virgin Islands

Non-delivery of a postal parcel, and failure to notify sender of 

recovered mail

We found the Mail Recovery Center (MRC) did not notify the sender in 

the mistaken belief that her Virgin Islands address lies outside of the 

United States. The Office of Government Relations intervened with the 

MRC as to the misstatement. However, we were not able to locate all 

the missing items.

12/19/12

Representative, 

Pennsylvania

Postal management and OIG misconduct in regard to her denial of 

workers’ compensation benefits

Our investigation determined the complainant’s time on workers’ 

compensation exceeded expectations for this type of injury; she 

engaged in activities inconsistent with a doctor’s restrictions; and 

she was cleared to return to work but did not. Such matters are 

subject to grievance. We reviewed OIG agents’ activities and, absent 

any specific allegations, did not find issues warranting further 

investigation.

11/01/12

Senator, Louisiana Postal management misconduct including falsification of postal 

records, improper mail handling, and discrimination

We found no evidence of misconduct or improprieties at the location, 

but found a record of workplace tension and that management was 

responding.

03/11/13

Representative, 

Florida

Non-delivery of a postal parcel containing an automotive turbocharger We conducted an investigation and placed test packages within the 

mailing center, and could not account for its disappearance en route 

to Atlanta from Jacksonville. We found no indication of employee 

misconduct.

11/14/12

Representative, 

New York

Postal management misconduct, including failure to comply with 

protocol related to packages containing hazardous substances, and 

whistleblower retaliation (WBR)

The Postal Inspection Service previously reviewed safety aspects of 

the matter. As to WBR, we determined the complainant had made no 

protected disclosure, a threshold requirement for postal WBR status. 

03/11/13

Representative, 

Georgia

Postal management misconduct, e.g., falsification of records, and 

hostile work environment

We determined the transfer of employee work hours, for accounting 

purposes, from a suspended post office to a gaining facility is 

allowed under postal policy and is not falsification. An involuntary 

reassignment was not part of a hostile work environment; instead it 

related to discipline and a manager’s failure to follow direction.

01/10/13
October 1, 2012 — March 31, 2013 53

APPENDIX J

Requestor Allegation/ Concern Major Findings Closure Date

Senator, Florida Hostile work environment and management misconduct We found no evidence of workplace climate issues related to this 

one, which involved a verbal altercation between two employees and 

one of their spouses, and determined there was no evidence of a 

hostile work environment. We found no misconduct by management 

relating to delays and performance reporting. However, we did find a 

discrepancy between local procedures and national policy for timely 

delivery of PO Box Mail, which we reported to District management 

for action.

01/29/13

Representative, 

Louisiana

Postal employee misconduct including mail theft and tampering We conducted an investigation and could not confirm theft or 

wrongful changes of address. 

11/05/12

Senator, Florida Postal management harassment, discrimination, and misconduct The complainant sought administrative relief concerning workplace 

issues and, as a result, the OIG will not interfere in resolution of those 

matters. We declined to open a formal investigation of other charges, 

for which no specifics were provided.

11/30/12

Representative, 

Michigan

Non-delivery or theft of postal parcel We confirmed tracking information indicated some of the packages 

were interrupted in transit. We conducted a mail test, which arrived 

intact and with no signs of tampering. Postal database searches 

found no similar complaints during the timeframe or route the 

packages took.

03/26/13

Senator, 

New Hampshire

Mail tampering and theft We found the letter carrier and the customer disagreed about the 

mail box that is assigned to address, leading to a perceived delay. 

Management addressed the issue.

02/05/13

Representative, 

South Carolina

Non-receipt of certified letter and forged signature on mail receipt We confirmed that the paperwork for the item wrongly indicated 

delivery and signature at an incorrect address. Management could 

not account for the ultimate whereabouts of the item, but took the 

appropriate actions to address operational issues.

