According to information presented in court, Lewis conducted a series of armed robberies of United States postal carriers as a masked gunman for the purpose of obtaining keys to unlock blue collection mailboxes throughout the city of Memphis. He used the keys to steal checks and money orders from the mail for use in committing bank fraud. He then altered the payee information on the checks and money orders for deposit into third party accounts for withdrawal. Investigators located his vehicle on surveillance video at the scene of the robberies.

Postal Inspectors served a search warrant at his home and located stolen mail and the keychain for one of the stolen keys. Text messages located on his phone linked him to each of the robberies and several co-conspirators in the bank fraud scheme. Inspectors determined the total amount of stolen checks and money orders exceeded $940,000.

Carroll assisted Lewis by depositing stolen checks and money orders in her bank account. Carroll pleaded guilty to one count of conspiracy to commit bank fraud and one count of bank fraud.

After a four-day trial, Lewis was convicted as charged of four counts of robbery, four counts of brandishing a firearm during and in relation to a crime of violence, one count of conspiracy to commit bank fraud, one count of bank fraud, and one count of possession of stolen mail. There is no parole in the federal system.

U.S. Attorney D. Michael Dunavant said, “In order to break the cycle of violent crime in Memphis, we must break the generational lifestyles of lawlessness. This mother’s greed led to her son’s extreme violence, and their brazen selfishness has landed them both in federal prison. Their family business driven by a culture of criminality is over.”

“As the law enforcement arm of the U.S. Postal Service, the Postal Inspection Service prioritizes the safety of our employees,” said Atlanta Division Inspector in Charge Rodney Hopkins. “Make no mistake. We will use every resource available when our postal carriers are robbed. Postal carriers are an integral part of our communities, and the Inspection Service is committed to ensuring their safety, protecting the sanctity of the U.S. Mail, and safeguarding the public’s trust in the Postal Service by holding those that commit violent crimes and theft accountable for their actions. We extend our appreciation to the U.S. Attorney’s Office and our law enforcement partners for their support in this case.”

This case was investigated by the United States Postal Inspection Service (USPIS) and the Memphis Police Department (MPD).

Assistant United States Attorneys Jennifer Musselwhite and William Bateman prosecuted this case on behalf of the United States government.

Changes include, but are not limited to, elimination of ounce-based rate differentiation for published Commercial USPS Ground Advantage prices, which will not impact customers that have negotiated commercial rates for USPS Ground Advantage; and a competitive PO Box price increase of 3 percent. Also, the Postal Service will introduce Addresses AP/, a new Address Management System offering, and will align the divisor for dimensional weight pieces to industry standards for Priority Mail Express, Priority Mail, USPS Ground Advantage, and Parcel Select.

Additionally, new fees will be established for handling hazardous materials for Priority Mail Express and Priority Mail, as well as a noncompliance fee for improperly prepared hazardous material items shipped using competitive package products. Hazardous materials are substances that could injure people or cause damage if not handled properly, like chemicals or flammable items. The Postal Service provides guidelines for mailing hazardous materials on its Shipping Restrictions website, with additional information and details available in Publication 52.

The Postal Service is focused on strengthening its shipping products and offerings as part of its 10-year modernization plan for service excellence, on-time delivery, and revenue generation from enhanced package delivery services. With more than 31,000 Post Offices, multiple pickup options, including free package pickup, the Postal Service provides exceptional value and convenience to customers.

Shipping Services prices are primarily adjusted according to market conditions. The Postal Service governors evaluate shipping rates and fees and adjust them when needed as part of Postal Service’s 10-year network modernization plan to return the organization to financial sustainability and achieve service excellence while maintaining universal six-day mail delivery and expanding seven-day package delivery.

Attached are the “Press Release” and the “Talking Points and Frequently Asked Questions” relevant to this filing.

USPS News Link – 5/14/26 – The Postal Service will release its Bald Eagle: Hatchling to Adult stamps on Thursday, May 14.

