Below is a list of our open audit recommendations. When a report is issued, the Postal Service responds to each recommendation, and if there is agreement, it provides a corrective action plan with a date of planned implementation. We request written confirmation from the Postal Service when those corrective actions are completed and evaluate this information and provide concurrence when the recommendation can be closed.
If the Postal Service disagrees with a recommendation, we work towards agreement by elevating discussions between USPS and OIG management. Any recommendations that the Postal Service does not act on remain open and are reported to Congress until a resolution is achieved.
R1 – Enhance current Interactive Voice Response system performance metrics by including metrics for the rate of complete, contained calls and the rate of incomplete, abandoned calls.
Develop an oversight process to hold delivery unit management accountable for submitting edit books timely and revise policy as needed.
$0
Closed
Agree
2
Develop a comprehensive training on the edit book process for new rural carriers. Additionally, develop refresher training and implement a plan for all rural carriers to complete the training periodically.
$0
Open
Agree
3
Develop an oversight process for unit management to complete rural route inspections at least annually, to validate the accuracy of edit book activity in accordance with Postal Service policy.
$0
Open
Agree
4
Develop a plan and update policy to require the use of the electronic system when submitting edit book updates.
$0
Open
Agree
5
Determine the feasibility of developing an all-electronic edit book to replace current physical edit books. If feasible, develop a plan and implement policy requiring the use of electronic edit books.
provide sufficient management oversight of staff at the Dockweiler and Downtown Long Beach Stations and the Inglewood Carrier Annex to deliver all committed mail daily.
$0
Closed
Agree
2
verify that management at the Dockweiler and Downtown Long Beach Stations and the Inglewood Carrier Annex conduct mail sweeps and enter all delayed mail into the Delivery Condition Visualization system accurately.
$0
Closed
Agree
3
verify that management at the Inglewood Carrier Annex develop a plan to train carriers to complete PS Forms 1571 and supervisors to review and report information included on the forms.
$0
Closed
Agree
4
verify that management monitors the timely return of Certified Mail to senders at the Dockweiler and Downtown Long Beach Stations.
$0
Closed
Agree
5
verify unit management review package scanning performance data daily and enforce compliance at the Dockweiler and Downtown Long Beach Stations and Inglewood Carrier Annex.
$0
Closed
Agree
6
verify carriers use firm sheets for all delivery points that receive 25 or more packages a day at the Downtown Long Beach Station.
$0
Closed
Agree
7
develop and execute a plan to verify arrow keys are properly accounted for and managed, and confirm missing keys are reported to the U.S. Postal Inspection Service at the Dockweiler and Downtown Long Beach Stations and Inglewood Carrier Annex.
$0
Open
Agree
8
provide training to managers and clerks responsible for arrow key security at the Dockweiler Station and Inglewood Carrier Annex.
$0
Closed
Agree
9
verify that management complete records of disallowed time and unauthorized overtime in TACS at the Dockweiler and Downtown Long Beach Stations and the Inglewood Carrier Annex.
$0
Closed
Agree
10
verify that management establish and secure files for documenting timekeeping records at the Dockweiler and Downtown Long Beach Stations and the Inglewood Carrier Annex.
$0
Closed
Agree
11
verify that pay adjustment certifications are attached to payroll adjustment support documentation at the Inglewood Carrier Annex.
$0
Closed
Agree
12
verify management at the Dockweiler and Downtown Long Beach Stations instruct employees to properly separate, as required, certain classes of packages when dispatching this mail to the processing facility.
$0
Open
Agree
13
verify unit management at Downtown Long Beach Station has access to and uses the proper placards for separating packages for dispatch to the processing facility.
Update policies to more clearly define which documents are required in the task orders files and reinforce oversight requirements through formal communication and mandatory trainings.
$0
Open
Agree
2
Update the Supplying Principles and Practices and supplemental guidance to ensure required contract documents are stored in the applicable contracting system.
$0
Open
Agree
3
Implement a standardized process for all portfolios to include a completed Contract Award File Review checklist, signed by the contracting officer, in the contract file to ensure all required supporting documents for task order files are uploaded in the Contract Authoring Management System.
Finalize the method for tracking contractor accident and fatality data and establish corresponding written policies and procedures, including related roles and responsibilities.
