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.
Develop and implement a plan to hire and retain enough employees to consistently reach and maintain authorized complement at the St. Louis Processing and Distribution Center.
$0
Open
Agree
2
Implement a plan to hold managers and supervisors accountable for addressing employees who do not follow workplace rules at the St. Louis Processing and Distribution Center.
$0
Open
Agree
3
Analyze and realign processing operations at all four St. Louis processing facilities to improve efficiency.
$0
Open
Agree
4
Verify mail condition issues are communicated through the Mail Arrival Quality/Plant Arrival Quality tool at the St. Louis Processing and Distribution Center.
$0
Open
Agree
5
Develop a plan to verify employees attach accurate placards on mail transportation equipment and follow first in, first out order at the St. Louis Processing and Distribution Center.
$0
Open
Agree
6
Develop a strategy to consistently conduct proper preventative maintenance on machines at the St. Louis Processing and Distribution Center.
$0
Open
Agree
7
Develop a process to verify all delayed mail is reported in the Mail Condition Visualization system daily at the St. Louis Processing and Distribution Center.
$0
Open
Agree
8
Fill Postal Service driver vacancies at the St. Louis Processing and Distribution Center.
$0
Open
Agree
9
Develop and implement a plan to utilize dock space efficiently at the St. Louis Processing and Distribution Center.
$0
Open
Agree
10
Coordinate with the Midwest Division Director, Logistics, to develop a plan to verify supervisors are monitoring scanning to improve compliance with load and unload scan goals at the St. Louis Processing and Distribution Center.
$0
Open
Agree
11
Develop and implement a plan to verify extra trips are properly recorded in the Surface Visibility Web system at the St. Louis Processing and Distribution Center.
$0
Open
Agree
12
Verify correct chain of custody procedures are followed for registry items at the St. Louis Processing and Distribution Center.
Provide training to employees on the proper way to end the run on the Parcel Sorting Machines and monitor for compliance at the St. Louis Network Distribution Center.
$0
Open
2
Create and implement a process to verify machines are properly cleared of mail at the end of each operational run at the St. Louis Network Distribution Center.
$0
Open
3
Verify delayed mail counts are completed and entered correctly into the Mail Condition Visualization system at the St. Louis Network Distribution Center.
$0
Open
4
Use the Mail Arrival Quality/Plant Arrival Quality system " Inter-Plant Quality report to communicate late arriving mail and resolve mail arrival issues with other processing facilities at the St. Louis Network Distribution Center.
$0
Open
5
Train mail clerks and processing supervisors on proper placarding, and provide oversight to verify these procedures are followed at the St. Louis Network Distribution Center.
$0
Open
6
Fill the vacant Postal Vehicle Service driver positions needed and hold employees accountable for attendance and performance issues at the St. Louis Network Distribution Center.
$0
Open
7
Provide training to employees on proper scanning procedures and verify supervisors are monitoring scanning to improve compliance with close, load, and unload scan goals at the St. Louis Network Distribution Center.
$0
Open
8
Resolve network connectivity at the St. Louis Network Distribution Center.
Establish internal controls to ensure the Service Standard Directory is updated timely when service changes in specific markets.
$0
Open
Disagree
2
Adjust package processing plans and staffing plans during peak season to ensure full capacity of machines is used to minimize delayed mail volume.
$0
Open
Disagree
3
Direct and monitor division management decisions in the offload process during peak season to incorporate strategic factors, such as facility type, resources, and equipment capacity.
$0
Open
Disagree
4
Develop a process for clear communication of offloads between all levels of processing and logistics functions.
$0
Open
Agree
5
Reassess the methodology used for surface transportation planning to better estimate surface transportation needs and costs.
$0
Open
Agree
6
Evaluate the reasons for cancellations of freight auction and repetitive highway contract route trips to reduce the associated excess payments for these trips during peak season.
