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.
Strengthen the Parcel Return Service manifest verification process by incorporating the facility type as a required parameter.
$48,982,784
Open
Agree
2
Simplify the return delivery unit processes to improve compliance and enable better supervision.
$0
Closed
Agree
3
Align package handling with Parcel Return Service procedures by 1) conducting a cost, benefit, and feasibility analysis for establishing and implementing an automated process, or 2) identifying and implementing alternatives to improve compliance.
$0
Open
Agree
4
Develop and maintain an accurate list of active return delivery units in the Facilities Database.
$0
Open
Agree
5
Enhance the Parcel Return Service refund review process to include an automated validation to verify that refunds are warranted, including an assessment of whether the return delivery units that received the packages were active at the time of mailing.
Execute a plan to adequately staff the Cragin, Daniel D. Doffyn, Northtown, and the Roger P. McAuliffe Stations so that all committed mail is delivered daily, and coordinate with Central Area Human Resources to fill the supervisor vacancy at the Roger P. McAuliffe Station.
$0
Open
Agree
2
Provide training to management at the Cragin, Daniel J. Doffyn, Northtown, and Roger P. McAuliffe Stations to enter all delayed mail into the proper system, and subsequently confirm delayed mail is reported accurately.
$0
Closed
Agree
3
Develop and execute a plan to ensure all employees are trained on standard operating procedures for package scanning and handling at the Cragin, Daniel D. Doffyn, Northtown, and the Roger P. McAuliffe Stations.
$0
Closed
Agree
4
Develop and execute a plan to verify unit management systematically reviews package scanning performance data daily and enforces compliance at the Cragin, Daniel D. Doffyn, Northtown, and the Roger P. McAuliffe Stations.
$0
Closed
Agree
5
Develop and execute a training plan that instructs management and assigned staff on proper arrow key management at the Daniel J. Doffyn, Northtown and Roger P. McAuliffe Stations.
$0
Closed
Agree
6
Establish a schedule and periodically review arrow keys to verify they are properly logged and accounted for, and ensure missing keys are reported to the U.S. Postal Inspection Service at Daniel J. Doffyn Station and Roger P. McAuliffe Station.
$0
Closed
Agree
7
Time Keeping Management - Train management at the Cragin, Daniel J. Doffyn, and the Roger P. McAuliffe Stations on timekeeping records requirements and monitor compliance. Further, obtain appropriate Timekeeping Attendance and Collection System access for management at the Roger P. McAuliffe Station.
$0
Closed
Agree
8
Address all remaining building safety, security, and maintenance issues identified at the Cragin, Daniel J. Doffyn, Northtown, and Roger P. McAuliffe Stations.
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
Open
Disagree
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
Open
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
Open
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
Open
Disagree
6
Implement a developmental program, including on-the-job training at the delivery units, to ensure postmaster readiness.
$0
Open
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
Open
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
Open
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
Open
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.
Develop and implement a plan to adjust package processing to meet clearance times at the North Houston Processing and Distribution Center.
$0
Open
Agree
2
Analyze current transportation schedules at the North Houston Processing and Distribution Center and implement appropriate changes to reduce dock congestion, minimize late trips, and reduce canceled trips.
$0
Closed
Agree
3
Develop and implement a process to properly identify mail in the manual letter operation unit and report any delayed mail in the Mail Condition Visualization system.
$0
Closed
Agree
4
Develop and implement a plan to verify scanning at the North Houston Processing and Distribution Center is consistently completed in accordance with policy and there are enough scanners for employees to complete all required scans.
$0
Open
Agree
5
Develop and implement a plan to verify all drivers are securing trailer cargo and are using wheel chocks at the North Houston Processing and Distribution Center.
$0
Closed
Agree
6
Reiterate policy regarding the use of locks and seals on trailer doors at the North Houston Processing and Distribution Center.
Verify supervisors conduct sweeps and verify delayed mail counts are entered correctly into the Mail Condition Visualization system at the Eastern Shore Processing and Distribution Facility.
$0
Open
Agree
2
Perform an analysis of mail arriving to the Eastern Shore Processing and Distribution Facility after the critical entry time and document any systemic issues into the Mail Arrival Quality/Plant Arrival Quality system and steps are taken to resolve any issues.
$0
Closed
Agree
3
Coordinate with plant management to train mail clerks and supervisors at the Eastern Shore Processing and Distribution Facility on proper labeling procedures in processing operations and verify these procedures are followed.
$0
Closed
Agree
4
Implement a verification process to check for accurate labels on mail tubs at the Eastern Shore Processing and Distribution Facility.
$0
Closed
Agree
5
Verify all personnel responsible for Registered Mail comply with hand-to-hand registry item policies and maintain a registry cage log at the Eastern Shore Processing and Distribution Facility.
$0
Closed
Agree
6
Implement a process to verify supervised transfers of registry items on the dock, secure these items while on the dock, and limit the time the items are held on the dock at the Eastern Shore Processing and Distribution Facility.
$0
Closed
Agree
7
Verify all personnel responsible for Registered Mail, including temporarily assigned employees, complete required training on registry item procedures and understand their responsibilities for securing registry items at the Eastern Shore Processing and Distribution Facility.
$0
Closed
Agree
8
Verify all Highway Contract Route drivers are securing trailer cargo at the Eastern Shore Processing and Distribution Facility.
Develop and implement oversight procedures to verify that weekly and monthly hazardous waste inspections are performed, as required.
$0
Closed
Agree
2
Develop and implement oversight procedures to verify that vehicle maintenance facility personnel responsible for handling and storing hazardous waste complete hazardous waste annual training, as required.
$0
Open
Agree
3
Develop and implement oversight procedures to verify weekly testing and monthly/annual inspections of emergency eyewash and shower equipment are performed, as required.
$0
Closed
Agree
4
Provide applicable training on testing and inspecting emergency eyewash and shower equipment to responsible personnel, as required in relevant Maintenance Management Orders.
$0
Closed
Agree
5
Enforce existing policy for designated smoking areas to be more than 25 feet from oil storage or other operations involving flammable liquids or gases.
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.