Congress adopted the bald eagle as America’s national symbol in 1782. It is the centerpiece of the nation’s great seal — and it appears in the USPS logo. The bald eagle can also be found on currency, military insignia, and countless buildings, flags and commercial products across the country.

Designed by Derry Noyes, an art director for USPS, the stamps continue a long tradition of featuring these iconic birds of prey on U.S. postage.

The first bald eagle stamps were released in 1869. Since then, bald eagles have appeared multiple times on stamps as well as on stamped envelopes and stamped cards.

Noyes opted to use naturalistic images rather than the stylized art of most past releases. David Allen Sibley, an ornithologist and illustrator, created the original artwork.

The Forever stamps will be available in sheets of 20 at Post Offices and at usps.com.

PEN’s previous coverage here.

According to court documents, in July 2024, the Wyoming Division of Criminal Investigation (DCI), U.S. Postal Inspection Service (USPIS), and the Drug Enforcement Administration (DEA) launched an investigation into a drug trafficking organization in Worland. They identified Micah Maas as a major distributor through interviews and other investigative techniques. After Maas was arrested on January 15, 2025, investigators learned he had sent $2,000 to Zakary Faccio in Arizona to mail suspected drugs to him.  Agents intercepted the USPS package bound for Maas’ address containing 98 grams of fentanyl and 23.4 grams of heroin. Surveillance footage from the Mesa, Arizona post office identified Faccio as the individual who shipped the package.

“This case sends a clear message: if you traffic fentanyl and heroin into Wyoming, you will be prosecuted and sent to prison,” said U.S. Attorney Darin Smith. “These deadly drugs are destroying lives and communities across America, and our office will continue working aggressively with our law enforcement partners to stop the flow of narcotics in Wyoming.”

“Narcotics are destroying lives and devastating communities across the region. Every gram, every pill, and every sale of these drugs has the potential to ruin lives,” said Inspector in Charge Bryan Musgrove, U.S. Postal Inspection Service, Denver Division. “Postal inspectors remain committed to working with our law enforcement partners to stop the flow of these deadly drugs through the mail and hold criminals who profit from poisoning our neighborhoods accountable.”

Faccio was arrested on Sept. 24, 2025, in the District of Arizona. He was indicted on Nov. 19, 2025, and pleaded guilty on Feb. 10 in Casper. DCI, USPIS, and DEA investigated the crime. Assistant U.S. Attorney Paige Hammer prosecuted the case.

This case is part of Operation Take Back America, a nationwide initiative that marshals the full resources of the Department of Justice to repel the invasion of illegal immigration, achieve the total elimination of cartels and transnational criminal organizations, and protect our communities from the perpetrators of violent crime. Operation Take Back America streamlines efforts and resources from the Department’s Project Safe Neighborhoods.

Self-service options are available in many retail lobbies when Post Offices are closed

WASHINGTON — 5/12/26 – The U.S. Postal Service will observe Memorial Day on Monday, May 25. All Post Office locations will be closed. Regular mail delivery and retail services will resume on Tuesday, May 26.

Customers are reminded that when Post Offices are closed, they can still access many postal products and services through usps.com and self-service kiosks available in select lobbies nationwide. These kiosks feature:

• Postage printing for Priority Mail, Priority Mail Express and international shipping;
• Stamps for purchase;
• Ability to weigh and mail packages; and
• Package tracking information.

As USPS modernizes its retail locations, more self-service options are becoming available at more locations and may include:

• Rapid Dropoff Stations for customers who have already created and printed labels online;
• An option for customers to print shipping labels from a merchant-provided QR code; and
• USPS Smart Lockers that allow customers to both drop off and pick up packages.

Many self-service kiosks are available 24/7, offering customers flexibility and convenience even when Post Offices are closed.

For more information on USPS services, visit www.usps.com.

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Changes include, but are not limited to, elimination of ounce-based rate differentiation for published Commercial USPS Ground Advantage prices, which will not impact customers that have negotiated commercial rates for USPS Ground Advantage; and a competitive PO Box price increase of 3 percent. Also, the Postal Service will introduce Addresses API, a new Address Management System offering, and will align the divisor for dimensional weight pieces to industry standards for Priority Mail Express, Priority Mail, USPS Ground Advantage, and Parcel Select.

