USPS Office of Inspector General

In any organization the size of the U.S. Postal Service, financial forecasting plays an important role. Accurate forecasting of revenue, volume, and expenses is essential to planning budgets, understanding future cashflows, identifying risk areas, and deciding where to invest capital.

We’ve all gotten them — those handy return envelopes that say, “No Postage Necessary if Mailed in the United States.” Sometimes they’re included with a bill. Sometimes they’re included in a solicitation for donations. In the latter case, there’s often a note that says if you affix a stamp, you’ll be helping the organization. But did you ever wonder how exactly putting a stamp on the return envelope results in more money for the organization?

Due diligence shouldn’t end after a contract is awarded. If you decide to work with the same contractor on a second project, maybe you won’t check references again, but you’re certainly going to make sure the first job was completed properly, on time, and within budget before rehiring, right?

The question comes up now and then: how does the OIG decide what to audit? Audit ideas come from a variety of sources. Most are self-initiated, meaning OIG employees identify potential problems by either assessing the challenges facing the Postal Service or using data analytics to flag issues. Other audits are required annually by law, and last but certainly not least, there are the ones that result from requests by stakeholders or Members of Congress.

We all know that some days time goes fast, and other days, it’s slow. But when you work in a postal facility, the relative nature of time isn’t important; it’s the time you actually worked. How does the Postal Service keep track of its workers’ time on the job?