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.
Complete a review of Postal Vehicle Service transportation schedules to better align trips and staffing with mail volume at the Nashville Processing and Distribution Center.
$0
Open
Agree
2
Implement a plan to ensure consistent monitoring of dock activities to reduce the occurrence of late trips.
$0
Open
Agree
3
Coordinate with the Central Division Director, Logistics, to develop and implement a plan to train employees in proper scanning procedures and verify that load scanning is completed in accordance with policy at the Nashville Processing and Distribution Center.
$0
Open
Agree
4
Verify that proper placarding procedures are followed and consistently completed at the Nashville Processing and Distribution Center.
$0
Open
Agree
5
Coordinate with the Central Division Director, Logistics, to take measurable actions to retrieve all lost scanners at the Nashville Processing and Distribution Center.
$12,075
Open
Agree
6
Coordinate with the Central Division Director, Logistics, to require management to conduct a baseline scanner inventory and reconcile discrepancies in the Ethos system; and conduct monthly audits of scanners at the Nashville Processing and Distribution Center.
$0
Open
Agree
7
Properly secure scanners and develop a process to oversee the distribution of scanners at the Nashville Processing and Distribution Center.
$0
Open
Agree
8
Verify that management at the Nashville Processing and Distribution Center monitors and enforces the use of wheel chocks on trucks and trailers.
Issue guidance instructing Area Vice Presidents and District Management not to issue artificial, unrealistic performance goals.
$0
Open
Disagree
2
Evaluate its current Customer 360 scoring system and implement scoring system changes to address pressure to manipulate survey scores, including specifically evaluating fraud or quality indicators.
$0
Open
Disagree
3
Monitor booster activity during the upcoming year and take action to address if booster activity increases.
$0
Open
Disagree
4
Establish deterrents, including rules and system controls to temporarily or permanently suspend Customer 360 system access to address known, repeat offenders.
$0
Open
Disagree
5
develop a holistic escalation process for documenting, escalating, and addressing suspected misconduct schemes, including: Centrally documenting and escalating suspected schemes and repeat offenders; Establishing criteria for when Customer Experience should refer potential Customer 360 misconduct involving multiple employees to Labor Relations to evaluate if a fact-finding is appropriate; Formally reporting misconduct findings for all Customer 360 allegations; and Conducting ongoing impact analyses to remove scores determined to be fraudulent
$0
Open
Disagree
6
Examine and update their survey impact analysis to include all suspected fraudulent surveys and report updated Customer 360 scores for fiscal years 2023, 2024, and 2025 to the Postal Regulatory Commission.
Establish key programmatics across counterfeit postage efforts, upon final approval, to include:
a) a documented program charter signed by an executive sponsor,
b) a defined program scope that includes coverage of all types of counterfeit postage,
c) clearly defined roles and responsibilities, including voting rights, approval gates, and signatory authority, and
d) documentation of key decisions and approvals.
$0
Open
Agree
2
Conduct a review to identify known vulnerabilities not yet addressed by mitigation efforts and develop a plan, with dedicated milestones, to address these vulnerabilities.
$1,223,361,350
Open
Agree
3
Establish an acceptable threshold for mistaken intercepts and resolve the manual and technical errors until the threshold is met.
$19,193,060
Open
Agree
4
determine a strategy and mechanism for recouping retrieval costs from mailers who did not timely transmit payment records.
$0
Open
Agree
5
Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.
$0
Open
Agree
6
collaborate with industry partners to establish a strategy on potential technological solutions for mitigating counterfeit postage.
$0
Open
Agree
7
enhance the Case Management System with a data field to enter whether a case was accepted by the Department of Justice for prosecution, track the trends of acceptance, and pursue further discussion with the Department of Justice where the trends show lack of acceptance.
$0
Open
Disagree
8
explore alternate options for legal action against counterfeit label operations, including utilizing the Revenue Deficiency Process and state and local prosecution.
$0
Open
Disagree
9
perform a continuous trend analysis on counterfeit postage tips and referrals, including identification of geographic hotspots and patterns in fraud vectors reported.
$0
Open
Disagree
10
establish a strategy to enable the removal of counterfeit label posts and advertisements from social media websites, and/or advocate with lawmakers for such changes.
$0
Open
Agree
11
develop a strategy to effectively communicate to the public the risks of purchasing or using counterfeit labels.
Evaluate locations most impacted by network changes and identify opportunities to improve timely delivery.
$0
Open
Agree
2
Establish an overall program schedule for network modernization initiatives with timelines and measurable cost saving and service targets and track and monitor progress.
$0
Open
Agree
3
Adopt improved modeling strategies that consider multiple variables to enhance planning and initiative implementation.
$0
Open
Agree
4
Implement a standardized methodology of evaluating efficiencies across facilities
$0
Open
Agree
5
Evaluate fully automated solutions for scanning to provide better visibility and customer confidence.
Update election-related training material to address how to handle ballots incorrectly postmarked with the wrong date by Postal Service employees.
$0
Open
Agree
2
Develop a process for facility management to verify every hand canceler is properly dated and secured when not in use.
$0
Open
Agree
3
Update the daily all-clear certification to specifically include facility management verification that the Late Arriving Political Mail Report was completed, if the facility received late arriving Political Mail.
$0
Open
Agree
4
Develop an automated process that electronically notifies management when the all-clear certification is not completed in a timely manner.
$0
Open
Agree
5
Update the daily all-clear certification to specifically include facility management verification that no voter-returned ballots are in the Postal Automated Redirection System operation.