Additionally, new fees will be established for handling hazardous materials for Priority Mail Express and Priority Mail, as well as a noncompliance fee for improperly prepared hazardous material items shipped using competitive package products. Hazardous materials are substances that could injure people or cause damage if not handled properly, like chemicals or flammable items. The Postal Service provides  guidelines for mailing hazardous materials on its Shipping Restrictions website, with additional information and details available in Publication 52.

The Postal Service is focused on strengthening its shipping products and offerings as part of its 10-year modernization plan for service excellence, on-time delivery, and revenue generation from enhanced package delivery services. With more than 31,000 Post Offices, multiple pickup options, including free package pickup, the Postal Service provides exceptional value and convenience to customers.

Shipping Services prices are primarily adjusted according to market conditions. The Postal Service governors evaluate shipping rates and fees and adjust them when needed as part of the Postal Service’s 10-year network modernization plan to return the organization to financial sustainability and achieve service excellence while maintaining universal six-day mail delivery and expanding seven-day package delivery.

The Postal Service generally receives no tax dollars for operating expenses and relies on the sale of postage, products and services to fund its operations. Notably, the Postal Service has some of the lowest mailing rates in the industrialized world and continues to offer great values in shipping.

The complete Postal Service price filings with prices for all products can be found on the PRC website under the Daily Listings section at Daily Listings section. For the Shipping Services filing, see Docket No. CP2026-8. The Postal Service provides additional resources to assist customers regarding the price changes. These tools include price lists, downloadable price files and Federal Register Notices. This information will be available on the Postal Service’s Postal Explorer website at pe.usps.com/PriceChange/Index.

Good afternoon.

Thank you, as always, to Chairwoman McReynolds for her insights and relentless championship of issues important to the Postal Service.

And thank you to the rest of our Board of Governors, to our leadership team, and to everyone joining us today.

Before I begin, I would like to acknowledge an important leadership announcement as we continue strengthening our operating model.

Matt Connelly has joined the Postal Service as our Chief Solutions and Strategy Officer. He brings four decades of transportation and supply chain experience, including leadership in network strategy and transformation at UPS.

Matt’s expertise will help us sharpen network planning, execution, and alignment across operations, sales, and marketing as we continue driving service excellence. Welcome, Matt — we are thrilled to have you join us, and I look forward to working with you.

As the Chairwoman mentioned, we meet this quarter on the heels of the National Postal Forum or NPF. That is our annual mailing and shipping conference that brought together more than 5,000 attendees earlier this week.

It was my first NPF… an important week for me and for this organization. It was a chance to convene with — and hear directly from — some of our most important stakeholders…

Customers, mailers, shippers, printers, suppliers, Postal Customer Councils, and, of course, our own employees. It was a chance to learn, and to test many of the assumptions and instincts I have been developing in this role.

And what NPF reinforced for me is one of my strongest beliefs: The Postal Service does not operate in isolation. We are deeply connected to the broader mailing and shipping industry…

We are critical to the strategies of businesses that rely on us…

And we are a core part of the American economy. We sit at the center of a vast network of people, businesses, communities, and institutions that depend on us every single day.

That is what makes this moment one of both momentum and urgency.

Momentum… Because we are making progress in important areas.

Urgency… Because our financial realities remain severe, and the time we have to address them is shrinking.

Let me be direct: The Postal Service remains in a serious financial crisis.

I communicated that plainly in front of Congress and the country in March, because I do not think we serve anyone if we soften these realities. The status quo is not sustainable, and it would be irresponsible to pretend otherwise.

The American public deserves honesty about where we are.

The increased public and media attention around this crisis has brought greater awareness, more serious engagement, and more momentum behind the need for action. More people now understand that this is not a theoretical issue, and not something to simply kick down the road.

To the credit of the current Congress, they are not looking for short-term band-aids, but for long-term solutions. And we intend to provide them.

