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 a mechanism to identify all applicable charges when calculating postage due to incorporate into its automated calculations.
$0
Open
Agree
2
Incorporate large and oversized package charges into postage due calculations for return-to-sender packages.
$21,376,852
Open
Agree
3
Retroactively invoice return addressees for large package charges that should have been paid.
$24,617,947
Closed
Disagree
Agree
4
Electronically link the payment of postage due to the specific packages for which the payments are based.
$0
Open
Agree
5
Further automate the postage due calculation and collection process for undeliverable packages, using weights and dimensions captured by mail processing equipment.
$0
Open
Agree
6
Assess which delivery units need additional equipment, including scales, and provide it to efficiently process return-to-sender packages.
$0
Closed
Disagree
Agree
7
Provide updated training and corrected guidance to clerks and staff on the latest policies and procedures for return-to-sender packages.
$0
Closed
Agree
8
Add reminders to the Remote Forwarding System application to prompt clerks to process and weigh packages correctly.
$0
Closed
Agree
9
Institute and enforce a policy requiring clerks and managers to restrict access to return packages that exceed the facility's interior capacity or develop other mitigation strategies.
Automate Postal Service Form 1571, Undelivered Mail Report, for delayed mail reporting in the Delivery Condition Visualization system and require carriers to use the automated format at the end of the day to report undelivered mail.
$0
Open
Disagree
Agree
2
Develop a process to identify delivery units with a high risk of unreported or underreported delayed mail, and follow up with district management to enforce compliance.
$0
Closed
Disagree
Agree
3
Develop and provide a standard work instruction that lists and links to the applicable reports and tools unit managers are required to use to monitor daily scanning compliance.
$0
Closed
Disagree
Agree
4
Add instructions to the beginning of the certification screen in the Retail and Delivery Applications and Reports system notifying supervisors of the current procedures for conducting arrow key certifications and have the system automatically generate a report notifying the U.S. Postal Inspection Service of any missing keys.
$0
Closed
Disagree
Agree
5
Develop and implement program controls within the RADAR system to prevent managers from inputting inaccurate arrow key information.
$0
Closed
Agree
6
Develop and implement a plan for district management to conduct targeted arrow key inventory reviews on a regular basis until new technological initiatives are fully implemented.
Develop an automated process to validate the accuracy of monthly recycling reports, invoices, and checks submitted by contractors, including a process to validate supporting documentation maintained by contractors.
$21,851,852
Open
Agree
2
Provide oversight of cardboard mail transport equipment inventory to ensure processing facilities only maintain a seven-day supply, and document facilities with exceptions to the policy.
$0
Closed
Agree
3
Require processing facility management to annually certify proper cardboard mail transport equipment recycling and reuse business practices are in place and employees are aware of and following these practices.
$0
Closed
Agree
4
Direct Plant Managers to enforce proper cardboard mail transport equipment recycling and reuse practices.
$0
Closed
Agree
5
1) Perform a cost benefit analysis for baling cardboard at all processing facilities, 2) provide balers for facilities identified to have a positive benefit, and 3) for the facilities that cannot accommodate a baler, document the approved deviations.
Discontinue supporting events that do not directly support the Postal Inspection Service's mission, reassess the allocation of personnel, and provide oversight of divisions' use of resources
$2,203,480
Closed
Disagree
Agree
2
Update the strategic plan to ensure that all strategic goals have measurable key performance indicators.
$0
Closed
Agree
3
Update instructions for developing performance measures and instruct preparers to revise key performance indicators, metrics, and division objectives to be specific, measurable, actionable, reasonable, and timely.
$0
Open
Disagree
Agree
4
revise the high-security collection box and high-security electronic locks installation performance measures to
include metrics within Postal Inspection Service's control.
$0
Open
Disagree
Agree
5
Establish internal controls to obtain periodic updates prior to the end of the quarter to ensure required quarterly and annual goals are met.
Develop and implement a plan to hire and retain enough employees to consistently reach and maintain authorized complement at the St. Louis Processing and Distribution Center.
$0
Closed
Agree
2
Implement a plan to hold managers and supervisors accountable for addressing employees who do not follow workplace rules at the St. Louis Processing and Distribution Center.
$0
Closed
Agree
3
Analyze and realign processing operations at all four St. Louis processing facilities to improve efficiency.
$0
Closed
Agree
4
Verify mail condition issues are communicated through the Mail Arrival Quality/Plant Arrival Quality tool at the St. Louis Processing and Distribution Center.
$0
Closed
Agree
5
Develop a plan to verify employees attach accurate placards on mail transportation equipment and follow first in, first out order at the St. Louis Processing and Distribution Center.
$0
Closed
Agree
6
Develop a strategy to consistently conduct proper preventative maintenance on machines at the St. Louis Processing and Distribution Center.
$0
Closed
Agree
7
Develop a process to verify all delayed mail is reported in the Mail Condition Visualization system daily at the St. Louis Processing and Distribution Center.
$0
Closed
Agree
8
Fill Postal Service driver vacancies at the St. Louis Processing and Distribution Center.
$0
Closed
Agree
9
Develop and implement a plan to utilize dock space efficiently at the St. Louis Processing and Distribution Center.
$0
Closed
Agree
10
Develop a plan to verify supervisors are monitoring scanning to improve compliance with load and unload scan goals at the St. Louis Processing and Distribution Center.
