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|
|2019||U.S. Postal Inspection Service New York Division||09/19/2019||OV-AR-19-004||$0||Open||R - 5-- Update policy to require undercover operation approvals be stored in the Case Management System.||Agree|
|2019||Salary and Wage Rate Retention||09/20/2019||FT-AR-19-009||$33,974,772||Open||R - 1-- Develop policies and procedures, including assignment of responsibilities, for documenting and retaining salary and wage rate retention information and monitoring continued eligibility.||Agree|
|2019||Salary and Wage Rate Retention||09/20/2019||FT-AR-19-009||$0||Open||R - 2-- Develop and implement a plan to periodically identify and address employees no longer eligible for salary and wage rate retention status.||Agree|
|2019||Issues Identified in the Outbound International Mail Market||09/23/2019||CP-MT-19-001||$0||Open||R - 1-- Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.||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|
|2020||Workload/Workforce Key Performance Indicators in Customer Service, Delivery, and Vehicle Operations||10/24/2019||19RG005DR000-R20||$0||Open||R - 1-- Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.||Disagree|
|2020||Custodial Workhours||10/24/2019||19SMG006HR000-R20||$81,319,892||Open||R - 1-- Develop and implement a strategy to address hiring and staffing challenges for custodial positions at facilities subject to the Memorandum of Understanding Between the United States Postal Service and the American Postal Workers Union, re: Maintenance Series-47 Transmittal Letter-5 Implementation and Maintenance Craft Postal Support Employee Conversions, signed July 9, 2014.||Disagree|
|2020||Supply Management’s Control Environment Over Contracting Officers||11/07/2019||18SMG023SM000-R20||$0||Open||R - 2-- Designate a central system for Supply Management to record, track, and manage contracting officers’ training activities.||Agree|
|2020||U.S. Postal Service Transportation Network Operations and Cost Optimization Practices||11/07/2019||19XG002NL000-R20||$28,772,621||Open||R - 1-- Ensure extra trips are reconciled against Surface Visibility data when submitting payments in the Service Change Request system.||Agree|
|2020||Supply Management’s Control Environment Over Contracting Officers||11/07/2019||18SMG023SM000-R20||$0||Open||R - 5-- Assess the feasibility of establishing commodity specific metrics or tools to provide for a consistent workload management process, to include a cost-benefit analysis.||Agree|