Federal Reports

Background

Business mailers accounted for approximately $16.2 billion of the Postal Service’s revenue through marketing and other large-scale mailings, of which $9.4 billion (58 percent) was generated through the PostalOne! application in fiscal year 2024. PostalOne! provides business mailers with a web-based alternative to manual business mail acceptance processes and interfaces with 45 different Postal Service systems to provide mailers a streamlined process for mail entry, payment, tracking, and reporting. As such, it is critical that changes to PostalOne! are communicated and managed effectively to avoid disruptions in service.

What We Did

Our objective was to determine whether the Postal Service appropriately implemented and communicated changes to PostalOne!.

What We Found 

The Postal Service generally communicated PostalOne! changes to mailers effectively by using available resources—such as websites, alerts, briefings, and meetings—and made further improvements to communications with mailers. Further, although the Postal Service mostly followed its approved processes for change and problem management, opportunities exist to improve these processes. Specifically, the Postal Service can improve closure of changes, closure of high and critical incident tickets, and after-action reporting of incidents. Strengthening controls in the management of changes to PostalOne! can improve customers’ ability to use the application and reduce potential security risks.

Recommendations and Management’s Comments

We made four recommendations for the Postal Service to improve its change request processes, resolution of critical and high incident tickets, and after-action reporting and management agreed with all four. We consider management’s comments responsive to all four recommendations as corrective actions should resolve the issues identified in the report. Management’s comments and our evaluation are at the end of each finding and recommendation.

This Office of Inspector General (OIG) Healthcare Facility Inspection program report describes the results of a focused evaluation of the care provided at the VA Clarksburg Healthcare System in West Virginia. 

This evaluation focused on five key content domains:
     •    Culture
     •    Environment of care
     •    Patient safety
     •    Primary care
     •    Veteran-centered safety net

The OIG issued three recommendations for VA to correct identified deficiencies in two domains:
   1.    Environment of care
     •    Clean and dirty equipment storage, torn furnishings, and cleanliness
     •    Cardboard backboards
   2.    Patient safety
     •    Policy for test result communication

OIG completed a final action verification of all nine recommendations in our June 25, 2021, report on the Hurricane Disaster Assistance-Emergency Watershed Protection Program.

This Office of Inspector General (OIG) Healthcare Facility Inspection program report describes the results of a focused evaluation of the care provided at the VA Gulf Coast Healthcare System in Biloxi, Mississippi. 

This evaluation focused on five key content domains:
     •    Culture
     •    Environment of care
     •    Patient safety
     •    Primary care
     •    Veteran-centered safety net

The OIG issued four recommendations for VA to correct identified deficiencies in two domains:
   1.    Environment of care
     •    Food storage area cleanliness
     •    Expired supplies
     •    Feminine hygiene products
   2.    Patient safety
     •    Service-level workflows for the communication of test results

Our review evaluated staffing levels and attrition rates by state, category (retirement, dismissal, resignation, external transfer, DRP, or other), and agency.

In accordance with the Reports Consolidation Act of 2000, the Office of Inspector General (OIG) is reporting what it has determined are the most pressing management and performance challenges facing the U.S. AbilityOne Commission (Commission) for fiscal year (FY) 2026. This report provides our views on these challenges for inclusion in the Commission’s Performance and Accountability 
Report (PAR) for FY 2026.

Management and performance challenges are based on the OIG’s observations from the work performed as well as information obtained while conducting oversight activities. The OIG identified these challenges based on the results and findings of its oversight, including audits, evaluations, and investigative activities. as well as information uncovered while conducting oversight. 
• Enhancing Information Technology
• Modernizing the Program
• Strengthening Human Capital
 

Addressing these challenges will enhance the Commission’s efficiency and effectiveness in meeting the mission and goals of the AbilityOne Program.