At the same time, I want to be equally clear that we at the Postal Service have to do our part. We have pulled many levers within our control to reduce costs, improve performance, and increase revenue.

On pricing, we have taken action where appropriate and available. We have already achieved meaningful cost reductions across transportation, work hours, and network operations.

And we have taken short-term cash-conservation steps, including the temporary suspension of our employer contributions to FERS, because preserving liquidity matters right now.

These have not been easy decisions, nor are they perfect solutions. But they are necessary in a moment that requires us to use every responsible tool we have. And we are not done.

As I have said before, there are only three things any company can do to improve financial performance: Sell more, adjust prices, and cut costs. We are looking at all three.

And, we are doing it with a clear focus on growth, because we cannot cost-cut our way to prosperity.

Yes, we must drive efficiency wherever we can, and are focused on doing so, but long-term stability requires growth in relevance, growth in volume, and growth in value to our customers and partners.

I continue to believe the market wants to do business with a Postal Service that is competitive, responsive, and easier to work with.

And we are seeing movement in that direction through major commercial relationships and partnership opportunities.

We have seen encouraging developments in certain key customer relationships, including Amazon and DHL.

And we continue to assess our broader business relationships, including with UPS and others, through the same lens:

How do we become easier to do business with?

How do we fit our network to customer needs?

How do we create more value from the assets we have built?

If we are going to grow, we have to be more responsive, more transparent, more market-aware, and less burdened by unnecessary friction.

That is why we are working to ensure our network responds to the needs of our customers, rather than forcing customers to fit the wants of our bureaucracy. All of those steps — on pricing and costs, new and growing partnerships, and a restructuring review — are what I would call “self-help.”

They are what the Postal Service is doing proactively… and they fall under our control. But self-help alone will not close the gap in the short term. Congress must help us bridge it.

Many of you have heard this before, but it bears repeating:

We need changes to the laws that govern — and restrict — us…

We must see broader relief from outdated statutory and regulatory constraints — many of which were set more than five decades ago — that limit our ability to operate like the modern enterprise the country expects us to be.

If we want to continue the Postal Service as a viable entity, policy makers have two options…

First would be to remove the mandates that ensure the Postal Service loses money: For example, days and levels of service, the ability to close unprofitable offices, and the underpricing of First-Class Mail.

If we had flexibility on those three main issues, we could go a long way towards becoming profitable, but the American public would see reduced levels of service and higher rates.

The second option is to return to the original intent of Congress when they formed the Postal Service in 1971.

In 1971, Congress foresaw that the cost of universal service would likely be too much for the Postal Service to cover on its own. That is why they authorized a public service reimbursement to partially offset the costs related to our costly mandates.

Since 1971, delivery points have increased by tens of millions, mail volumes have decreased by over 50 percent, the number of mandates has increased, the cost of servicing those mandates has increased, and with the rise of the internet and email, the postal world has changed dramatically.

The math is pretty simple.

Revenues and savings cannot offset the costs associated with the universal service obligation, our “USO,” under the current business model. It is unsustainable.

I will also emphasize that paying for those mandates was not viewed by Congress a bailout. It was viewed as a public service reimbursement for the universal service that the Postal Service provides to the nation — a service no other private enterprise is willing or capable of doing. So, it is merely the payment by Congress in return for the Postal Service doing what no other business would do.

So, we will propose that the public service reimbursement be updated to reflect the realities of 2026 and not 1971. In addition, we will propose that we be provided with additional liquidity through changes to our borrowing authority.

And finally, we will propose reform as to how we are expected to fund our two retirement plans. Within the next month, we intend to further develop our legislative agenda and engage stakeholders for feedback.

And I want that work to happen in a coordinated way because the strongest case for reform will be one made by a coalition of coalitions…

A broad, bipartisan effort that keeps delivering the same clear message to Congress. That this should not be a partisan issue. The Postal Service is a nonpartisan issue, and the case for reform should be built and carried out with that same nonpartisan spirit.

