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.
Create job positions where the primary responsibility is to oversee regional coordination of the shipping and handling of day-old poultry between internal and external stakeholders.
$0
Closed
Agree
2
Establish recurring meetings throughout peak shipping season of day-old poultry with the applicable internal and external stakeholders to discuss issues and implement immediate corrective action.
$0
Closed
Agree
3
Revise the Handling Lives Workbook to include procedures for accepting day-old poultry, including visual aids in accordance with mailing requirements in Publication 52.
$0
Closed
Agree
4
Communicate to staff each year the acceptance procedures for day-old poultry prior to the start of peak shipment season.
$0
Closed
Agree
5
Revise the Handling Lives Workbook and reissue annually, before each peak shipping. At a minimum, revisions to the workbook should include: performing a primary sort by transportation mode; proper bed loading; a limit for stacking packages; following first in, first out methods; and unloading day-old poultry timely from trailers.
$0
Closed
Agree
6
Establish processes and procedures for periodic on-site review of its air carrier operations to ensure proper loading and securing of day-old poultry shipments.
$0
Closed
Agree
7
Revise Publication 52 to require the mailer to include a "deliver by" date, which is 72-hours after hatching, on all packages of day-old poultry.
$0
Open
Disagree
8
Develop electronic methods to uniquely track shipments of day-old poultry, including shipments that have perished.
$0
Open
Disagree
9
Develop a process specifically for the processing and handling of missent shipments of day-old poultry.
$0
Closed
Agree
10
Revise Publication 52 to define when day-old poultry should be disposed of as an injurious item.
$0
Closed
Agree
11
Along with the Vice President, Delivery Operations; Vice President, Processing Operations; and Vice President, Logistics, develop and provide training to staff on the correct processes for the disposal of day-old poultry.
Develop procedures to ensure survey responses are properly completed and reviewed in a timely manner and that managers are held accountable for when units are closed without valid justification.
$0
Open
Disagree
2
Develop an automated tool for notifying field staff in real-time when units open late or close early and sending justification requests to local staff.
$0
Open
Disagree
3
Develop system capabilities for recording, analyzing, reporting, and retaining data on units that open late or close early.
$0
Open
Disagree
4
Develop procedures to ensure justification responses are properly completed and reviewed in a timely manner and that managers are held accountable when units open late or close early.
$0
Open
Disagree
5
Augment suspension-related policies to include strategies for periodically and regularly communicating suspension statuses to impacted customers.
$0
Open
Disagree
6
Establish accountability mechanisms, such as timeliness targets, for resolving suspensions in a timely manner and for monitoring performance.
$0
Open
Disagree
7
Develop mechanisms to require Postmasters to properly update the status of suspended units to be displayed publicly on USPS.com.
Complete an analysis and realignment of processing operations staff to improve efficiency and meet clearance time targets at the Omaha Processing and Distribution Center.
$0
Open
Agree
2
Implement a plan for supervisors to hold employees accountable for their performance, promote supervisor engagement with employees, and provide supervisor training to the remaining two supervisors at the Omaha Processing and Distribution Center.
$0
Open
Agree
3
Develop and implement a plan to verify thorough preventative maintenance is performed on all mail processing equipment at the Omaha Processing and Distribution Center.
$0
Open
Agree
4
Develop and implement a plan to verify employees attach accurate placards on mail transportation equipment at the Omaha Processing and Distribution Center.
$0
Closed
Agree
5
Use the Mail Arrival Quality/Plant Arrival Quality system at the Omaha Processing and Distribution Center to communicate and resolve mail arrival quality issues with delivery units and other processing facilities.
$0
Closed
Agree
6
Conduct a study to determine the feasibility of replacing or refurbishing the freight elevators at the Omaha Processing and Distribution Center for improved service.
$0
Closed
Agree
7
Verify that the Omaha Processing and Distribution Center has sufficient trailers to accommodate its mail transport needs.
$0
Closed
Agree
8
Coordinate with the Midwest Division Director, Processing, to develop and implement a plan to verify supervisors monitor and enforce scanning to improve compliance with the load and unload scanning goals at the Omaha Processing and Distribution Center.
Develop a mechanism to identify all applicable charges when calculating postage due to incorporate into its automated calculations.
$0
Open
Agree
2
Incorporate large and oversized package charges into postage due calculations for return-to-sender packages.
$21,376,852
Open
Agree
3
Retroactively invoice return addressees for large package charges that should have been paid.
$24,617,947
Closed
Disagree
Agree
4
Electronically link the payment of postage due to the specific packages for which the payments are based.
