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 a verification process to ensure all electronic arrow lock and high security collection box shipments, deliveries, and installations are accurately recorded.
$0
Open
Agree
2
Develop a standard operating procedure outlining steps for station management on how to generate maintenance requests for electronic arrow lock and high security collection box installations.
$0
Closed
Disagree
Agree
3
Confirm all arrow keys are accurately recorded in the Retail and Delivery Analytics and Reports system and, when necessary, returned to the National Materials Customer Service, and/or reported to the Postal Inspection Service for the Beechnut, Debora Sue Schatz, and T W House Stations.
$0
Open
Agree
4
Establish internal controls to verify facilities are following the 24-hour arrow key accountability process, including the establishment of barcodes for every key assigned to city routes at Tier 1 facilities, or using the PS Form 1106, as required.
$0
Closed
Agree
5
Provide regularly recurring training on arrow key accountability processes, security policies, and responsibilities to managers and supervisors in the Houston, TX, area, and track training compliance.
$0
Open
Agree
6
Provide training on registry cage security policies and responsibilities to managers and supervisors in the Houston, TX, area, and track training compliance.
$0
Open
Agree
7
Establish internal controls to validate that facilities are remediating arrow key deficiencies identified by the Postal Inspection Service.
$0
Open
Agree
8
Revise Postal Operation-631 Growth and Delivery Point Management Program policy to update current roles and responsibilities.
$0
Open
Agree
9
Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.
$0
Open
Agree
10
Address the box deficiencies identified at the Beechnut, Debora Sue Schatz, and T W House Stations.
$0
Open
Agree
11
Require the Texas 2 District Manager to establish and provide regularly recurring training to station management on the requirement to complete annual safety inspections, remediate deficiencies, and document the results for the blue collection boxes and cluster box units, and track training compliance.
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.
Should program Destination Delivery Unit scanners to automatically identify mis-shipped packages dropped at the facility in error.
$0
Closed
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.
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.
Develop an approach for including pertinent financial (i.e., costs and savings) and sustainability impact data in its Vehicle Acquisition Strategy and related contingencies.
Develop a process to monitor sorting and delivery center management's consistent use of the Mail Arrival Quality/Plant Arrival Quality system to report issues with the mail arrival profile.
$0
Closed
Agree
2
Develop a training for all sorting and delivery center supervisors specific to the network changes/impacts, including techniques to properly supervise route performance, and require all sorting and delivery center supervisors to complete.
$1,420,862
Open
Disagree
Agree
3
Clearly define the parameters for appropriate staffing levels at sorting and delivery centers to meet the Small Delivery Unit Sorter operational throughput goal.
$0
Closed
Disagree
Agree
4
Develop a plan for sorting and delivery centers to maintain the correct number of staff, aligned properly across the various processing tasks, for the Small Delivery Unit Sorter.
$0
Closed
Disagree
Agree
5
Develop an automated process within the Rural Route Evaluation Compensation System to make necessary adjustments to reduce the number of overburdened rural routes.
$0
Closed
Disagree
Agree
6
Finalize the ongoing review of sorting and delivery center routes and make necessary adjustments to reduce the number of overburdened rural routes.
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
Closed
Disagree
Agree
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.
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.
