We’ve all heard the mantra “recycle, reuse, and reduce,” but did you know that people focus not only on what products they should buy, but also on how their purchases are packaged, shipped, and delivered?
A recent OIG white paper,...Read More
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 Year||Report Title||Issue Date||Report Number||Financial Value||Status||Recommendation||Management Response|
|2020||Expense Purchase Card Activity||03/23/2020||19SMG009SM000-R20||$0||Open||R - 2-- Enhance the purchase card policy to require cardholders electronically retain purchase card documentation when possible.||Agree|
|2020||Management Structure at Postal Service Facilities||03/18/2020||19SMG011HR000-R20||$0||Open||R - 2-- Formalize policy guidance to address a reassessment schedule and process for district rankings, including frequency, methodology, and roles and responsibilities.||Agree|
|2020||Mail Delivery and Customer Service Operations - Hawthorne Post Office, Hawthorne, CA||03/23/2020||20-149-R20||$0||Open||R - 2-- Instruct the Postmaster, Hawthorne Post Office, to ensure that employees follow standard operating procedures for scanning including using firm sheets from the Passive Adaptive Scanning System, periodically review and monitor scan data for compliance, and provide carriers with refresher training on package handling and scanning procedures.||Agree|
|2020||Manual Flats Processing Operations at the Tucson, AZ Processing & Distribution Center||03/09/2020||20-163-R20||$0||Open||R - 2-- Instruct Tucson Processing and Distribution Center (P&DC) management to ensure the P&DC’s operating plan is updated to reflect current mail processing operations.||Agree|
|2020||Expense Purchase Card Activity||03/23/2020||19SMG009SM000-R20||$0||Open||R - 3-- Explore the benefits of providing electronic documentation to credit card approving officials and update purchase card policy to require credit card approving officials review all purchases over established minimum thresholds and when merchant category codes are questionable.||Agree|
|2020||U.S. Postal Service: First-Line Supervisors - Resources||03/18/2020||19SMG010HR000-R20||$0||Open||R - 3-- Implement an oversight mechanism to ensure all permanent first-line supervisors take mandatory supervisory training within a designated period after being appointed.||Agree|
|2020||Management Structure at Postal Service Facilities||03/18/2020||19SMG011HR000-R20||$0||Open||R - 3-- Implement an oversight process to ensure district offices regularly monitor and maintain authorized first-line supervisor positions.||Agree|
|2020||Accuracy of Surface Visibility Scans and Reporting||03/05/2020||19-024-R20||$0||Open||R - 3-- Implement controls to ensure only properly authorized personnel can make manual edits in Surface Visibility Web 2.0||Agree|
|2020||Management of Postal Zones||03/25/2020||19RG009MS000-R20||$0||Open||R - 3-- In coordination with the Vice President, Pricing & Costing, evaluate alternative methodologies for determining the zone, which could include calculating distance between the originating 5-digit ZIP Code to the designating 5-digit ZIP Code, to more accurately reflect the distance the mailpieces travel.||Agree|
|2020||Management Structure at Postal Service Facilities||03/18/2020||19SMG011HR000-R20||$0||Open||R - 4-- Formalize a regular review process of workload models and criteria, for each operational manager and supervisor position.||Agree|