The OIG makes recommendations to the United States Postal Service to correct deficiencies and encourage improvements in the safety, economy, efficiency, and management of the Department’s programs and operation.

Our report findings and conclusions explain the basis for the specific corrective actions we recommend. This Recommendation Dashboard provides more information than ever before about the current status of OIG recommendations, which we plan to update on a weekly basis.

*The Open Recommendations Financial Value does not include amounts that were not publicly released due to concerns about information protected under the Freedom of Information Act.*

Fiscal Yearsort ascending Report Title Issue Date Report Number Financial Value Status Recommendation Management Response
2022 Aboveground Storage Tanks 09/15/2022 22-078-R22 $0 Open R - 3-- Establish a process to ensure Spill Prevention Control and Countermeasures plans are prepared as required and reiterate guidance to facility management to sign and upload plans into the Environmental Tool Kit. Disagree
2022 Air Transportation Distribution and Routing Relabeling Process 09/12/2022 22-082-R22 $0 Open R - 2-- Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act. Agree
2022 Compensation, Benefit, and Bonus Authority in Calendar Year 2021 09/29/2022 22-126-R22 $0 Open R - 2-- Instruct the Executive Director, Compensation and Benefits, to examine the Comprehensive Statement executive compensation disclosure review process, and implement improvements to ensure completeness and accuracy. Agree
2022 U.S. Postal Service’s Recognition and Awards Program 05/20/2022 21-263-R22 $10,255,694 Open R - 3-- Develop and communicate examples of what is considered a commendable justification for recognition and awards to all applicable staff responsible for recognition and awards activity and (b) reiterate and train all applicable staff on the requirement “to use appropriate review and control procedures to identify the superior work of individuals, programs, and operational areas.” Agree
2022 Workplace Environment Tracking System (WETS) User Access 05/10/2022 22-099-R22 $0 Open R - 2-- Ensure all cases of workplace harassment that occurred during the system failure are recorded in the Workplace Environment Tracking System. Agree
2022 U.S. Postal Service's Implementation of Enterprise Risk Management 05/19/2022 21-235-R22 $0 Open R - 1-- Review and update the ERM Operating Charter to reflect the current needs of the organization and implement the revised charter. Agree
2022 Mail Delivery, Customer Service, and Property Condition Reviews - Select Units, Indianapolis, IN 06/22/2022 22-091-R22 $0 Open R - 1-- Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act. Agree
2022 Property Condition Review - Capping Report 06/02/2022 22-019-R22 $0 Open R - 1-- Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act. Agree
2022 Efficiency of Operations at the St. Louis, MO, Processing and Distribution Center 07/13/2022 22-112-R22 $0 Open R - 3-- Coordinate with Headquarters Logistics and Human Resources to identify and implement additional strategies to increase the number of Postal Service drivers at the St. Louis Processing and Distribution Center. Agree
2022 Efficiency of Operations at the St. Louis, MO, Processing and Distribution Center 07/13/2022 22-112-R22 $0 Open R - 1-- Develop and implement a plan at the St. Louis Processing & Distribution Center to ensure management monitors mail that is sent to the manual sorting area to ensure the mail is non-machinable. Agree

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This Recommendation Dashboard provides information on recommendations that the Postal Service can address without external party action. To view closed recommendations, click here. Also, click here to see recommendations that may require additional action by external parties.

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