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 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.
Develop and implement training, including recurring refresher training for handling damaged medication packages and medication found loose in the mail.
$0
Closed
Disagree
Agree
2
Develop and implement a process to review Priority Mail Open and Distribute scanning performance, which should include providing recurring training to employees responsible for conducting the scans and enforcing compliance with scanning requirements.
$0
Closed
Disagree
Agree
3
Develop and implement a control to prevent improper duplicate "Delivered" scans on the same package, including VA Pharmacy packages.
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.
in coordination with the Vice President, Organization Development, establish and document a workforce plan that describes key recruitment, retention, and performance measurement activities. At a minimum, the plan should address strategic priorities, include workforce goals and objectives, identify stakeholder roles and responsibilities, and define a process for periodic review and updates.
$0
Open
Disagree
2
Develop a process to track employee and contractor training and certifications to monitor progress toward addressing the skills gaps identified in periodic skills assessments.
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.
Enhance contracting officer oversight to ensure suppliers adhere to contract terms, particularly those for requisite product inclusion, non-response bias mitigation, and address quality assessment completion.
$74,933
Closed
Agree
2
Conduct a cost, benefit, and feasibility analysis on potential options for increasing local delivery response rates and developing more easily understood survey terminology.
Develop a plan to analyze costs associated with the processing and delivery of Election Mail and explore opportunities to be compensated for the implementation of Election Mail key practices and extraordinary measures.
$23,033,770
Open
Disagree
2
Evaluate if all current Election Mail policies are necessary and eliminate redundancies.