$0
Open
Agree
6
Develop a policy requiring delivery units to post election-related training materials on the workroom floor and to update the all-clear certification questions to ensure clear, non-compounded reporting.
$0
Open
Agree
7
Define resolution time milestones for Election and Political Mail requests and concerns submitted through the Postal Service's Election Mail website.
$0
Open
Agree
8
Pause implementation of scheduled operational changes, including regional transportation optimization, that will impact mail timelines during the 2026 midterm election season.
$0
Open
Agree
9
Develop a process to promptly notify customers impacted by regional transportation optimization.
$0
Closed
Disagree
10
Develop and implement a standardized process to ensure that labels used to uniquely track whole pallets containing Ballot Mail remain continuously linked to the entire mailing throughout the transportation process, until it is ready to be processed, to ensure proper visibility.
$0
Open
Agree
11
Develop a formal process requiring Postal Service management to notify Election and Government Mail Program Specialists when readability issues with barcoded Ballot Mail is identified so outreach to Boards of Elections - including for North Carolina - can be conducted to address identified issues.
Enhance policies and procedures for initiating and conducting data analyses of concerning non-revenue transactions or categories (such as transactions that exceed the time factor, anomalous transactions, inconsistent counts, or improper categorizations), recording the results, documenting corrective actions, and communicating these policies to staff.
$46,087,920
Open
Disagree
2
Reassess all non-revenue transaction categories without time factors to determine if a potential, reasonable time factor can be applied, and document the resulting decision.
$0
Open
Disagree
3
Develop a comprehensive strategy on how to efficiently and effectively align local retail operations with the growing number of non-revenue transactions, including approaches for analyzing data, assessing alternatives, determining and implementing initiatives, and monitoring performance.
Establish procedures for reviewing, documenting, and periodically reassessing lease payment decisions during extended suspensions of postal facilities.
$0
Open
Agree
2
Take measurable actions to recover the lease payments that should have been suspended for six facilities in the North Carolina district.
Verify that the mail is properly staged for timely processing at the Eugene Local Processing Center.
$0
Closed
Agree
2
Verify that delayed mail counts are completed and entered correctly into the Mail Condition Visualization system daily at the Eugene Local Processing Center.
$0
Open
Agree
3
Remove all lost scanners from the Ethos system to ensure that the system accurately reflects the current inventory at the Eugene Local Processing Center.
$4,600
Open
Agree
4
Conduct monthly inventories of scanners and verify that all scanners are returned at the end of their tour at the Eugene Local Processing Center.
$0
Open
Agree
5
Verify that all drivers are using wheel chocks at the Eugene Local Processing Center.
$0
Open
Agree
6
Verify that repairs are made to the dock plates at the Eugene Local Processing Center.
(1) Require administrative officials to verify all Contract Delivery Service mail carriers have active security clearances and valid badges. (2) Terminate access to Postal Service facilities for Contract Delivery Service mail carriers who were denied a security clearance. (3) Suspend access to Postal Service facilities for Contract Delivery Service mail carriers that do not submit required security clearance paperwork within 7 days.
$0
Open
Agree
2
Establish an automated process to notify administrative officials when a supplier's badge is approaching expiration and prompt administrative officials to either submit a renewal package for badge continuation or verify the badge is collected and returned after expiration.
$0
Open
Agree
3
Require administrative officials responsible for managing Contract Delivery Service operations to provide an annual certification validating their understanding of and compliance with security clearance and badging requirements including badge sharing.
$0
Open
Agree
4
Direct AOs to enforce language proficiency standards for CDS carriers by (1) Prospective Carriers: Mandating and documenting the evaluation of a carrier's ability to speak and understand English during the preliminary screening process and wherever subsequent replacement carriers are hired, and (2) Current Carriers: Establishing a formal re-evaluation process for active carriers suspected of lacking required English proficiency, and revoking facility access for any individuals who fail to meet t
$0
Open
Agree
5
Hold administrative officials accountable when they do not: (1) Complete and maintain PS Form 5399, Contract Route Performance Record. (2) Monitor contract route operations and ensure supplier compliance with contract requirements and Postal Service policies. (3) Inspect supplier vehicles according to contractual requirements and Postal Service policies.
$0
Open
Agree
6
Provide formal training to all administrative officials responsible for managing Contract Delivery Service operations on properly performing all required duties, and require all newly appointed or detailed administrative officials to complete this training before assuming their duties.
$0
Open
Agree
7
Automate the Service Change Request system to populate the special rate when submitting extra trip payments and require headquarters management to verify extra trip payment requests to ensure the correct rate was applied before approval.
$3,825,643
Open
Agree
8
Implement monitoring tools to strengthen oversight of administrative officials and enforce compliance with policies for managing Contract Delivery Service operations.
$0
Open
Agree
9
Evaluate opportunities to streamline manual administrative official processes, including through automation, and require them to be completed uniformly across all Contract Delivery Service offices.
$0
Open
Agree
10
Update policy to require administrative officials to conduct route surveys annually and when new developments occur, such as changes in the number of delivery points, mail volume, route mileage, or the scheduled time needed to complete the route due to local community growth.
Train management at all delivery units in the district on the proper procedures for checking and reporting delayed mail.
$0
Open
Agree
2
Verify that management at the Blue Lagoon Branch updated its arrow key listing in the Retail and Delivery Applications and Reporting system correctly.
$0
Closed
Agree
3
Enforce the requirement for management at the three units
to monitor fuel card purchases and verify that all high-risk fuel transactions have an appropriate comment.
$27,511
Open
Agree
4
Confirm that management at the Blue Lagoon Branch repaired the leaky roof and management at the North Miami Branch repaired the damaged awning.
