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Open Audit Recommendations

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.

 
215

Total Open Recommendations

 
$801,730,568

Open Recommendations Financial Value

Report Title Report Number Issue Date Report Open Recommendations
cover image: Network Changes - Progress on Improvements at Richmond, VA, Regional Processing and Distribution Center.
Network Changes - Progress on Improvements at Richmond, VA, Regional Processing and Distribution Center 24-152-R25 3
# Recommendation Value Status Initial Management Response Final Resolution
1

Execute the plan to permanently staff senior leadership positions.

 $0 Closed Agree
2

Develop and execute a comprehensive plan to improve the transportation performance at the Richmond Regional Processing and Distribution Center and monitor progress.

 $2,358,151 Open Disagree
3

Work directly with Richmond Regional Processing and Distribution Center processing and logistics managers to develop and execute a plan to improve scanning compliance and monitor progress.

 $0 Open Agree
4

Improve communication of integrated operating plan deficiencies in the Richmond region to the frontline supervisors responsible for ensuring compliance.

 $0 Closed Agree
5

Direct the Virginia District Integrated Operation Plan Coordinator to monitor and act on issues not addressed in the Mail Arrival Quality/Plant Arrival Quality application.

 $0 Closed Agree
6

Direct the Richmond Regional Processing and Distribution Center plant manager to enforce Postal Service attendance policy. In addition, monitor the progress and actions taken to address attendance.

 $0 Open Agree
Cover image: photo of EVs in the Topeka S&DC parking lot.
Fleet Modernization – Facility Preparedness for Electric Vehicles at the Topeka Sorting and Delivery Center 24-056-R25 1
# Recommendation Value Status Initial Management Response Final Resolution
1

Reiterate policy to ensure local management adheres to security protocols for asset protection and lock the delivery gates nightly.

 $0 Closed Agree
2

Require local management to replace deteriorated exterior signage throughout the facility.

 $0 Closed Agree
3

Require the contractor to validate the National Electrical Manufacturer Association 3R rating is not compromised.

 $0 Closed Agree
4

Require the contractor to either stripe the space near the electrical panel or add an additional bollard to protect the panel from potentially being damaged.

 $0 Closed Agree
5

Communicate to locations with electric vehicle infrastructure that policy regarding reporting safety hazards also includes electric vehicle infrastructure.

 $0 Open Disagree
6

Disseminate communication regarding the updated Next Generation Delivery Vehicles program website"which contains Electric Vehicle policies, procedures, and how-to videos, including parking instructions"to local management at the Topeka Sorting and Delivery Center and future facilities.

 $0 Closed Agree
7

Verify the contact labels are installed at the Topeka Sorting and Delivery Center and establish a plan to verify their installation at future facilities.

 $0 Closed Agree
cover image: photo of workers moving packages.
Postal Service Oversight of Parcel Select 24-044-R25 5
# Recommendation Value Status Initial Management Response Final Resolution
1

The Vice President of Engineering Systems, in coordination with the Vice President of Retail and Post Office Operations, the Vice President of Technology Applications and the Executive Director of Product Solutions should program Destination Delivery Unit scanners to automatically identify mis-shipped packages dropped at the facility in error.

 $0 Open Agree
2

Should program the package tracking software to automatically apply mis-shipped scans to packages dropshipped at plants but manifested at a rate associated with a different type of facility.

 $0 Open Disagree Agree
3

The Vice President of Processing Operations should communicate procedures to identify containers of mis-shipped packages at plants until equipment or systems can identify these packages.

 $0 Closed Agree
4

The Vice President of Technology Applications, in coordination with the Vice President, Chief Data and Analytics Officer, should develop a reliable software-based indicator that identifies where and when the Postal Service first took custody of a package.

 $0 Open Agree
5

The Vice President of Technology Applications should design and implement the USPS SHIP system to analyze package data that identifies Parcel Select packages dropped at the wrong location and flags them for additional postage due.

 $ - Open Agree
6

The Vice President of Delivery Operations, in coordination with the Vice President of Retail and Post Office Operations, the Vice President of Engineering Systems, the Vice President of Technology Applications, and the Executive Director of Product Solutions should enforce the nonmailable package fee collection policy by implementing an automated fee collection system for nonmailable packages dropped at Destination Delivery Units, or implementing an alternative solution.

 $9,523,371 Open Agree
7

The Vice President of Delivery Operations, in coordination with the Vice President of Retail and Post Office Operations, should issue clear instructions to delivery units regarding how to identify and handle packages over mailable limits.

 $0 Closed Agree
8

The Vice President of Pricing and Costing in coordination with the Executive Director of Product Solutions should evaluate whether the $100 overweight/oversized fee policy is sufficient to deter shippers from dropping nonmailable packages.

 $0 Closed Agree
Controls Over Purchase Card Facility Repairs
Controls Over Purchase Card Facility Repairs 24-057-R25 4
# Recommendation Value Status Initial Management Response Final Resolution
1

Reiterate policy requiring project managers to transfer expense purchase card supporting documents to credit card approving officials, and for credit card approving officials to maintain the supporting documents for the duration of the retention period.

 $756,799 Open Agree
2

Create a centralized, electronic repository for storing facility repair supporting documentation.

 $0 Open Agree
3

Establish guidelines and best practices to require project managers to identify and combine related service ticket requests and solicit contracts for projects that exceed expense purchase card authority threshold.

 $0 Open Disagree Agree
4

Establish guidelines and controls to monitor the use of batch payments.

 $0 Open Agree
Mitigating Mail Theft Cover
Mitigating Internal Mail Theft 24-076-R25 3
# Recommendation Value Status Initial Management Response Final Resolution
1

Develop and distribute nationwide policy that addresses personal belongings on the workroom floor.

 $0 Open Agree
2

develop periodic internal mail theft awareness training for all employees assigned to mail processing facilities, including new acting or permanent supervisors.

 $0 Closed Agree
3

identify all cameras not functioning and develop a plan to restore them to operational status.

 $0 Open Agree
4

develop and implement a strategic, nationwide plan that includes continuous monitoring of the operational status of cameras and diagnosing and addressing camera failures timely.

 $0 Open Disagree Agree
Fleet Modernization Delivery Vehicle Acquisition Cover
Fleet Modernization: Delivery Vehicle Acquisition Status 24-051-R25 1
# Recommendation Value Status Initial Management Response Final Resolution
1

Develop an approach for including pertinent financial (i.e., costs and savings) and sustainability impact data in its Vehicle Acquisition Strategy and related contingencies.

 $0 Open Disagree