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.
Conduct route reviews for all routes in the Puerto Rico District, create a prioritized list of routes needing adjustments based on the reviews, and coordinate with Headquarters Delivery Operations to create a plan to perform the necessary adjustments.
$0
Open
Agree
2
Train management at all delivery units in the district on the proper procedures for identifying, quantifying, and reporting delayed mail.
$0
Closed
Agree
3
Train all employees on standard operating procedures for package scanning and handling at the Bayamon, Toa Baja, and the Guaynabo Post Offices and monitor for compliance.
$0
Closed
Agree
4
Verify all employee barcode information is securely stored at the Guaynabo Post Office.
$0
Closed
Agree
5
Train management at the Bayamon, Toa Baja, and Guaynabo Post Offices on the proper procedures for arrow key management.
$0
Closed
Agree
6
Verify arrow keys are properly managed and confirm missing keys are reported to the U.S. Postal Inspection Service for the Bayamon, Toa Baja, and Guaynabo Post offices.
$0
Closed
Agree
7
Develop a plan to monitor and enforce compliance with timekeeping record requirements at the Bayamon, Toa Baja, and Guaynabo Post Offices.
$0
Closed
Agree
8
Verify unit management completes the process for removing the employee from the rolls that was identified as not reporting to work at the Toa Baja Post Office.
$0
Closed
Agree
9
Address all remaining building safety, security, and maintenance issues identified at the Bayamon, Toa Baja, and Guaynabo Post Offices.
$0
Closed
Agree
10
Verify that all Contract Delivery Service route carriers and their assistants at the Toa Baja and Guaynabo Post Offices possess a valid Postal Service photo identification badge.
Prioritize and evaluate the incentive programs identified during our audit into existing planning processes.
$8,718,000
Closed
Agree
2
Evaluate the feasibility of continuously monitoring incentive program participation at facilities with future electric vehicle and charging infrastructure deployments, to include conducting cost-benefit analysis and enlisting the possible use of contractors to support this action.
Develop a system to track carrier scanning remarks, such as "passed address" or "partially completed," identify what percent is carrier non-compliance, and take necessary action to increase carrier compliance.
$0
Closed
Agree
2
Develop a program that limits scanning devices to allow only the requested number of pieces to be scanned.
$0
Closed
Agree
3
Include performance metrics representative of the end-to-end process, which does not include same day delivery package services, when reporting service performance scores for packages.
$0
Closed
Disagree
Disagree
4
Publicize only Postal Service tracked and validated metrics.
$0
Open
Disagree
5
Evaluate the feasibility of updating the Service Performance Dashboard to report service performance scores at the 3-digit ZIP Code level.
$0
Closed
Disagree
Agree
6
Take immediate measures to remove mention of Generally Accepted Government Auditing Standards compliance from prior third-party audit reports on the performance measurement system filed with the Postal Regulatory Commission.
$0
Closed
Disagree
Agree
7
Update the contract with the external auditor to require adherence to Generally Accepted Government Auditing Standards.
Develop and implement a plan, including communication strategy and available staff, for the timely deployment and installation of mail theft initiatives nationwide.
$0
Open
Agree
2
Add the functionality to the Collection Point Management System to differentiate between blue collection and high security collection boxes.
$0
Closed
Agree
3
Direct the Vice President, Delivery Operations to update the Collection Point Management System to differentiate between blue collection and high security collection boxes in the New York 2 district.
$0
Closed
Agree
4
Reiterate arrow key security policies and responsibilities to managers and supervisors in Queens, NY.
$0
Closed
Agree
5
Require the New York 2 District Manager to confirm all arrow keys are added to the inventory in the Retail and Delivery Analytics and Reports system.
$0
Closed
Agree
6
Require the New York 2 District Manager to establish procedures to complete annual safety inspections, remediate deficiencies, and document the results for blue collection and green relay boxes.
