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.
Create a comprehensive plan to manage legacy systems to include defining legacy systems according to best practices, identifying all legacy systems, and developing a plan of action and milestones to enforce timely mitigation of identified risks related to legacy systems.
$0
Closed
Disagree
Agree
2
Mitigate identified risks for all legacy systems, develop a plan of action and milestones to enforce timely mitigation of identified risks related to legacy systems and report the status of mitigations as defined in the Corporate Information Security Office's plan of action and milestones to the Corporate Information Security Office.
Develop and implement a plan, including communication strategy and available staff, for the timely deployment and installation of mail theft initiatives nationwide.
$0
Open
Agree
2
Add the functionality to the Collection Point Management System to differentiate between blue collection and high security collection boxes.
$0
Closed
Agree
3
Direct the Vice President, Delivery Operations to update the Collection Point Management System to differentiate between blue collection and high security collection boxes in the New York 2 district.
$0
Closed
Agree
4
Reiterate arrow key security policies and responsibilities to managers and supervisors in Queens, NY.
$0
Closed
Agree
5
Require the New York 2 District Manager to confirm all arrow keys are added to the inventory in the Retail and Delivery Analytics and Reports system.
$0
Closed
Agree
6
Require the New York 2 District Manager to establish procedures to complete annual safety inspections, remediate deficiencies, and document the results for blue collection and green relay boxes.
$0
Open
Agree
7
Develop a process to define roles, responsibilities, and frequency for inspecting green relay boxes, and to record and track the location and condition of green relay boxes.
Continue to document the issues identified and actions taken to address issues in post implementation reviews of Regional Processing and Distribution Center (RP&DC) conversions, and use the cumulative lessons learned when activating future RP&DCs.
$0
Closed
Agree
2
Develop procedures to identify and mitigate challenges at facilities scheduled to become a Regional Processing and Distribution Center before launch.
$0
Closed
Agree
3
Coordinate the training of Richmond Regional Processing and Distribution Center (RP&DC) management on how to engage and lead team members and provide adequate supervision of operations, and deploy management training at future RP&DC sites prior to launch.
$5,021,051
Closed
Agree
4
Develop a scorecard to track service performance and include it as a measure of success at both the Richmond Regional Processing and Distribution Center (RP&DC) and when implementing future RP&DCs.
$0
Closed
Agree
5
Align transportation schedules to operations and validate with local management before launching Regional Processing and Distribution Centers.
$2,948,034
Closed
Agree
6
Direct personnel to record omitted trips in the data systems and pursue recovery of payments for cancelled trips at the Richmond Regional Processing and Distribution Center.
$115,690
Closed
Agree
7
Train all management personnel in the Richmond region to understand and perform their roles and responsibilities as stated in the Richmond Regional Processing and Distribution Center integrated operating plan.
$0
Closed
Agree
8
Implement a process to communicate with and solicit feedback from affected managers when developing plans for and implementing future Regional Processing and Distribution Centers.
$0
Closed
Agree
9
Update Handbook PO-408 to include the definition of service area, and clearly define when Mail Processing Facility Reviews are required.
$0
Open
Disagree
10
Communicate any impacts to customers when permanently moving processing operations of a three-digit ZIP Code to another processing facility.
Finalize the method for tracking contractor accident and fatality data and establish corresponding written policies and procedures, including related roles and responsibilities.
$0
Closed
Agree
2
Require freight auction brokers to report subcontractor authorization and vetting and develop a system of record to maintain the reported results.
$0
Closed
Disagree
Agree
3
Clarify, communicate, and enforce subcontractor authorization guidance for highway contract route contractors and terminate contractors who are non-compliant.
$0
Closed
Agree
4
Develop requirements and implement a mechanism to track highway contract route contractors and the subcontractors they utilize.
$0
Closed
Disagree
Disagree
5
Communicate and create a mechanism to validate the use of team drivers for trips that exceed 500 miles, update freight auction statements of work, and terminate contractors who are non-compliant.
$0
Closed
Disagree
Agree
6
Define freight auction applicability to Management Instruction PO-530-2009-4, Section 19 " Special Circumstances.
$0
Open
Disagree
Disagree
7
Update and enforce freight auction guidance and include at minimum a process to verify driver history.
Strengthen the Parcel Return Service manifest verification process by incorporating the facility type as a required parameter.
$48,982,794
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
Closed
Agree
4
Develop and maintain an accurate list of active return delivery units in the Facilities Database.
$0
Closed
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.
Establish performance targets aligned with the key objectives of a new loyalty program and establish parameters to actively monitor progress for effective program management.
$0
Open
Agree
2
Develop a comprehensive communication strategy for a new loyalty program that promotes awareness of functionality for prospective, and once enrolled, ongoing customers.
$0
Open
Agree
3
Conduct an evaluation of customer spending requirements and discounts, related to any future loyalty program, to ensure the program's design promotes customer engagement and shipping growth
Update policies and procedures applicable to the post office suspension process to reflect current organizational structure and assigned responsibilities.
$0
Closed
Agree
2
Develop a process to formally document and monitor implementation of current and future plans to resolve post office suspensions as reported in the Annual Compliance Reports.
$0
Open
Agree
3
Develop and implement formally documented quality assurance processes over the data in the post office suspension tracking system.
Develop a plan to analyze costs associated with the processing and delivery of Election Mail and explore opportunities to be compensated for the implementation of Election Mail key practices and extraordinary measures.
$23,033,770
Open
Disagree
2
Evaluate if all current Election Mail policies are necessary and eliminate redundancies.
Evaluate efficiency at the 10 facilities to identify inefficiencies in the mail flow (e.g., facility layout/location, space constraints, customer and service impacts, and equipment relocation costs) and, based on the results, consider properly aligning the impacted facilities to efficiently meet the challenges they face based on changes in market demand.
$82,429,376
Open
Agree
2
Develop and implement an action plan, with milestones and measurable goals, to address all safety and health issues identified during our audit of the 10 facilities.
$0
Closed
Agree
3
In accordance with policies and procedures, remove excess mail transport equipment from the 10 facilities.
$0
Closed
Agree
4
Continue to evaluate and implement management staffing and retention strategies and reduce the percentage of acting supervisors/managers at the 10 facilities.
$0
Closed
Agree
5
Create a formalized program to track and provide standardized training for any employee at the 10 facilities who assumes a role as an acting manager or supervisor and consider implementing the program nationwide.
$0
Closed
Agree
6
Ensure that all non-career employees receive orientation training at the 10 facilities and explore ways to standardize on-the-job training nationwide to reduce the learning gap that may impact employee training, skills, and knowledge.
$0
Closed
Agree
7
Reinforce procedures to verify that required training for newly promoted supervisors and managers at the 10 facilities is completed in the period required to gain the needed knowledge, skills, and abilities to optimally perform their role; and consider implementing the procedures nationwide.
$0
Closed
Agree
8
Evaluate all employee exit/stay survey responses quarterly and communicate the results directly with management at the 10 facilities to ensure transparency and accountability and consider implementing the evaluations and communications of employee surveys nationwide.
$0
Closed
Agree
9
Provide refresher training to employees and supervisors at the 10 facilities on proper procedures for preparing, feeding, jogging, and culling mail prior to processing mail to prevent or reduce machine jams.
$0
Closed
Agree
10
Issue supplemental guidance on management oversight to remind supervisors to check mail inventories and daily projections to ensure each machine is adequately staffed.
