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.
Implement a plan at the Cleveland Processing and Distribution Center to ensure proper mail flow is followed and hold supervisors accountable for missed pieces.
$0
Open
Agree
2
Coordinate with the Lakeshores Division Director, Logistics to provide training to supervisors on the procedures for properly monitoring and reporting employee absences and verify that all supervisors monitor attendance at the Cleveland Processing and Distribution Center.
$0
Open
Agree
3
Complete a review of Postal Vehicle Service transportation schedules and verify related actions are implemented at the Cleveland Processing and Distribution Center.
$0
Open
Agree
4
Analyze attendance and develop a contingency plan to follow when adequate staffing cannot be met at the Cleveland Processing and Distribution Center.
$0
Open
Agree
5
Coordinate with the Lakeshores Division Director, Logistics to develop and implement a plan to verify scanning at the Cleveland Processing and Distribution Center is consistently completed in accordance with policy.
$0
Open
Agree
6
Properly reconcile the Surface Visibility scanners in Ethos at the facility and take measurable actions to retrieve all lost scanners at the Cleveland Processing and Distribution Center.
$11,500
Open
Agree
7
Develop and implement new controls to monitor and maintain an inventory of the Surface Visibility scanners at the Cleveland Processing and Distribution Center.
$11,500
Open
Agree
8
Verify all drivers are using wheel chocks at the Cleveland Processing and Distribution Center.
$0
Open
Agree
9
Repair or replace all damaged dock doors and plates at the Cleveland Processing and Distribution Center.
Establish a common framework with roles and responsibilities for deferred maintenance that applies throughout the organization, standardizing what is considered deferred maintenance and the process for prioritizing and addressing it.
$0
Open
Disagree
2
Prioritize and track all deferred maintenance and associated costs, including capital and maintenance projects, and begin addressing its backlog of maintenance in order of priority.
$0
Open
Disagree
3
Establish procedures, responsibilities, and accountability mechanisms for staff and supervisors to periodically review and validate all data including "estimated cost" within the maintenance system, for completeness and accuracy.
$0
Open
Disagree
4
Ensure that the maintenance system has functionality and reporting capabilities to assist project managers with identifying outstanding maintenance calls and alert supervisors of maintenance calls without periodic updates or resolution.
$0
Open
Agree
5
Establish a policy requiring project managers to provide local management with periodic status updates on reported maintenance issues and document statuses until resolved.
$1,104,129
Open
Disagree
6
Develop a maintenance issue reporting culture through the creation of a communications campaign to raise awareness of prioritizing the reporting of maintenance and safety issues to all employees.
$0
Open
Disagree
7
Improve oversight of its local self-assessment programs by assigning staff to conduct periodic reviews of assessments for facilities under 6,500 square feet and establishing an escalation process to obtain annual assessments from larger facilities for review.
$0
Open
Agree
8
Address all building maintenance, safety, and security issues identified during site visits.
Develop processes and requirements for routinely collecting excess and underutilized space data across its property portfolio and include accountability mechanisms for ensuring this data is collected on a regular basis.
$0
Open
Disagree
2
Develop processes to periodically assess and verify the accuracy of excess and underutilized space data and update in the designated system of record.
$0
Open
Disagree
3
Develop and implement a comprehensive strategy for managing excess and underutilized space, which would include processes for identifying space at properties throughout the network, centralized tracking and reporting, and corrective action plans (such as for renting, disposing, or repurposing).
$0
Open
Disagree
4
Verify the calculation used to determine Potential Usable Excess Workroom Square Footage is correct and accurately incorporates the number of delivery routes in an office.
$0
Closed
Disagree
5
Verify that all rooms and spaces reported in the Real Asset Management Program Out-leasing module are properly coded.
$0
Open
Agree
6
Reconcile property space data across all modules within the property management system to verify consistency and accuracy of the data.
$0
Open
Disagree
7
Take immediate action to comply with the Federal Property Management Reform Act of 2016 reporting requirement related to space available for use by federal agencies.
Develop and implement a plan to fill the vacant positions needed at the Santa Clarita Processing and Distribution Center.
$0
Open
Disagree
2
Develop and implement a plan to confirm mail processing and logistics employees effectively communicate, especially during peak dispatch hours, at the Santa Clarita Processing and Distribution Center.
$0
Open
Agree
3
Develop a plan to remove excess mail transport equipment from the docks and verify these are removed timely to maximize capacity at the Santa Clarita Processing and Distribution Center.
$0
Open
Agree
4
Properly reconcile the Surface Visibility scanners in Ethos and at the facility and take measurable actions to retrieve all lost scanners at the Santa Clarita Processing and Distribution Center.
$9,040
Open
Agree
5
Provide oversight and verify employees sign in and out Surface Visibility scanners at the Santa Clarita Processing and Distribution Center.
$0
Open
Agree
6
Secure scanners and verify only authorized employees can enter the Surface Visibility scanner room at the Santa Clarita Processing and Distribution Center.
$0
Open
Agree
7
Verify all drivers are securing trailer cargo and are using wheel chocks at the Santa Clarita Processing and Distribution Center.
Create and implement a plan to automate the oversight and review process of missing 091 transactions and completion of Postal Service Form 1017-B before the pay week closes.
Discontinue restricted purchases that are not aligned with policy unless the required preauthorization is received and documented.
$0
Closed
Agree
2
Establish procedures to track all non-cash and cash equivalent non-tangible items purchased with the expense purchase card and record applicable information in the eAwards system.
$0
Open
Agree
3
Conduct periodic reviews of 1) expense purchase card transactions for compliance with policy and 2) non-cash and cash equivalent items to ensure they are entered into eAwards timely.
Design and implement Cyber Governance policies, procedures, and processes that address National Institute of Standards and Technology Special Publication 800-53, Rev. 5.1, Rel. 5.1.1 control requirements and OMB Circular A-130.
$0
Open
Agree
2
Design and implement risk management and general support system policies, procedures, and processes that address National Institute of Standards and Technology Special Publication 800-53, Rev. 5.1, Rel. 5.1.1 control requirements and standard industry practices from the National Institute of Standards and Technology Special Publications 800-39 and 800-18. This includes developing and implementing a system security plan for the Postal Regulatory Commission's general support system.
Conduct a feasibility study of capturing cost savings resulting from the Regional Transfer Hub initiative and, based on the results, implement tracking of costs related to the initiative.
$0
Open
Disagree
2
Implement controls to enforce all required scanning at Regional Transfer Hubs in coordination with the Vice President of Processing Operations.
$0
Closed
Agree
3
Enforce corrective actions for contracted transportation with late departing transportation.
$0
Open
Agree
4
Establish quantifiable key performance indicators (in coordination with Vice President Processing Operations), including acceptable impacts to service and a trailer utilization target, specific to the Regional Transfer Hub initiative.
$0
Open
Disagree
5
Monitor performance of the Regional Transfer Hubs against established goals.
