Federal Reports

As required by the Inspector General Act of 1978 (as amended), this Semiannual Report summarizes the activities of the Office of Inspector General for the preceding 6-month period.

This report presents the results of our audit of delivery operations and property conditions at the Boulder Hills Station in Phoenix, AZ.
 

This report presents the results of our audit of delivery operations and property conditions at the Scottsdale Airpark Station in Scottsdale, AZ.

This report presents the results of our audit of delivery operations and property conditions at the Avondale Goodyear Main Post Office in Goodyear, AZ.

The U.S. Postal Service needs effective and productive operations to fulfill its mission of providing prompt, reliable, and affordable mail service to the American public. It has a vast transportation network that moves mail and equipment among approximately 315 processing facilities and 31,200 post offices, stations, and branches. The Postal Service is transforming its processing and logistics networks to become more scalable, reliable, visible, efficient, automated, and digitally integrated. This includes modernizing operating plans and aligning the workforce; leveraging emerging technologies to provide world-class visibility and tracking of mail and packages in near real time; and optimizing the surface and air transportation network. The U.S. Postal Service Office of Inspector General (OIG) reviews the efficiency of mail processing operations at facilities across the country and provides management with timely feedback to further the Postal Service’s mission.

This report presents the results of our audit of the West Valley Processing and Distribution Center.

Audit of the Railroad Retirement Board's Interagency Agreements

Additional Oversight and Monitoring of the SEC’s CAT Usage Is Needed, Report No. 585

The U.S. Postal Service relies on pre‑career employees to supplement its regular workforce. Pre-career employees are temporary workers who do not receive the same employee benefits as career employees and are not always guaranteed a regular schedule. The Postal Service’s 10-year strategic plan identified “unacceptably high rates of pre‑career employee turnover” as a key challenge and created a goal of stabilizing and empowering the workforce, which included a reduction of pre‑career workforce turnover by 50 percent.