I also want to step back for a moment and talk about what is really at stake.

One of the most important things I’ve heard from the industry is not just concern about our financial position…

It is a much clearer understanding of what is at stake if the Postal Service is weakened. The Postal Service was created to serve the nation… And not simply to maximize profit in isolation.

And in doing so, the Postal Service has become so much more than a delivery provider.

It is an economic engine powering an entire ecosystem of American jobs, livelihoods, businesses large and small, economic success stories, and tax revenues.

When we talk about supporting USPS, we are not simply talking about preserving an institution, or what that should or shouldn’t cost. Rather, we should look at what we are enabling…

A postal ecosystem that drives a total industry impact to the tune of nearly $2 trillion dollars in sales revenues and nearly 8 million jobs across the country.

We need to keep building this case with even greater clarity.

We need to showcase the jobs supported, the businesses enabled, and the communities strengthened by our network.

The more clearly we can document and shout that broader impact, and the more voices that do so, the stronger the case we can make for common-sense reform. Rather than an allocation of dollars, we see this as an investment…an investment in an institution that supports a vast commercial ecosystem, millions of jobs, and significant economic activity across the country.

And that is a good investment for the United States. It will grow tax dollars and jobs, the same thing the Postal Service has enabled for over 250 years. That is one reason I remain optimistic.

Not naïve, not detached from the scale of the challenge, but optimistic. Because the network is stronger than it was.

Service continues to improve…

The market wants to work with us…

And, more people now understand that the challenges that face us are not just about the future of USPS alone, but about the broader economic system around it. So let me close with this…

We will keep bringing Americans the service that is core to our mandate.

We will keep innovating…

We will keep investing…

And we will keep pulling every lever available to us.

I want to end with resolve, not just crisis. We have very attractive options if we are willing to act.

So, thank you to this Board, thank you to our leadership team.

Thank you to our employees, our customers, and our partners.

And thank you to everyone for helping move this policy conversation forward with the seriousness it deserves.

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WASHINGTON – 5/8/26 – The U.S. Postal Service today announced its financial results for the second quarter of fiscal year 2026 (Jan. 1, 2026 – Mar. 31, 2026). Controllable loss, which excludes certain expenses that are not controllable by management, was $642 million for the quarter, compared to controllable loss of $848 million for the same quarter last year.

Net loss for the quarter under generally accepted accounting principles (GAAP) totaled $2.0 billion, compared to $3.3 billion for the same quarter last year. This $1.3 billion decrease is attributed to an operating revenue increase of $463 million and a decrease in workers’ compensation expense of $1.3 billion, partially offset by an increase in retiree health benefits expense of $175 million and higher other operating expenses of $72 million.

“During the quarter we were able to get revenue, cost and service results moving in the right direction,” said Postmaster General David Steiner. “However, the scale of our financial improvements compared to the prior year was modest and we have a long road to go to achieve anything close to long-term financial sustainability. It is a simple fact that we are in a cash crisis, and we are now taking serious and appropriate steps to conserve funds to operate. To avoid disruption and to sustain our role supporting American commerce and the public, we require urgent Congressional action to expand our borrowing authority and to address outdated constraints on the organization.”

On April 9, 2026, the Postal Regulatory Commission (PRC) granted a Temporary Conditional Waiver that lifts regulatory restrictions that required the Postal Service to use cash generated through the retirement-based rate authority only to make a minimum remittance payment towards our pension amortization obligations. The Postal Service will determine whether to exercise the authority provided by the Temporary Conditional Waiver later this year. PRC rules, therefore, allow this cash to be used on expenditures for operating expenses and capital investments, if we meet the conditions of the waiver.

While the waiver is appreciated, the Postal Service continues to urge the PRC to prioritize its long-term financial sustainability, as required by law, and act on its previous petition for certain regulatory changes, including: modification of the Market Dominant ratemaking system through the elimination of the price cap and adoption of a regulatory monitoring ratemaking system in order to help achieve a sustainable path. Alternatively, if the price cap is maintained, the PRC should allow a re-baselining of rates to ensure they are compensable while also maintaining adjustment factors that ensure the system is flexible enough to deal with external circumstances that may arise.