$7,666,125
Open
Agree
7
Assess and update peak season key performance indicators and initiatives.
$0
Open
Agree
8
Develop measures and targets to evaluate the customer experience during peak season.
$0
Open
Disagree
9
Adjust the timelines for peak initiatives to incorporate post-peak season package volume on operations.
$0
Open
Disagree
10
Evaluate the reasons for cancellations of freight auction and repetitive highway contract route trips to reduce the associated excess payments for these trips during the post-peak season.
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to develop and execute a plan to ensure the timely processing of nonmachinable packages and maintain a first in, first out processing order.
$0
Open
Disagree
2
Assess mail volume and reevaluate operations in the Atlanta region to identify opportunities for more effective use of space, efficient processing and logistics operations, and cost optimization.
$0
Open
Disagree
3
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to establish a method to identify, document, and address issues daily and hold managers accountable for recurring issues.
$0
Open
Agree
4
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to manage unauthorized overtime and penalty overtime and monitor for compliance.
$8,225,268
Closed
Agree
5
Revise projected savings as staffing is balanced with additional facilities and operational needs in the region.
$0
Open
Disagree
6
Direct the Atlanta Regional Processing and Distribution Center Processing and Logistics managers to review daily scan data to identify problem areas and correct issues to achieve current scanning goals.
$0
Open
Agree
7
Develop a plan to immediately improve performance against transportation key performance indicators at the Atlanta Regional Processing and Distribution Center.
$0
Open
Agree
8
Ensure that transportation schedules are reviewed and adjusted to capture potential cost savings for unnecessary trips.
Update their methodology to evaluate merchant data compliance to include analyzing the volume of packages without unique data for each platform.
$0
Open
Agree
2
Reiterate existing compliance policies to supervisors to drive consistent and effective implementation by staff.
$0
Open
Agree
3
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
4
Identify and address Merchant Rate Card platforms' technical compliance issues to improve rate accuracy.
$0
Open
Agree
5
Require quarterly business reviews to include data analytics to validate the platforms charge accurate postage and fees and resolve platform issues.
$0
Open
Disagree
6
Coordinate with platforms to collect previously undetected short-payments resulting from postage discrepancies identifiable based on package information transmitted to the Postal Service.
$958,697
Open
Disagree
7
Coordinate with platforms to refund previously undetected over-payments resulting from postage discrepancies identifiable based on package information transmitted to the Postal Service.
Develop an approach to estimate and track Commercial Mail Receiving Agency program-related costs.
$0
Open
Disagree
2
Develop and implement an approach to generate revenue to offset all Commercial Mail Receiving Agency-related costs.
$5,183,144
Open
Disagree
3
Update Commercial Mail Receiving Agency application, mail sample, and data quality review policies to include additional detail regarding the timing, scope, and documentation.
$0
Closed
Agree
4
Develop strategies to better communicate policies and related updates to Postal Service field staff and Commercial Mail Receiving Agencies, including those for reviewing, vetting, and documenting applications and conducting mail samples and data quality reviews.
$0
Open
Disagree
5
Develop and implement internal controls for ensuring effective local staff compliance and oversight with key program responsibilities, including reviewing, vetting, and documenting applications (using the current PS Form 1583-A version) and conducting mail samples and data quality reviews.
Determine whether the Air Carrier Performance report should be used as the official record of the new carrier's service performance and update performance reporting, as appropriate, to ensure stakeholders have timely and accurate performance data.
$0
Open
Agree
2
Implement additional accountability measures for retail units with clerks who fail retail acceptance testing more than once.
$0
Closed
Agree
3
Require retail and delivery units to certify that all current hazardous material signage and counter guides be displayed and accessible.
$0
Closed
Agree
4
Require surface feeder sites to report out on daily scan performance with a plan for improving scan performance.
$0
Open
Agree
5
Develop a process to monitor and evaluate scanning performance to determine if required daily scans are performed at the surface feeder sites.