$0
Open
Agree
7
Develop a process to define roles, responsibilities, and frequency for inspecting green relay boxes, and to record and track the location and condition of green relay boxes.
Reiterate policy and coordinate with Vice President, Engineering Systems to identify opportunities for automated controls to verify that employees are clocking into the correct operation number and supervisors are regularly monitoring timekeeping reports.
$0
Open
Agree
2
Update procedures to include an annual review of software code to verify Management Operating Data System operation numbers used in productivity calculations reflect current Time and Attendance Collection System base default operation numbers.
$0
Closed
Agree
3
Establish a process to assess and analyze Management Operating Data system review results.
$0
Open
Agree
4
Update Handbook M-32, Management Operating Data System (MODS) policy and coordinate with Vice President, Engineering Systems, to update the MODS Coordinator Guidebook to identify current roles and responsibilities and clarify the frequency of Management Operation Data system reviews to ensure consistency.
Develop and communicate a plan with specific actions, milestones, and metrics to attract more applicants in locations with hiring challenges.
$0
Open
Disagree
2
Provide facility management an opportunity to include facility specific information when requesting a job posting to help ensure external applicants are aware of job requirements.
$0
Open
Disagree
3
Reiterate the benefits to facility management of conducting an informational session with new applicants on facility specifics and job expectations.
Continue to document the issues identified and actions taken to address issues in post implementation reviews of Regional Processing and Distribution Center (RP&DC) conversions, and use the cumulative lessons learned when activating future RP&DCs.
$0
Closed
Agree
2
Develop procedures to identify and mitigate challenges at facilities scheduled to become a Regional Processing and Distribution Center before launch.
$0
Closed
Agree
3
Coordinate the training of Richmond Regional Processing and Distribution Center (RP&DC) management on how to engage and lead team members and provide adequate supervision of operations, and deploy management training at future RP&DC sites prior to launch.
$5,021,051
Closed
Agree
4
Develop a scorecard to track service performance and include it as a measure of success at both the Richmond Regional Processing and Distribution Center (RP&DC) and when implementing future RP&DCs.
$0
Closed
Agree
5
Align transportation schedules to operations and validate with local management before launching Regional Processing and Distribution Centers.
$2,948,034
Closed
Agree
6
Direct personnel to record omitted trips in the data systems and pursue recovery of payments for cancelled trips at the Richmond Regional Processing and Distribution Center.
$115,690
Closed
Agree
7
Train all management personnel in the Richmond region to understand and perform their roles and responsibilities as stated in the Richmond Regional Processing and Distribution Center integrated operating plan.
$0
Closed
Agree
8
Implement a process to communicate with and solicit feedback from affected managers when developing plans for and implementing future Regional Processing and Distribution Centers.
$0
Closed
Agree
9
Update Handbook PO-408 to include the definition of service area, and clearly define when Mail Processing Facility Reviews are required.
$0
Open
Agree
10
Communicate any impacts to customers when permanently moving processing operations of a three-digit ZIP Code to another processing facility.
Finalize the method for tracking contractor accident and fatality data and establish corresponding written policies and procedures, including related roles and responsibilities.
$0
Closed
Agree
2
Require freight auction brokers to report subcontractor authorization and vetting and develop a system of record to maintain the reported results.
$0
Open
Disagree
Disagree
3
Clarify, communicate, and enforce subcontractor authorization guidance for highway contract route contractors and terminate contractors who are non-compliant.
$0
Closed
Agree
4
Develop requirements and implement a mechanism to track highway contract route contractors and the subcontractors they utilize.
$0
Closed
Disagree
Disagree
5
Communicate and create a mechanism to validate the use of team drivers for trips that exceed 500 miles, update freight auction statements of work, and terminate contractors who are non-compliant.
$0
Open
Disagree
6
Define freight auction applicability to Management Instruction PO-530-2009-4, Section 19 " Special Circumstances.
$0
Open
Disagree
Disagree
7
Update and enforce freight auction guidance and include at minimum a process to verify driver history.
