The Postal Service is required by law to “provide, reliable, and efficient services to patrons in all areas and shall render postal services to all communities.” Consequently, the Postal Service has the largest retail presence in America with more than 32,000 leased or owned facilities located across the country. Today, alternate access channels are widely available. Customers can purchase stamps and access services at the Postal Service’s website www.usps.com, self-serve kiosks, grocery stores, retail outlets, and privately-operated shipper locations. [poll id="91"] Meanwhile, in the past decade, business and household mailers have increasingly turned to electronic media to transmit correspondence that was formerly sent through the postal system. In addition, a weakened economy has resulted in declining mail volume and revenue. The combination of the availability of alternative access and declining revenue requires the Postal Service to re-evaluate its retail network to eliminate growing excess capacity, reduce costs, and improve efficiency. In May 2009, the Postal Service began a national initiative, known as retail optimization, to consolidate its retail stations and branches in urban and suburban areas. Unlike some other retailers, the Postal Service can’t close their stores without generating public reaction. Closing just a small percentage of postal facilities can affect thousands of people and communities and is often questioned by those communities involved. As a result, there is a need for the Postal Service to work with stakeholders to balance their interests and optimize resources. This topic is hosted by the OIG’s Network Optimization Team.
The image of the auditor sitting in front of a stack of spreadsheets, with a trusty calculator at the ready, is right out of central casting. So is the investigator on round-the-clock surveillance to uncover fraud or misuse of government funds.
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