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 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.
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.
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.
Update the purchasing policy regarding purchase order issuance, to include, at a minimum, requirements for use of Postal Service Form 8203, signatures, and documentation retention requirements.
$0
Open
Agree
2
Develop and implement a tool, such as a checklist, to verify contracting personnel consistently complete, retain, and provide oversight of contract file documentation for each acquisition type.
$0
Open
Agree
3
Update the purchasing policy to designate and clearly describe the roles and responsibilities of each individual involved in the acquisition planning and contracting process.
$0
Open
Agree
4
Create a policy outlining comprehensive requirements to close contracts, including a checklist of closeout documentation.
Establish performance targets aligned with the key objectives of a new loyalty program and establish parameters to actively monitor progress for effective program management.
$0
Open
Agree
2
Develop a comprehensive communication strategy for a new loyalty program that promotes awareness of functionality for prospective, and once enrolled, ongoing customers.
$0
Open
Agree
3
Conduct an evaluation of customer spending requirements and discounts, related to any future loyalty program, to ensure the program's design promotes customer engagement and shipping growth
Implement an electronic review and approval function within the existing digital repository of travel documents.
$0
Closed
Agree
2
Conduct a cost-benefit analysis of either appointing personnel with full travel authority and oversight responsibility or allowing travelers to be responsible for submitting, tracking, and supporting their travel actions and expenses in eTravel.
$0
Open
Agree
3
Update the travel policy to reflect the needs of the Postal Regulatory Commission and align with agency priorities.
$0
Open
Agree
4
Create a training program about the travel process and require employees that travel to complete this training and retake as needed when changes to the process occur.
In coordination with the Vice President for Pricing and Costing and the Vice President for Product Solutions, further collaborate with stakeholders from the mailing industry to develop and implement initiatives with specific, measurable objectives to directly reduce Flats costs and address the causes of inefficiencies in Flats operations identified by the Postal Regulatory Commission.
