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.
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.
Create a comprehensive plan to manage legacy systems to include defining legacy systems according to best practices, identifying all legacy systems, and developing a plan of action and milestones to enforce timely mitigation of identified risks related to legacy systems.
$0
Closed
Disagree
Agree
2
Mitigate identified risks for all legacy systems, develop a plan of action and milestones to enforce timely mitigation of identified risks related to legacy systems and report the status of mitigations as defined in the Corporate Information Security Office's plan of action and milestones to the Corporate Information Security Office.
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.
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.
