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 Numbersort ascending Financial Value Status Recommendation Management Response
2019 Mail Processing Overtime 06/13/2019 NO-AR-19-005 $358,305,479 Open R - 1-- Evaluate and test the updated Function 1 Scheduler results on a periodic basis to ensure proper implementation of position bid assignments and accurate complement levels, and make adjustments as necessary. Agree
2019 Mail Processing Overtime 06/13/2019 NO-AR-19-005 $0 Open R - 2-- Issue supplemental guidance on management oversight to reduce unauthorized overtime, ensure compliance with overtime policy to reduce grievances, and increase employee availability. Agree
2019 Mail Processing Overtime 06/13/2019 NO-AR-19-005 $0 In-Resolution R - 3-- Establish appropriate performance incentives for managers to effectively manage overtime. Disagree
2019 Operational Window Change Savings 10/15/2018 NO-AR-19-001 $0 In-Resolution R - 1-- Develop and implement, at a minimum, annual tracking methodologies for any significant projected operational costs or savings and use a sensitivity analysis to account for such impacts as changes in mail volume and labor and transportation costs. Disagree
2018 Flats Sequencing System Performance in the Capital Metro Area 07/26/2018 NO-AR-18-008 $0 Open R - 2-- Determine the operational cost and savings Flats Sequencing System (FSS) currently provides to the Postal Service to fully understand the financial and operational impact of FSS on the Postal Service and customers. Agree
2018 Mail Processing Facilities Staffing 03/30/2018 NO-AR-18-004 $0 In-Resolution R - 3-- implement and document the Verification, Validation, and Accreditation process for the Function 1 Scheduler. Disagree
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 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
2019 Postal Service Dynamic Route Optimization and Cost Savings Initiative 09/27/2019 NL-AR-19-004 $0 Open R - 5-- Develop an automated payment process to ensure suppliers are paid consistently, accurately, and timely. Agree
2019 Automated Package Verification (APV) Evaluation 09/18/2019 MS-AR-19-004 $0 Open R - 3-- Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act. 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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