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 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.
Develop and require all users to complete Electronic/Technical Surveillance Tracking System training and maintain documentation of training completion.
$0
Open
Disagree
Agree
2
Develop a verification process for annual physical equipment inventories to account for all equipment as required by the Inspection Service Manual.
$0
Open
Disagree
Agree
3
1) Review all postal inspectors with assigned equipment and validate they are active employees, 2) retrieve equipment from postal inspectors who separated from the agency, and 3) update the status and assignment of all equipment in the Electronic/Technical Surveillance Tracking System.
$0
Open
Agree
4
In coordination with the Chief Counsel, Office of Counsel, implement a process, including defining roles and responsibilities, to review and update Postal Inspection Service policies and related documents timely.
$0
Closed
Agree
5
Update the Inspection Service Manual to 1) define, track, and maintain technical surveillance equipment, 2) assign the Radio Communications Program to the Communications, Governance, and Strategy group, and 3) replace all references of the National Asset Tracking System with the correct equipment inventory system.
$0
Closed
Agree
6
Develop a standard operating procedure to assign Electronic/Technical Surveillance Tracking System user roles based on individuals' roles and responsibilities and to update or remove user roles when postal inspectors transfer jobs or separate from the agency. In addition, review current users of the system and determine if the roles need to be modified or removed in accordance with Postal Service policy.
$0
Closed
Agree
7
Review user roles in the Electronic/Technical Surveillance Tracking System and implement additional roles, as needed, to allow for the appropriate segregation of duties.
$0
Closed
Agree
8
Implement audit logs containing user activity for creating, assigning, editing, and removing user roles in the Electronic/Technical Surveillance Tracking System.
$0
Open
Agree
9
Resolve Electronic/Technical Surveillance Tracking System functionality errors preventing users from temporarily transferring, temporarily assigning, and recording the final disposition of law enforcement surveillance equipment, including digital signature capability.
Strengthen the Parcel Return Service manifest verification process by incorporating the facility type as a required parameter.
$48,982,784
Open
Agree
2
Simplify the return delivery unit processes to improve compliance and enable better supervision.
$0
Closed
Agree
3
Align package handling with Parcel Return Service procedures by 1) conducting a cost, benefit, and feasibility analysis for establishing and implementing an automated process, or 2) identifying and implementing alternatives to improve compliance.
$0
Closed
Agree
4
Develop and maintain an accurate list of active return delivery units in the Facilities Database.
$0
Open
Agree
5
Enhance the Parcel Return Service refund review process to include an automated validation to verify that refunds are warranted, including an assessment of whether the return delivery units that received the packages were active at the time of mailing.
Analyze work environment impacts that affect the Postal Service's ability to hire and retain personnel and create a plan to overcome those identified impacts.
$0
Closed
Disagree
Agree
2
Explore the feasibility of increasing personnel pay in Colorado mountain towns based on locality, including tracking all expenses for personnel detailed to these locations and other hiring costs.
$0
Open
Disagree
3
Establish a program to monitor package handling to verify that packages are scanned and delivered, as required, and take corrective action with underperforming facilities.
$0
Closed
Agree
4
Establish a process to track and monitor whether delivery unit management is appropriately documenting delivery contract irregularities with Postal Service Form 5500, and whether damages should be assessed, or the contract terminated for default.
$0
Closed
Agree
5
Require any employee fulfilling the postmaster role at the select facilities, to take the formal Postmaster Essentials training course, and track compliance.
$0
Closed
Disagree
Agree
6
Implement a developmental program, including on-the-job training at the delivery units, to ensure postmaster readiness.
$0
Closed
Agree
7
Instruct local management in Colorado mountain town facilities to enter delayed mail in reporting systems and establish responsibility for processing manual flat mail.
$0
Closed
Agree
8
Review trip times and volume profiles, and meet with appropriate delivery unit and plant personnel, to align transportation schedules to meet processing and delivery needs of facilities in Colorado mountain towns.
$0
Closed
Agree
9
Develop a process to ensure communication occurs between delivery and processing personnel at facilities located in Colorado mountain towns when there is late arriving mail.
$0
Closed
Agree
10
Conduct a study of the six delivery units to determine if existing workspace is sufficient to meet the needs of facilities and customers, and if not, explore opportunities to acquire needed space.
Require that the new payroll system be able to execute retroactive pay's complex processing when assessing, reviewing, and selecting a new vendor.
$0
Open
Agree
2
Coordinate with the functional areas involved in the process, establish and document procedures for processing retroactive pay that include documenting the responsibilities for functional areas involved in the process, scheduling guidelines, and timeframes to implement contract changes, allowing for improved clarity on the procedures necessary to implement contract requirements.
Evaluate the internal controls for the annual capital property review to identify process improvements, add controls, and create a goal to enhance accuracy. In addition, update Handbook AS-701, Asset Management, to reflect any additional controls or goals implemented in the annual capital property review process.
$0
Open
Agree
2
Reinforce the importance for facility management to issue timely, written material accountability officer delegation letters, and for newly assigned material accountability officers to conduct a physical inventory of capital assets, in accordance with Handbook AS-701, Asset Management.
Develop a plan to include proposed quantities, projected cost, and actionable milestones to fully deploy the eArrow lock and high security mailbox initiatives, and include measures to assess their effectiveness.
$0
Open
Disagree
2
Provide new and acting managers and supervisors training on arrow key policies upon assuming their roles and maintain documentation of training attendance.
$0
Closed
Agree
3
Develop an oversight mechanism to hold managers and supervisors accountable for following established arrow key policy and training requirements.
$0
Closed
Agree
4
Finalize the Mail Theft Strategy that is under development by the end of calendar year 2023.
$0
Closed
Agree
5
Assess staffing resources available nationwide to support the Mail Theft Program and align resources with their Mail Theft Strategy.
$0
Closed
Agree
6
Require postal inspectors to complete the In-Service Basic Mail Theft training within one year of being assigned to a mail theft team.
$0
Closed
Agree
7
Work with the contracting officer to modify the existing contract and 1) define the Mail Theft Analytics Program purpose to improve complaint data quality and usefulness for division personnel, 2) develop internal controls such as guidance and an oversight mechanism, and 3) establish performance metrics to assess the effectiveness of the program.