01/08/13

Delegate, 

District of Columbia

Non-receipt of Certified Mail receipt, and non-delivery of Certified Mail 

occurring in 2011

Due to the passage of time and unavailability of parties, we could 

not determine the whereabouts of the missing mail and receipts. We 

established that personnel were knowledgeable as to procedures and 

policies for handling Certified Mail.

03/11/13

Representative, 

Florida

Misdelivered mail and malfunctioning Change of Address (COA) system Because of similarities in a father’s and son’s first four letters of 

first and last names, the computerized system feeding into the COA 

System did not properly record changes for the two. We worked with 

postal management to resolve the delivery issue.

01/08/13

Senator, Delaware Postal management misconduct, including mail fraud and delay of mail We found discrepancies in local procedures and postal policy; 

learned some mail was delayed after being intentionally hidden; and 

documented parcels being falsely scanned as “attempted delivery;” 

management at the post office-level falsified clock rings and entered 

false signatures on a postal document.

03/26/13

Representative, 

Maryland

Assistance in obtaining a response from the US Attorney regarding 

alleged perjury by postal management

We undertook no formal work as the US Attorney declined to file 

charges and because our investigative jurisdiction ended once the 

employees separated from the Postal Service in early 2012.

11/26/12

Representative, 

Maryland

Postal employee misconduct, falsifying a COA request We determined a postal employee created and forged a COA form, 

causing the customer’s mail to be forwarded to an unrelated party in 

Texas without her permission.

02/19/13

Representative, 

Alabama

Management retaliation following complainant’s cooperation as a 

witness in an EEO case.

The matters of the WBR following participation in EEO proceedings 

are not within OIG jurisdiction. We provided contact information for 

the EEOC USPS.

11/05/12
54 Semiannual Report to Congress

APPENDIX J

Requestor Allegation/ Concern Major Findings Closure Date

The White House Misconduct, including invasion of privacy and wiretapping, following 

complainant filing an OSHA complaint against the Postal Service 

Postal investigative agencies could not substantiate through their 

records that any of the alleged events or surveillance occurred.

12/07/12

Representative, 

New Jersey

Non-delivery of letter mail The complainant’s mail was in fact missing, found among roughly 

1,400 pieces of mail recovered in October 2012. After analyzing the 

mail, our investigation found that the mail had been abandoned. We 

reported findings to Postal management for review and action.

03/04/13

Postmaster General Failure by OIG to properly investigate a retaliation complaint We previously reviewed the case and the work of the investigators. 

Complainant provided no basis to reopen the matter.

12/14/12

Senator, 

South Carolina

Non-receipt, destruction, and tampering of mail parcel Our investigation documented that one damaged parcel was 

retaped by a postal employee, with supervisory approval, prior to 

delivery. Employees recalled other damaged packages arriving at 

the Post Office for delivery to complainant. We found no link to other 

investigations or patterns of theft related to this complaint.

03/08/13

Senator, Florida Postal management misconduct, involving refusal to approve Family 

and Medical Leave Act-covered leave and falsifying documents; and 

hostile work environment 

The complainant sought administrative relief concerning workplace 

issues and, as a result, the OIG will not interfere in resolution of those 

matters. 

02/15/13

Representative, 

Colorado

Failure to conduct proper investigation and cover-up of postal 

wrong-doing

Complainant in April 2012 sought an investigation of postal officials. 

We find no basis to reopen our decision in May 2012 to refer the 

matter to postal management. The Inspector General Act does not 

require that we investigate every complaint, and accords the agency 

wide investigative latitude and discretion.

12/21/12

Representative, 

Massachusetts

Non-receipt, theft, and delay of mail The matter was referred to OIG in December, and we learned the 

Postal Service had already resolved the problem.

12/17/12

Representative, 

Pennsylvania

Postal management misconduct While we produced no evidence to substantiate the allegations, 

we learned that a grievance complainant filed is resolving issues 

concerning back pay for administrative leave hours.

02/19/13

Chairman, 

Senate Committee

Improper OIG investigation of WBR complaints; and improper handling 

of mail to a Senate office

Our investigation was terminated following complainant’s refusal to 

cooperate. 