$0
Open
Agree
2
Require freight auction brokers to report subcontractor authorization and vetting and develop a system of record to maintain the reported results.
$0
Open
Disagree
3
Clarify, communicate, and enforce subcontractor authorization guidance for highway contract route contractors and terminate contractors who are non-compliant.
$0
Open
Agree
4
Develop requirements and implement a mechanism to track highway contract route contractors and the subcontractors they utilize.
$0
Open
Disagree
5
Communicate and create a mechanism to validate the use of team drivers for trips that exceed 500 miles, update freight auction statements of work, and terminate contractors who are non-compliant.
$0
Open
Disagree
6
Define freight auction applicability to Management Instruction PO-530-2009-4, Section 19 " Special Circumstances.
$0
Open
Disagree
7
Update and enforce freight auction guidance and include at minimum a process to verify driver history.
in coordination with the Vice President, Organization Development, establish and document a workforce plan that describes key recruitment, retention, and performance measurement activities. At a minimum, the plan should address strategic priorities, include workforce goals and objectives, identify stakeholder roles and responsibilities, and define a process for periodic review and updates.
$0
Open
Disagree
2
Develop a process to track employee and contractor training and certifications to monitor progress toward addressing the skills gaps identified in periodic skills assessments.
Reiterate to managers and supervisors at all levels, the importance of policy requirements to manage and document leave, including pandemic-related leave.
$12,381,178
Closed
Agree
2
Modify the system to allow for all employees to digitally complete Postal Service Form 3971, Request for Notification of Absence.
$0
Open
Agree
3
Modify the payroll systems or develop another methodology for accurate recording of administrative leave for rural carriers.
$0
Open
Agree
4
Reiterate Postal Service policy to all employees for consistent, nationwide
application for monitoring leave to not exceed allowable leave limits.
Develop and implement a process for reoccurring communication of Cremated Remains acceptance procedures to retail clerks nationwide.
$0
Closed
Agree
2
Develop and implement guidance requiring retail clerks to verify Cremated Remains are prepared and packaged in accordance with Postal Service policy.
$0
Closed
Agree
3
Update the Cremated Remains acceptance procedures requiring retail clerks to place Cremated Remains packages in individual Priority Mail Express sacks at acceptance.
$0
Open
Agree
4
Reiterate the procedures for monitoring Cremated Remains and develop a process for validating that In-Plant personnel review the Informed Visibility report daily for delayed Cremated Remains packages in accordance with policy.
$0
Closed
Agree
5
Evaluate the feasibility of requiring customers to use the Cremated Remains kit boxes when shipping Cremated Remains and revise policy as appropriate.
$0
Closed
Agree
6
Develop a plan to ensure Cremated Remains kit boxes are readily available to customers.
Analyze work environment impacts that affect the Postal Service's ability to hire and retain personnel and create a plan to overcome those identified impacts.
$0
Open
Disagree
Agree
2
Explore the feasibility of increasing personnel pay in Colorado mountain towns based on locality, including tracking all expenses for personnel detailed to these locations and other hiring costs.
$0
Open
Disagree
3
Establish a program to monitor package handling to verify that packages are scanned and delivered, as required, and take corrective action with underperforming facilities.
$0
Open
Agree
4
Establish a process to track and monitor whether delivery unit management is appropriately documenting delivery contract irregularities with Postal Service Form 5500, and whether damages should be assessed, or the contract terminated for default.
$0
Open
Agree
5
Require any employee fulfilling the postmaster role at the select facilities, to take the formal Postmaster Essentials training course, and track compliance.
$0
Open
Disagree
Agree
6
Implement a developmental program, including on-the-job training at the delivery units, to ensure postmaster readiness.
$0
Open
Agree
7
Instruct local management in Colorado mountain town facilities to enter delayed mail in reporting systems and establish responsibility for processing manual flat mail.
$0
Open
Agree
8
Review trip times and volume profiles, and meet with appropriate delivery unit and plant personnel, to align transportation schedules to meet processing and delivery needs of facilities in Colorado mountain towns.
$0
Open
Agree
9
Develop a process to ensure communication occurs between delivery and processing personnel at facilities located in Colorado mountain towns when there is late arriving mail.
$0
Open
Agree
10
Conduct a study of the six delivery units to determine if existing workspace is sufficient to meet the needs of facilities and customers, and if not, explore opportunities to acquire needed space.
