The Postal service implemented several lessons learned from a prior RPDC conversion, such as administering the conversion in phases, including personnel and stakeholders in planning and implementation, and ensuring adequate…
The stations are in the Illinois 1 District of the Retail and Delivery Operations, Central Area. Our objective was to assess the U.S. Postal Service’s actions taken to mitigate and…
The audit team identified deficiencies in all five areas we reviewed affecting mail delivery and property conditions at the three delivery units. The team also identified issues at the Shawnee…
The initial operation of the MaRS led to problems with processing packages as well as safety issues. Further, a lack of oversight led to packages being delayed.
We could not verify an election or non-election of life insurance for two employees because the Life Insurance Election Forms were not present in those employees’ electronic Official Personnel Folders.
During the week of July 8, 2024, we performed a self-initiated audit at the Birmingham Processing and Distribution Center (P&DC) and Mail Processing Annex (MPA) and three delivery units serviced…
As our organization celebrates its first 25 years in existence, it is appropriate that we reflect on and recognize what has made our organization successful over the years — our…
Management oversight of key PO Box program components was inadequate. In FY 2023, 84 percent of districts did not meet delivery timeliness targets; 31 percent of units did not complete…
Market Dominant mail — a category consisting primarily of First-Class Mail, Marketing Mail, and Periodicals — accounts for over half of the Postal Service’s revenue, but volume of these mail…
In this Five-Year Strategic Plan for FYs 2025—2029, we present our strategic goals and implementation strategies, which reflect our ongoing effort to align with Postal Service and stakeholder strategies.