12/31/12

Chairman, 

Senate Committee 

Postal management harassment, discrimination, and misconduct The complainant sought administrative relief concerning workplace 

issues and, as a result, the OIG will not interfere in resolution of those 

matters. We declined to open a formal investigation of other charges, 

for no specifics were provided.

02/12/13

Senator, Ohio Postal management fraudulently withheld, signed, and cashed 

complainant’s paycheck

Our investigation found the complainant’s own error led to an 

overpayment. Management’s effort to recover the overpayment was 

not fraudulent, but the methods used are under review. As there is a 

pending grievance, we closed our investigation.

01/29/13

Board of Governors Mail tampering and destruction by postal employee Our mail integrity tests all arrived intact. However, we heard 

comments about misdelivered mail and how a customer might open 

the mail item by accident.

03/04/13
October 1, 2012 — March 31, 2013 55

APPENDIX J

Inspector General (IG) Audits / Risks Analysis Research Center Reports (5)

Requestor Allegation/Concern Major Findings/Resolution Closure Date

Senator, Iowa Postal management compliance with rules for post office closures and 

DUO process

We conducted formal work, Audit Report - MS-AR-13-001, Delivery 

Unit Optimization Initiative. We found management generally complied 

with DUO guidelines, but the guidelines were limited and did not 

provide district management a well-defined methodology to project 

and validate savings and efficiencies. A detailed review of five sites 

found mixed results. 

12/06/12

Representative, 

Connecticut

Postal management issues affecting postmasters We provided a copy of Audit Report - MS-AR-13-001, Delivery Unit 

Optimization Initiative. We also invited confidential complaints via our 

Hotline. 

12/26/12

Representative, 

California

Request a review of the involuntary reassignments as result of postal 

management steps to consolidate operations at the Midway and 

Margaret Sellers facilities

The National Postal Mail Handlers Union (NPMHU) asked for an 

assessment of workplace environment at the Margaret Sellers 

location. We did not find a basis for investigation, and asked the 

Office of Audit (OA) whether they had relevant work underway. OA 

suggested they review our work on the shortcomings in postal efforts 

to adjust workhours as mail volumes decline, and other efforts to 

achieve all possible efficiencies in mail processing operations.

12/17/12

Chairman, House 

Committee

Request assessment to identify specific IG opportunities for savings to 

combat waste in the federal bureaucracy

We recommended, in short term, reducing workhours for network 

optimization; moving to curbside delivery; restructuring city delivery 

workforce; matching federal health care employee contribution rates; 

and reducing workhours for retail optimization. In the longer term, 

we recommended 5-day delivery; pursuing legislative action relevant 

to the current pension and future pension surpluses; reforming 

FECA for retirement age employees; replacing manual processing 

for revenue, pieces, and weights data collection; outsourcing 

opportunities.

12/28/12

Co-chairs, Bicameral 

Task Force

Request assessment of the extent of the Postal Service efforts to 

prepare and respond to the threat from climate change

Reviewed the U.S. Postal Service efforts, assessed the progress 

towards legislated goals, and provided a guide to prior relevant audit 

work.

03/29/13
56 Semiannual Report to Congress

APPENDIX J

General Counsel and Support Functions (9)

Requestor Allegation/ Concern Major Findings/ Resolution Closure Date

Ranking Members, 

Two Senate 

Committees

Requested periodic reports to support oversight activities We provided listings of our unpublished investigations, certain 

prosecutorial declinations, status of audit recommendations, and 

other items.

12/20/12

Representative, North 

Carolina

FOIA request for mail theft investigative records The FOIA Office redacted and released documents. 11/13/12

Chairman, Senate 

Committee 

Report on First-Class Mail on Air Transportation We provided the report, a briefing, and updates: NL-AR-12-003, 

Density of First-Class Mail on Air Transportation.