$0
Open
Agree
11
Develop and implement a plan to verify extra trips are properly recorded in the Surface Visibility Web system at the St. Louis Processing and Distribution Center.
$0
Closed
Agree
12
Verify correct chain of custody procedures are followed for registry items at the St. Louis Processing and Distribution Center.
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to develop and execute a plan to ensure the timely processing of nonmachinable packages and maintain a first in, first out processing order.
$0
Closed
Disagree
Agree
2
Assess mail volume and reevaluate operations in the Atlanta region to identify opportunities for more effective use of space, efficient processing and logistics operations, and cost optimization.
$0
Open
Disagree
Agree
3
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to establish a method to identify, document, and address issues daily and hold managers accountable for recurring issues.
$0
Closed
Agree
4
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to manage unauthorized overtime and penalty overtime and monitor for compliance.
$8,225,268
Closed
Agree
5
Revise projected savings as staffing is balanced with additional facilities and operational needs in the region.
$0
Open
Disagree
Agree
6
Direct the Atlanta Regional Processing and Distribution Center Processing and Logistics managers to review daily scan data to identify problem areas and correct issues to achieve current scanning goals.
$0
Closed
Agree
7
Develop a plan to immediately improve performance against transportation key performance indicators at the Atlanta Regional Processing and Distribution Center.
$0
Closed
Agree
8
Ensure that transportation schedules are reviewed and adjusted to capture potential cost savings for unnecessary trips.
Update their methodology to evaluate merchant data compliance to include analyzing the volume of packages without unique data for each platform.
$0
Closed
Agree
2
Reiterate existing compliance policies to supervisors to drive consistent and effective implementation by staff.
$0
Closed
Agree
3
Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.
$0
Open
Agree
4
Identify and address Merchant Rate Card platforms' technical compliance issues to improve rate accuracy.
$0
Open
Agree
5
Require quarterly business reviews to include data analytics to validate the platforms charge accurate postage and fees and resolve platform issues.
$0
Open
Disagree
Agree
6
Coordinate with platforms to collect previously undetected short-payments resulting from postage discrepancies identifiable based on package information transmitted to the Postal Service.
$958,697
Closed
Disagree
Agree
7
Coordinate with platforms to refund previously undetected over-payments resulting from postage discrepancies identifiable based on package information transmitted to the Postal Service.
Charge First-Class Mail rates for Ballot Mail because service is comparable to or exceeds First-Class Mail service.
$15,400,055
Closed
Disagree
Agree
2
Assess options to charge for the premium service provided for late arriving Political Mail or clarify policy around delivery expectations for this mail.
$0
Closed
Agree
3
Finalize electronic Election and Political Mail reporting tools, written expectations for their use, and user guides in advance of the next federal election season.
$0
Closed
Agree
4
Use carrier data to prohibit managers from completing the delivery all clear certification before carriers leave and arrive back from their delivery duties.
$0
Open
Agree
5
Work with District Managers to develop a plan to identify hub and spoke locations, including Regional Transportation Optimization sites, and communicate operational expectations in advance of the extraordinary measures period.
$0
Open
Agree
6
Consider additional incentives for using serialized Intelligent Mail barcodes and service type identifiers for mail service providers that mail ballots.
$0
Closed
Agree
7
Create a method for scanning local turnaround ballots at delivery units.
$0
Open
Disagree
8
Implement specific training for Ballot Mail service providers tailored to reducing common service performance exclusions.
$0
Closed
Agree
9
Set specific exclusion thresholds for Ballot Mail.
Clarify guidance for making insourcing decisions and develop more detailed cost comparison analysis and maintain records in support of insourcing decisions.
$0
Closed
Disagree
Agree
2
Insource highway contract routes when economically advantageous to the Postal Service and implement a waiver process when cost is not a main factor to insource.
$0
Open
Disagree
3
Develop a process to monitor and evaluate the operational efficiencies received from insourcing highway contract route contracts to determine if the expected benefits are being realized.
$3,226,098
Closed
Disagree
Agree
4
Require employees to complete the Postal Service Supervisor Program within one year of their initial appointment to a supervisory position, and refresher training at least every three years, and maintain appropriate records of completion.
$0
Closed
Agree
5
Develop and share documentation to communicate lessons learned from the challenges faced during the Postal Vehicle Operator Pilot Program to site management at future pilot sites.
$0
Closed
Disagree
Agree
6
Include specific requirements in the job announcements for Postal Vehicle Service operator positions (i.e. starting as part-time flexible or working outside of normal business hours).
$65,328,390
Closed
Disagree
Agree
7
Develop and make available the training to obtain a commercial driver's license to interested postal vehicle operators.
$0
Open
Disagree
Agree
8
Determine complement and work toward hiring the number of schedule examiners vehicle runs and dispatch coordinators needed at nationwide Postal Vehicle Service sites.
$10,936,174
Closed
Disagree
Agree
9
Develop a process to ensure site management monitors the accuracy of drivers' license expirations and Department of Transportation physical due dates in the Vehicle Information Transportation Analysis and Logistics system.
$0
Closed
Disagree
Agree
10
Develop controls that prohibit users from entering invalid dates into the Vehicle Information Transportation Analysis and Logistics system.
$0
Closed
Disagree
Agree
11
Verify drivers received required safe driver training; and enforce policies that require managers and supervisors to maintain training records in the Learning Management System.