In addition to the temporary regulatory relief, the Postal Service suspended its portion of payments to the Office of Personnel Management for the bi-weekly normal cost contributions for employees covered under FERS effective April 10, 2026, enabling it to address its immediate liquidity issue by conserving approximately $200 million in cash each pay period and approximately $2.5 billion for the remainder of fiscal year 2026.

Total operating revenue was $20.2 billion for the quarter, an increase of $463 million, or 2.3 percent, compared to the same quarter last year. The increase was largely due to price increases in the Shipping and Packages, Marketing Mail, and First-Class Mail categories, partially offset by declining volumes for these same categories.

Shipping and Packages revenue increased $348 million, or 4.5 percent, on a volume decline of 22 million pieces, or 1.4 percent, compared to the same quarter last year. Marketing Mail revenue increased $210 million, or 5.7 percent, on a volume decline of 113 million pieces, or 0.9 percent, compared to the same quarter last year. First-Class Mail revenue deceased $31 million, or 0.5 percent, on a volume decline of 691 million pieces, or 6.3 percent, compared to the same quarter last year.

Total operating expenses decreased $949 million, or 4.1 percent, to $22.1 billion for the quarter, compared to the same quarter last year. The overall decrease in operating expenses was primarily due to the impact of discount rates on workers’ compensation costs and the actuarial revaluation of existing workers’ compensation cases, partially offset by increases in retiree health benefits costs and other operating costs. Compensation and benefits, the largest expense component, was relatively flat compared to the same quarter last year as was transportation expense.

“The financial results for the quarter showed slight improvement compared to the same quarter last year, as we continued to grow revenue and aggressively manage the costs under our control, where possible, which kept two of our largest expense components, compensation and benefits and transportation, relatively flat,” said Chief Financial Officer Luke Grossmann. “However, management actions alone are not enough to solve our financial predicament. We remain confident that we can create a financially sustainable Postal Service through a combination of management actions and legislative, regulatory, and administrative reform.”

Second Quarter Fiscal Year 2026 Operating Revenue and Volume by Service Category Compared to Prior Year
The following table presents revenue and volume by service category for the three months ended March 31, 2026 and 2025:

Selected Second Quarter Fiscal Year 2026 Results of Operations and Non-GAAP Measures
This news release includes controllable loss which is not calculated and presented in accordance with GAAP. This non-GAAP measure is calculated as net loss adjusted for costs outside of management’s control, including the accrued retiree health benefits top-up expense, workers’ compensation (benefit) expense caused by actuarial revaluation and discount rate changes, and the amortization of the CSRS and FERS unfunded liabilities. These latter costs not only are largely outside of management’s control but also can fluctuate significantly based on actuarial assumptions and interest rates.

This non-GAAP measure provides meaningful information to assist users of the Postal Service’s financial statements to more fully understand the financial results and assess the Postal Service’s ongoing performance because it excludes items that may not be indicative of, or are unrelated to, underlying operations.

Non-GAAP financial measures should be considered in addition to, and not as an alternative for, the Postal Service’s reported results prepared in accordance with GAAP. This adjusted financial information does not represent a comprehensive basis of accounting.

The following table reconciles GAAP net loss to the presented non-GAAP financial measure for the three months ended March 31, 2026 and 2025:

Financial results in the Form 10-Q are available at http://about.usps.com/what/financials/.

Forward-Looking Statements
Forward-looking statements contained in this release represent the Postal Service’s best estimates of known and anticipated trends believed relevant to future operations. However, actual results may differ significantly from current estimates. Certain forward-looking statements included in this release use such words as “may,” “will,” “could,” “expect,” “believe,” “plan,” “estimate,” “project,” or other similar terminology. These forward-looking statements, which involve a number of risks and uncertainties, reflect current expectations regarding future events and operating performance as of the date of this report. The Postal Service has no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events, or otherwise.

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