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.
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.
$0
Open
Agree
2
Design and implement Supply Chain Risk Management 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.
$0
Open
Agree
3
Develop and implement agency-wide Configuration Management policies, procedures, and processes, that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5.1, Rel. 5.1.1, control requirements.
$0
Open
Agree
4
Develop and implement agency-wide identity access management policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev 5, Rel. 5.1.1, controls requirements.
$0
Open
Agree
5
Develop and implement agency-wide data protection and privacy policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5, Rel. 5.1.1 control requirements.
$0
Open
Agree
6
Develop and implement agency-wide Security Training policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5.1, Rel. 5.1.1, control requirements.
$0
Open
Agree
7
Finalize and implement its Information Security Continuous Monitoring plan and update the plan and any additional procedures and processes to address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5, Rel. 5.1.1, control requirements.
$0
Open
Agree
8
Develop and implement agency-wide incident response policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5, Rel 5.1.1, control requirements.
$0
Open
Agree
9
Develop and implement agency-wide contingency planning policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5, Rel 5.1.1, control requirements.
Develop a process to monitor sorting and delivery center management's consistent use of the Mail Arrival Quality/Plant Arrival Quality system to report issues with the mail arrival profile.
$0
Closed
Agree
2
Develop a training for all sorting and delivery center supervisors specific to the network changes/impacts, including techniques to properly supervise route performance, and require all sorting and delivery center supervisors to complete.
$1,420,862
Open
Disagree
Agree
3
Clearly define the parameters for appropriate staffing levels at sorting and delivery centers to meet the Small Delivery Unit Sorter operational throughput goal.
$0
Closed
Disagree
Agree
4
Develop a plan for sorting and delivery centers to maintain the correct number of staff, aligned properly across the various processing tasks, for the Small Delivery Unit Sorter.
$0
Closed
Disagree
Agree
5
Develop an automated process within the Rural Route Evaluation Compensation System to make necessary adjustments to reduce the number of overburdened rural routes.
$0
Open
Disagree
6
Finalize the ongoing review of sorting and delivery center routes and make necessary adjustments to reduce the number of overburdened rural routes.
Verify that the manual letter operation has a designated employee to monitor mail entering the unit on a daily basis at the Denver Processing and Distribution Center.
$0
Closed
Agree
2
Verify delayed mail counts are completed and entered correctly into the Mail Condition Visualization system at the Denver Processing and Distribution Center.
$0
Closed
Agree
3
Use the Mail Arrival Quality/Plant Arrival Quality system to communicate and resolve issues with Express Mail arriving late from delivery units.
$0
Closed
Agree
4
Verify proper placarding procedures are followed at the Denver Processing and Distribution Center.
$0
Closed
Agree
5
Complete a review of transportation schedules and identify and implement actions to address transportation needs at the Denver Processing and Distribution Center.
$0
Open
Agree
6
Coordinate with the Denver Network Distribution Center to determine and implement optimal transportation schedules and reduce the number of canceled outbound trips.
$0
Open
Agree
7
Consistently meet load and unload scan goals at the Denver Processing and Distribution Center.
$0
Open
Agree
8
Verify training is provided to registry clerks and supervisors on the procedures for the daily verification of receipt of registry pouches and reporting of missing registry pouches at the Denver Processing and Distribution Center.
$0
Closed
Agree
9
Ensure doors and entryways to the dock and workroom floor are not blocked at the Denver Processing and Distribution Center.
Communicate the Integrated Operating Plans with key personnel at the Portland Regional Processing and Distribution Center and document concurrence in the system of record.
$0
Open
Agree
2
Document lessons learned regarding miscommunication of unplanned changes to the facility layout along with recommended improvements for future Regional Processing and Distribution Center activations.
$0
Closed
Agree
3
Complete a review to align transportation schedules at the Portland Regional Processing and Distribution Center.
Reiterate arrow key security policies and responsibilities to managers and supervisors in Chicago, IL.
$0
Closed
Agree
2
Confirm all arrow keys are accurately recorded in the Retail and Delivery Analytics and Reports system and, when necessary, reported to the Postal Inspection Service.
$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
Reiterate registry cage security policies and responsibilities to managers and supervisors at the Mount Greenwood Station.
$0
Closed
Agree
5
Establish procedures to complete annual safety inspections, remediate deficiencies, and document the results for the blue collection boxes.
Implement mechanisms to better communicate and reinforce Post Office Box program priorities and oversight requirements, including performing up-time scans, completing annual audit and semi-annual overflow reviews, collecting reactivation fees, and completing box closures.
