RARC-WP-15-010 - 04/27/2015
RARC-WP-15-009 - 04/20/15
Delivery to curbside mailboxes or neighborhood cluster box units costs less than delivery to the door. But do curbside and cluster box delivery result in a lower level of customer engagement with mail? To find out, the Office of inspector General (OIG) asked the market research firm InfoTrends Inc. to conduct a survey of 5,000 postal customers. The OIG then asked Professor Michael Bradley of George Washington to analyze the survey data to determine how customer engagement with advertising mail varied by mode of delivery.
RARC-WP-15-008 - 04/13/2015
We have all read the negative headlines of U.S. Postal Service’s looming financial demise. However, in its new paper, U.S. Postal Service Revenue: Is the Glass Half Empty or Half Full?, the OIG finds that the Postal Service may be turning a corner. An increase in parcel volume, significant cost reductions, and the exigent price increase are collectively driving an improvement in the Postal Service’s financial health.
Considerations in Structuring Estimated Liabilities – White Paper FT-WP-15-003 – 01/23/2015
The U.S. Postal Service is required to prefund its long-term pension and retiree healthcare liabilities. These liabilities, currently estimated at almost $404 billion, are based on assumptions that are highly uncertain and changeable. Our recent white paper evaluates these assumptions and other considerations and shows the retiree-related liabilities are closer to being fully funded, or could even be overfunded, when certain assumptions are reasonably adjusted or considered.
RARC-WP-15-006 - 02/09/2015
By now, it’s fairly common knowledge that digital communications has cut into First-Class Mail volumes. But does this necessarily mean people always prefer to communicate digitally? To find out, we looked at the trends and customer preferences for one particular mail segment – transactional mail, which consists primarily of household bills and payments.
Revenue Opportunities for Innovative Mail Service – Audit White Paper. FT-WP-15-002 – 1/20/2015
RARC-WP-15-005 - 01/28/2015
A corporate brand is a mix of tangible and intangible elements, from a company's name and logo to expectations and attributes that consumers associate with a particular product or service. A certain car manufacturer, for example, may make people think of luxury and reliability. A particular retailer may immediately bring to mind everyday goods at low prices.
The U.S. Postal Service has a corporate brand, too. Its attributes include reliability, convenience, value, and tradition, among other things.
Extra Hours Worked by Supervisors in the Greater Indiana District – Audit Report HR-AR-15-002 - 12/18/2014
Parcel Readiness – Product Tracking and Reporting System Controls – Audit Report IT-AR-15-002 - 12/16/2014
Parcel Payment Technologies and Payment Strategies - White Paper FT-WP-15-001 – 11/19/2014
As consumers and small businesses increasingly use computers, smartphones, tablets and other devices to buy and sell goods, there is a growing demand for flexible ways to buy services to ship these goods. The Postal Service lags behind its primary competitors in offering technology-savvy customers mobile applications and credit services to pay for packages and shipping.
Contract Postal Units - Audit Report DR-AR-15-001 – 11/13/2014
RARC-WP-15-001 - 11/17/2014
The U.S. Postal Service’s universal service obligation (USO), which establishes what mail services the Postal Service must provide, lacks a clear, comprehensive definition. The current USO is assumed to be a hodgepodge of various legal requirements and regulations that, in most cases, provide only broad guidance. For example, while public access to postal services is an important component of USO, there are no specifics about how many access points such as mail collection boxes or post offices must exist.
Revenue Protection Rules - Management Advisory Report MS-MA-15-001 - 10/03/2014
Revenue protection is critical to posts’ survival in a world of declining mail volume. And it can be a challenge, especially given the Universal Postal Union’s estimate that posts lose 5 to 10 percent of postage revenue due to fraud, poor mail acceptance, sampling and billing processes, and unreliable revenue collection technology.
Voyager Card Program – Capping – Management Advisory Report NO-MA-14-007 – 09/30/2014
Since fiscal year (FY) 2005, the U.S. Postal Service has spent more than $5.1 billion to buy fuel for Highway Contract Route (HCR) contractors under the Voyager Card Program. But, in a recent report that summarizes prior audits of the Voyager program, we conclude it is ineffective and the Postal Service should consider alternative ways to manage fuel purchases.