11/27/12

Ranking Member, 

Senate Committee

SEC investigation report Report sent. 11/27/12

Ranking Member, 

Senate Committee

SEC investigation report Report sent. 11/29/12

Representative, Florida OIG management failure to assist in personnel matters OIG Human Resources personnel resolved this issue. 02/04/13

Representative, 

Maryland

Wrongful termination from the OIG Our Human Resources personnel responded about agency action and 

employee rights and remedies.

01/22/13

Representative, 

New York

Guidance pertaining to the Law Enforcement Officers Safety Act of 

2004

We provided Human Resources personnel contact information. 02/14/13

Senator, Maryland Postal Service misconduct, falsification of delivery confirmation of 

package sent to OIG

We found that the package had in fact been delivered to the OIG of 

the U.S. Equal Employment Opportunity Commission (EEOC) and not 

the Postal Service Office of Inspector General.

03/08/13

Referrals (1)

Requestor Allegation/ Concern Major Findings/ Resolution Closure Date

Senator, Idaho Non-delivery and theft of mail Loss appears to have occurred outside of the jurisdiction of the Postal 

Service and OIG; referred to the Inspection Service.

03/28/13
October 1, 2012 — March 31, 2013 57

FREEDOM OF INFORMATION ACT/WORKPLACE ENVIRONMENT

Requests Number of Requests

Carryover from prior period 24

Received during period 319

Total on hand during period 343

Actions Number of Requests

Processed during the period 316

Requests denied in full 8

Requests granted in full 11

Requests denied in part 119

No records 25

Requests referred 46

Requests withdrawn 16

Fee-related reasons 9

Records not reasonably described —

Not a proper FOIA request for some other reason 9

Not an agency record 67

Duplicate request 6

Balance Number of Requests

Balance at the end of the period (pending) 27

Processing Days Number of Days

Median processing days to respond to a FOIA request 5

SUPPLEMENTAL INFORMATION

Freedom of Information Act

The OIG’s Freedom of Information Act (FOIA) Office operates independently 

of, but frequently coordinates with, its counterparts at the Postal Service and 

the Postal Inspection Service. The FOIA Office receives requests for records 

from the public, the media, and postal employees. The FOIA, according to 

the Department of Justice, “generally provides that any person has a right, 

enforceable in court, to obtain access to federal agency records, except to 

the extent that such records (or portions of them) are protected from public 

disclosure by one of nine exemptions.”

For the period October 1, 2012, to March 31, 2013

SUPPLEMENTAL INFORMATION

Workplace Environment

The OI Workplace Environment unit reviews workplace environment and 

operational issues that may affect workplace climate in postal facilities 

through the country. The OIG Hotline is the usual source for the complaints, 

but occasionally members of Congress, the Governors, and postal 

management will raise concerns or forward complaints appropriate for 

review by the unit. Complaint topics range from sexual harassment and 

discrimination to workplace safety. Workplace Environment reviews are 

designed to identify systemic, rather than individual, issues and foster 

postal management efforts toward providing employees a stress- and 

adversity-free work environment.

The unit accepts complaints from any postal employee, including OIG 

and Postal Inspection Service staff. Reviews may result in fact-finding 

reports to management or referral for specific suggested action, such as 

climate assessments. 