$8,893,200
Open
Agree
2
Develop a comprehensive, strategic assessment of the Post Office Box program, which would include analysis of how key program components, such as prices, utilization, service, and marketing, impact on current and prospective customer segments and demand across the country.
Implement a plan when deploying future
Matrix Regional Sorters to provide necessary training to maintenance staff
for a smooth and timely transition from contractor support.
$2,217,348
Open
Agree
2
Define needed maintenance tasks for both the contractor and Postal Service staff to perform, including the timing and frequency of assigned/required maintenance tasks for the Matrix Regional Sorter.
$0
Open
Agree
3
Analyze the Matrix Regional Sorter performance to determine if goals are attainable and, if not, determine
realistic goals for each facility with a Matrix Regional Sorter, updating any cost savings projections if necessary.
$0
Open
Agree
4
Direct local management to oversee staff who are assigned to place mail onto the conveyor system to ensure they know the proper procedures, including the types of mail that must be removed before entering the MaRS.
$0
Closed
Agree
5
Identify and correct the causes of damaged mail from the MaRS. Additionally, develop a plan to track mail damaged on the MaRS and evaluate if changes made have decreased the amount of mail damaged.
$0
Closed
Agree
6
Develop a strategy for monitoring and addressing congestion on the MaRS, including continuing to refine flow control.
$0
Closed
Agree
7
Create an action plan to address the causes of mail being resorted on the MaRS and reduce the amount of mail needing to be resorted and relabeled.
$0
Closed
Agree
8
Create a plan to identify and eliminate Express Mail processed on the MaRS.
$0
Closed
Agree
9
Instruct local management to create a plan to sweep for leftover mail regularly on and around the MaRS.
Update the Collection Point Management System to differentiate between blue collection and high security collection boxes to accurately reflect inventories for all stations nationwide.
$0
Closed
Agree
2
Reiterate arrow key security policies and responsibilities to managers and supervisors in San Francisco, CA.
$0
Closed
Agree
3
Confirm all arrow keys are added to the inventory in the Retail and Delivery Analytics and Reports system and, when necessary, reported to the Postal Inspection Service.
$0
Closed
Agree
4
Establish procedures to complete annual safety inspections, remediate deficiencies, and document the results for the blue collection boxes and green relay boxes.
Implement mandated training related to attendance control and employee availability to front-line supervisors nationwide.
$0
Open
Agree
2
Instruct supervisors to manage employees on the Zero Hours Dashboard and identify ways to get employees back to work or removed from the Postal Service rolls.
$0
Closed
Agree
3
Reiterate sick leave policy to all employees and coordinate with the Vice President, Technology Applications, to automate controls to remind management to obtain supporting medical documentation and file the documentation, as required.
provide training for supervisors and managers on attendance control to address attendance issues at the Charleston Processing and Distribution Center.
$0
Closed
Agree
2
verify they are following and meeting the daily operation plan at the Charleston Processing and Distribution Center.
$0
Closed
Agree
3
Fill the vacant maintenance positions needed to service and maintain processing machines at the Charleston Processing and Distribution Center
$0
Closed
Agree
4
Verify daily preventative maintenance is completed on all processing machines to increase compliance at the Charleston Processing and Distribution Center.
$0
Closed
Agree
5
Verify the manual operations are properly staffed to process the mail in time and proper procedures are followed for timely dispatch of mail at the Charleston Processing and Distribution Center.
$0
Closed
Agree
6
Align clearance times with trip departure times to ensure timely dispatch of mail at the Charleston Processing and Distribution Center.
$0
Closed
Agree
7
Establish a plan to confirm delayed mail counts are fully completed and enter correctly into the Mail Condition Visualization system at the Charleston Processing and Distribution Center.
$0
Closed
Agree
8
Use the Mail Arrival Quality/Plant Arrival Quality system to communicate and resolve issues with mail arriving from delivery units or processing facilities at the Charleston Processing and Distribution Center.
$0
Closed
Agree
9
Provide training on proper placarding procedures and verify they are followed on the workroom floor at the Charleston Processing and Distribution Center.
$0
Closed
Agree
10
Complete a review of transportation schedules and identify actions to address contractor failures at the Charleston Processing and Distribution Center.
$0
Closed
Agree
11
Verify load scanning is consistently completed in accordance with policy at the Charleston Processing and Distribution Center.
$0
Open
Agree
12
Take action to verify the appropriate number of placards are printed, and extra placards are canceled at the Charleston Processing and Distribution Center
