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.

Fiscal Year Report Title Issue Date Report Number Financial Value Statussort descending Recommendation Management Response
2017 Postal Inspection Service Consumer Fraud Fund 05/04/2017 HR-AR-17-006 $0 Open R - 2 -- Develop formal written procedures for management of Consumer Fraud Fund requests and for tracking, monitoring, and reconciling expenditures. Agree
2017 Privileged Account Management 04/05/2017 IT-AR-17-003 $0 Open R - 3 -- Define business practices and responsibilities for monitoring privileged accounts and implement privileged access management tools. Agree
2017 Privileged Account Management 04/05/2017 IT-AR-17-003 $0 Open R - 2 -- Develop and continuously maintain a complete and accurate listing of privileged accounts for Postal Service systems. Agree
2016 Continuous Improvement of Mail Processing Operations 09/29/2016 NO-AR-16-012 $465,165,928 Open R - 1 -- Reduce 11.5 million workhours from projected fiscal year 2016 levels where possible and when planning for 2017 projected workhours by evaluating operational efficiency, adjusting staffing levels/workhours to workload, and ensuring overtime workhours do not exceed budgeted levels. Agree
2016 Postmaster Cost Segment 09/08/2016 CP-AR-16-010 $0 Open R - 3 -- Communicate to the Postal Regulatory Commission the status of the Post Office Structure Plan and develop a timeline and approach for updating the postmaster variability study. Agree
2016 Mail Processing and Transportation Operational Changes 09/02/2016 NO-AR-16-009 $0 Open R - 2 -- Develop and implement a strategy to improve mail processing productivity in the new operational window before any additional nationwide operational changes or consolidations are implemented. Agree
2016 Mail Processing and Transportation Operational Changes 09/02/2016 NO-AR-16-009 $0 Open R - 1 -- Re-evaluate and update the projected operational and transportation financial impacts associated with the operational window change. Agree
2016 PostalOne!-Business Customer Support System Availability 08/10/2016 IT-AR-16-010 $0 Open R - 6 -- Develop a plan to calculate PostalOne!-Business Customer Support System availability in accordance with best practices and include blackout maintenance hours on the daily chief information officer scorecards reported to the Postal Service Executive Leadership Team. Agree
2016 New York Morgan Processing and Distribution Center Efficiency 05/04/2016 NO-AR-16-008 $93,101,614 Open R - 1 -- Reduce 385,365 workhours over the next five years by evaluating operational efficiency and adjusting workhours to workload. Agree
2016 Postal Service's Handling of Office of Workers Compensation Claim Forms 04/07/2016 HR-AR-16-002 $0 Open R - 1 -- Develop a more comprehensive electronic claims process to ensure claims forms are completed accurately and timely. 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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