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.
Communicate freight auction driver screening requirements to facility personnel and develop a process to ensure compliance.
$0
Closed
Agree
2
Communicate the security, trailer loading, and team driver requirements to facility management and suppliers, and develop a process to monitor dock personnel and freight auction drivers to verify they are following the requirements.
$0
Closed
Agree
3
Develop a plan of action and milestones for revising the trailer utilization-calculated percentages in Surface Visibility to account for stacked containers and cubic feet.
$0
Open
Agree
4
Develop a plan to detect atypical bids before award to achieve competitive rates and reduce transportation costs.
$0
Closed
Agree
5
Review prior freight auction payments made during fiscal years 2022 and 2023 to identify loads without reliable proof of delivery information and recover inaccurate payments and implement a periodic review process going forward.
$198,850,166
Closed
Agree
6
Initiate recovery of U.S. Postal Service Office of Inspector General-identified overpayments.
$249,169
Closed
Agree
7
Conduct a comprehensive review to identify requirements for streamlining proof of delivery validation, minimize manual payments, improve accuracy, and make system enhancements as necessary.
$0
Closed
Disagree
Agree
8
Monitor, communicate, and take necessary corrective action for suppliers with poor performance.
$0
Closed
Agree
9
Re-evaluate and adjust supplier performance requirements and enforce supplier compliance.
$0
Closed
Agree
10
Follow up with Department of Labor on the wage determination requirement and bring all active freight auction contracts into compliance with both the Service Contract Act and wage determination requirements.
Provide oversight and implement additional monitoring controls that verify Election and Political Mail policy and procedures are being followed at all facilities. controls that verify Election and Political Mail policy and procedures are being followed at all facilities.
$0
Closed
Agree
2
Update the Operational Clean Sweep Search Checklist to include the Low-Cost Reject Encoding Machine and manual operation areas.
$0
Closed
Agree
3
Work with Divisional Directors and District Managers at all the facilities to provide stand-up talks and training to all employees and maintain evidence the training was conducted as well as post the stand-up talks and relevant procedures around the workroom floor.
$0
Closed
Agree
4
Clarify the pitch-catch-clear process to include timeframes and the elections for which this process is required.
$0
Closed
Agree
5
Develop and implement a process for delivery units to segregate Election Mail identified as Postal Automated Redirection System Mail prior to sending it back to a mail processing facility.
$0
Closed
Disagree
Agree
6
Evaluate the postmarking policy and adjust as necessary to ensure that all mail-in ballots receive a postmark.
$0
Open
Disagree
Agree
7
Clearly communicate the postmarking policy to all operations.
$0
Closed
Agree
8
Develop and implement a plan to communicate Election and Political Mail processing, transportation, and delivery processes to any facilities impacted by the Local Transportation Optimization initiative, including those with mail that crosses state lines.
$0
Closed
Agree
9
Create a plan so that the Regional Processing and Distribution Centers have appropriate procedures and resources in place to prioritize election and political mail processing.
$0
Closed
Agree
10
Pause implementation of Delivering for America initiatives during September through November 8, 2024.
Establish informed baselines for future sites that align with schedule management best practices.
$0
Open
Disagree
2
Improve schedule management for charging station construction by using a project management system and related analytics to record dynamic updates, centralize information, and analyze performance to inform future construction baselines.
$0
Open
Agree
3
Evaluate whether contractual assistance is needed for its deployment effort, including aligning the Postal Service's schedule management with best practices.
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.