Complaints Received Total

Carryover from prior period 40

Complaints received from OIG Hotline, Congress, governors, management, 

internal, and other

204

Total on hand during this period 244

Workplace Environment Actions Total

Complaints reviewed and closed during the period 201

Referred to Postal Inspection Service 1

Referred to Office of Audit 1

Referred to Office of Investigations 1

Referred to Workplace Environment 56

Referred to Hotline 1

Referred to Summary of findings to Congress/BOG/Postal Service 

Management

93

Referred to FOIA —

Referred to AIG for Investigations —

Referred to Database for statistical analysis and possible systemic review 48

Complaints pending at the end of the period 3

Activities

For the period October 1, 2012 - March 31, 2013
58 Semiannual Report to Congress

Acronym Guide

APPS: Automated Package Processing System

APWU: American Postal Workers Union

C&A: certification and accreditation

CSRS: Civil Service Retirement System

CSS: customer service supervisor

DBCS: Delivery Barcode Sorter

DOL: U.S. Department of Labor

DEA: Drug Enforcement Administration

DWC: distribution window clerk

eCBM: Electronic Conditional Based Maintenance

EDDI: Electronic Data Distribution Infrastructure

EDI: Electronic Data Interchange

EIR: Enterprise Information Repository

FEGLI: Federal Employees’ Group Life Insurance

FEHB: Federal Employees Health Benefits

FSS: Flats Sequencing System

GMU: George Mason University

HCR: highway contract route

LLV: long-life vehicles

MTE: mail transport equipment

NALC: National Association of Letter Carriers

NCSC: National Customer Support Center

NDC: network distribution center

NPV: net present value

OA: Office of Audit

OI: Office of Investigations

OWCP: Office of Workers’ Compensation Programs

P&DC: processing and distribution center 

P&DF: processing and distribution facility

PAEA: Postal Accountability and Enhancement Act of 2006 

(also known as the Postal Act of 2006)

PKI: Public Key Infrastructure

PRC: Postal Regulatory Commission

PVS: Postal Vehicle Services

RARC: Risk Analysis Research Center

SBOC: Stations and Branches Optimization Consolidation

SSA: sales and services associate

TACS: Time and Attendance Collection System

VMF: Vehicle Maintenance Facility

Acronym Guide

Here is a quick guide to acronyms used in this reporting period.

© 2012. USPS. All Rights Reserved. The following are among the many trademarks owned by the United States Postal Service: United States Postal Service®, United States Postal Service® 

with Eagle Design, U.S. Postal Service®, USPS®, First-Class Mail®, usps.com®, Click-N-Ship®, Automated Postal Center®, APC®, Express Mail®, Priority Mail®, Standard Mail®, Parcel 

Post®, Media Mail®, Customized MarketMail®, Intelligent Mail®, Parcel Select®, Express Mail International®, Quick, Easy, Convenient®, United States Postal Service Office of Inspector 

General® with Eagle Design, Post OfficeTM, Postal ServiceTM, Signature ConfirmationTM, Certified Mail®, Delivery ConfirmationTM, Registered MailTM, ZIP CodeTM, Priority Mail International®, 

First-Class Mail International®, Premium Forwarding Service®, Forever®, gopost®, Priority Mail Flat Rate®, DMM®, PostalOne!®, USPS Delivery Confirmation®, Approved by the 

Postmaster General®, and Postmaster GeneralTM. 
The U.S. Postal Service has two law enforcement agencies with distinct areas of investigative 

responsibility to serve the needs of stakeholders, postal employees, and the American public.

Who do I call?

Postal Inspection Service

■ Security of employees, facilities, and equipment

■ Revenue and postage fraud

■ International mail security

■ Violent crimes: 

- Threats and assaults of employees

- Burglaries and robberies

■ Mail theft by nonemployees

■ Dangerous mail and bombs

■ Mail fraud

■ Identity theft

■ Narcotics in the mail

■ Child pornography and obscenity

Office of Inspector General

■ Theft, delay, or destruction of mail 

by employees and contractors

■ Workers’ compensation fraud

■ Embezzlements and financial crimes

■ Contract fraud

■ Kickbacks

■ Computer crimes

■ Narcotics

■ Employee misconduct

■ Internal affairs and executive investigations

■ Whistleblower reprisals

Contact: 888-877-7644

www.uspsoig.gov

Contact: 877-876-2455

http://postalinspectors.uspis.gov
U.S. POSTAL SERVICE OFFICE OF INSPECTOR GENERAL

1735 N. Lynn Street, Arlington, VA 22209-2020 

1-888-USPS-OIG (1-888-877-7644) Fax: 703-248-2291 www.uspsoig.gov