$0
Open
Agree
5
Further automate the postage due calculation and collection process for undeliverable packages, using weights and dimensions captured by mail processing equipment.
$0
Open
Agree
6
Assess which delivery units need additional equipment, including scales, and provide it to efficiently process return-to-sender packages.
$0
Open
Disagree
7
Provide updated training and corrected guidance to clerks and staff on the latest policies and procedures for return-to-sender packages.
$0
Closed
Agree
8
Add reminders to the Remote Forwarding System application to prompt clerks to process and weigh packages correctly.
$0
Closed
Agree
9
Institute and enforce a policy requiring clerks and managers to restrict access to return packages that exceed the facility's interior capacity or develop other mitigation strategies.
Require the Threat Assessment Team to assess threats identified in Assault Threat Specialty Reports as jacketed cases and document them in the Threat Assessment Case Tracking system.
$0
Open
Disagree
Agree
2
Reiterate guidance to the Threat Assessment Team lead on responsibilities for reporting incidents in the Threat Assessment Case Tracking system.
$0
Open
Agree
3
Clarify and reiterate guidance to facility managers on timely reporting incidents of workplace violence to their Threat Assessment Team.
$0
Open
Agree
4
Develop and implement a process to verify outcome memos are timely provided to applicable facility managers and maintained accordingly.
Require annual training for personnel responsible for reporting mail conditions to improve mail condition reporting accuracy.
$0
Closed
Agree
2
In coordination with the Vice President, Technology Applications, create a line item for recording Priority Mail Express in the Mail Condition Visualization system.
$0
Closed
Agree
3
In coordination with the Vice President, Technology Applications, update policies and manuals related to condition reporting to include newly established categories and mail conversion rates in the Mail Condition Visualization system and Handbook M-32.
$0
Open
Agree
4
Reinforce inventory controls to ensure scanners are signed out and returned.
$0
Closed
Agree
5
Develop and implement periodic reviews of scanner inventory.
$0
Closed
Agree
6
Require a documented transportation review that tracks the root cause and planned mitigation tactics for facilities not meeting their transportation goals.
$0
Closed
Disagree
Agree
7
Reiterate processes to ensure accountability over staff and contractors responsible for safety policies regarding wheel chocks, strapping of loads, and securing and locking mail being transported in trailers and cargo vans.
Automate Postal Service Form 1571, Undelivered Mail Report, for delayed mail reporting in the Delivery Condition Visualization system and require carriers to use the automated format at the end of the day to report undelivered mail.
$0
Open
Disagree
Agree
2
Develop a process to identify delivery units with a high risk of unreported or underreported delayed mail, and follow up with district management to enforce compliance.
$0
Closed
Disagree
Agree
3
Develop and provide a standard work instruction that lists and links to the applicable reports and tools unit managers are required to use to monitor daily scanning compliance.
$0
Closed
Disagree
Agree
4
Add instructions to the beginning of the certification screen in the RADAR system notifying supervisors of the current procedures for conducting arrow key certifications and have the system automatically generate a report notifying the U.S. Postal Inspection Service of any missing keys.
$0
Open
Disagree
5
Develop and implement program controls within the RADAR system to prevent managers from inputting inaccurate arrow key information.
$0
Open
Agree
6
Develop and implement a plan for district management to conduct targeted arrow key inventory reviews on a regular basis until new technological initiatives are fully implemented.
Reiterate policies to ensure refunds and voids are warranted and unit management is reviewing the Postal Service Form 1412 and supporting documentation.
$0
Closed
Agree
2
Update to ensure the Retail Systems Software receipts used to support the amount of voided postage include the dollar amount of the postage that was voided.
$0
Open
Agree
3
Verify and ensure retail unit management is properly performing the monthly arrow key certification.
$0
Closed
Agree
4
Reiterate to unit management the policies for providing adequate security for all accountable items.
Develop an automated process to validate the accuracy of monthly recycling reports, invoices, and checks submitted by contractors, including a process to validate supporting documentation maintained by contractors.
$0
Open
Agree
2
Provide oversight of cardboard mail transport equipment inventory to ensure processing facilities only maintain a seven-day supply, and document facilities with exceptions to the policy.
$0
Closed
Agree
3
Require processing facility management to annually certify proper cardboard mail transport equipment recycling and reuse business practices are in place and employees are aware of and following these practices.
$0
Closed
Agree
4
Direct Plant Managers to enforce proper cardboard mail transport equipment recycling and reuse practices.
$0
Closed
Agree
5
1) Perform a cost benefit analysis for baling cardboard at all processing facilities, 2) provide balers for facilities identified to have a positive benefit, and 3) for the facilities that cannot accommodate a baler, document the approved deviations.
