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.
Train management at all delivery units in the district on the proper procedures for accurately reporting delayed mail.
$0
Closed
Agree
2
Verify that management at the Plantation and Southfield stations notify the Postal Inspection Service about lost keys, return damaged keys to National Materials Customer Service, and update inventories in the Retail and Delivery Applications and Reporting system accordingly.
$0
Closed
Agree
3
Enforce the requirement for management at the Huntington and Southfield stations to monitor fuel card purchases and verify that all high-risk fuel transactions have an appropriate comment.
Develop and implement a comprehensive plan to improve arrow key controls that provides annual Daily Arrow Key Accountability training for all employees with oversight responsibility, including clerks; an accurate 24-Hour arrow key management system dashboard; and review of dashboard metrics to achieve corrective actions for noncompliant conditions.
$0
Open
Agree
2
Update the Case Management Reporting Guidelines to include procedures for how to input and verify reported lost, missing, and stolen arrow keys in the Case Management System.
$0
Closed
Disagree
Agree
3
Implement a process outlining the operational workflow across Retail and Post Office Operations, Delivery Operations, and Delivery and Retail Modernization offices, including defined roles, responsibilities, information handoffs, and system updates involved in high security collection box deployment and tracking
$0
Open
Agree
4
Update the Collection Point Management System Admin Module User's Guide outlining steps for district managers on how to enter the security type for blue collection boxes.
Establish a control to ensure Governors are paid accurately based on meetings attended.
$0
Closed
Agree
2
Benchmark with other agencies that have governing boards to determine if policy should be updated to establish limits for reimbursements and other Board expenses.
Update policy to include the Vulnerability Risk Assessment Tool survey completion requirements for Tier 1 and Tier 2 postal facilities.
$0
Open
Agree
2
Develop a process to identify postal facilities that did not complete a Vulnerability Risk Assessment Tool survey and ensure that those facilities meet survey completion requirements.
$0
Open
Agree
3
Establish a process to monitor unresolved Vulnerability Risk Assessment Tool survey deficiencies across all tier levels to ensure timely resolution and verify accurate status and prioritization.
$0
Open
Agree
4
Revise policies and procedures related to the Vulnerability Risk Assessment Tool process to require facility management to update deficiency statuses, upon resolution, and communicate these changes to the field, once finalized.
$0
Open
Agree
5
1) Verify and track that all personnel involved in Vulnerability Risk Assessment Tool surveys have completed the most updated, required training, and 2) update applicable Vulnerability Risk Assessment Tool guidance and provide it to all postal personnel responsible for completing the surveys.
$0
Open
Agree
6
Update guidance for Tier 1 and Tier 2 facilities to require Postal Service personnel to perform Tier 3 Vulnerability Risk Assessment Tool surveys only in the off years that the Postal Inspection Service performs the Tier 1 and Tier 2 Vulnerability Risk Assessment Tool surveys.
Assign a business owner responsible for including revenue protection goals or risks for major investment proposals.
$0
Open
Agree
2
Develop a unified equipment investment strategy that accounts for package processing equipment across the network supporting postage adjustments.
$0
Open
Agree
3
Reassess recent investments and add equipment, improve equipment, or enhance the Automated Package Verification system to generate additional measurements for revenue protection analysis.
Implement a plan for supervisors to hold employees accountable for their attendance at the Royal Palm Processing and Distribution Center.
$0
Closed
Agree
2
Analyze and realign staffing to consistently meet clearance times at the Royal Palm Processing and Distribution Center.
$0
Open
Agree
3
Implement a plan to train supervisors and craft employees on proper mailflow procedures in processing operations at the Royal Palm Processing and Distribution Center.
$0
Open
Agree
4
Analyze and adjust transportation schedules to get collection mail to the Royal Palm Processing and Distribution Center by the critical entry time.
$0
Open
Agree
5
Train supervisors and craft employees on proper machine procedures for handling rejected packages at the Royal Palm Processing and Distribution Center.
$0
Closed
Agree
6
Implement a process to improve communication with logistics when processing delays affect the timely transporting of mail to the dock area for dispatch at the Royal Palm Processing and Distribution Center.
$0
Closed
Agree
7
Implement a plan to improve communication between the Miami and Royal Palm Processing and Distribution Centers regarding unscheduled driver absences.
$0
Open
Agree
8
Coordinate with the Florida Division Director, Logistics, to implement a plan to verify that close and unload scanning is completed in accordance with policy at the Royal Plam Processing and Distribution Center.
$0
Open
Agree
9
Take measurable actions to retrieve all lost scanners at the Royal Palm Processing and Distribution Center.
$28,750
Open
Agree
10
Conduct a baseline scanner inventory that includes properly numbering scanners in the Ethos system; establish a process for checking scanners in and out; and conduct a monthly audit of scanners at the Royal Palm Processing and Distribution Center.
$0
Open
Agree
11
Verify management at the Royal Palm Processing and Distribution Center monitors and enforces the use of wheel chocks on trucks and trailers.
Finalize implementation of controls within the new Automated Transaction Manager system to require all forms and supporting documentation associated with purchase card transactions be properly completed, verified, and retained in accordance with policy.
$0
Closed
Agree
2
Identify and review recurring payments and assess whether establishing a contract would better serve the Postal Regulatory Commission.
$0
Open
Agree
3
Include controls within the Automated Transaction Manager system that requires the purchaser to submit justification if a non-preferred vendor is used, and requires the Credit Card Authorizing Official to conduct a formal evaluation of purchases when this occurs.
Reiterate guidelines and policies to approving officials for proper management oversight and approval of officers', limited-term contract employees', and executive directors' travel and expense reimbursements to promote adherence to policies and verify reimbursement requests are properly supported.
$0
Closed
Agree
2
Review and update applicable guidelines, as needed, to reflect policy exceptions, when appropriate, or document approved exceptions within the eTravel system.
$0
Closed
Disagree
Agree
3
Reconsider implementing the seat upgrade draft policy, and instead, reinforce current seat upgrade policy.
$0
Open
Agree
4
Create a process to periodically verify limited-term contract employees are included in the officer group within the eTravel system.
