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 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.
Review the planned savings projections for the Boise Regional Processing and Distribution Center, determine where efficiencies were not achieved, and adjust savings projections of future initiatives, as needed.
$0
Open
Agree
2
Review mail processing operations to determine the cause of decreased efficiency and make adjustments as necessary.
$0
Closed
Agree
3
Review the facility's authorized complement to determine staffing needs and adjust the complement, as needed.
Charge First-Class Mail rates for Ballot Mail because service is comparable to or exceeds First-Class Mail service.
$15,400,055
Closed
Disagree
Agree
2
Assess options to charge for the premium service provided for late arriving Political Mail or clarify policy around delivery expectations for this mail.
$0
Closed
Agree
3
Finalize electronic Election and Political Mail reporting tools, written expectations for their use, and user guides in advance of the next federal election season.
$0
Open
Agree
4
Use carrier data to prohibit managers from completing the delivery all clear certification before carriers leave and arrive back from their delivery duties.
$0
Open
Agree
5
Work with District Managers to develop a plan to identify hub and spoke locations, including Regional Transportation Optimization sites, and communicate operational expectations in advance of the extraordinary measures period.
$0
Open
Agree
6
Consider additional incentives for using serialized Intelligent Mail barcodes and service type identifiers for mail service providers that mail ballots.
$0
Closed
Agree
7
Create a method for scanning local turnaround ballots at delivery units.
$0
Open
Disagree
8
Implement specific training for Ballot Mail service providers tailored to reducing common service performance exclusions.
$0
Closed
Agree
9
Set specific exclusion thresholds for Ballot Mail.
Evaluate practices contributing to the achievement of the mail processing workhour plan and determine the feasibility of implementing those practices nationwide.
$63,589,816
Closed
Agree
2
Evaluate employee staffing and scheduling at mail processing facilities with declining productivity and develop a plan to right-size the complement.
$0
Open
Agree
3
Assess training needs of mail processing employees at facilities with declining productivity and address employee competency gaps.
Verify that delayed Priority Mail Express pieces are documented in the Mail Condition Visualization system daily.
$0
Closed
Agree
2
Work with the Western Division Director, Logistics, to verify Priority Mail Express delays are entered in the Mail Arrival Quality/Plant Arrival Quality system and coordinate with the Arizona - New Mexico District Manager to resolve Priority Mail Express issues.
$0
Closed
Agree
3
Provide stand-up talks to management and employees on the importance of following first-in-first-out procedures and monitor for compliance.
$0
Closed
Agree
4
Coordinate with the Western Division Director, Logistics, to develop and implement a plan to verify scanning at the Phoenix P&DC is consistently completed in accordance with policy.
Train mail clerks and supervisors on proper placarding in processing operations and verify these procedures are followed at the West Valley Processing and Distribution Center.
$0
Closed
Agree
2
Evaluate and adjust transportation schedules to reduce late and canceled trips at the West Valley Processing and Distribution Center once network changes have been implemented.
$0
Open
Agree
3
Provide training to employees on proper scanning procedures and verify supervisors are monitoring scanning to improve compliance with load and unload scan goals at the West Valley Processing and Distribution Center.
$0
Closed
Agree
4
Maintain a log of broken and out-for-repair scanners to assess whether scanners need to be replaced at the West Valley Processing and Distribution Center.
$0
Closed
Agree
5
Adjust preventive maintenance windows and verify preventive maintenance is completed at the West Valley Processing and Distribution Center.
Update the Learning Management System to require and assign all facility managers overseeing pre-career employees to take Delivering the New Employee Experience training.
$0
Closed
Agree
2
Reiterate the importance of the 511 Initiative best practices and facility managers responsibilities to ensure national compliance and standardization of the initiative.
$0
Closed
Agree
3
Assess the benefits of the implemented Retention and Mentor Pilot programs and develop strategies to improve annual retention rates for all pre-career crafts.
$1,437,662
Open
Agree
4
Require Postal Service Forms 1750 to be tracked and monitored in the Retail and Delivery Applications and Reports system for all facilities instead of only pilot sites.
$0
Closed
Agree
5
Require all operations to use the electronic Postal Service Form 1750 web-based application once implemented.
