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Open Audit Recommendations

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.

 
 
$233,049,261
Report Title Report Number Issue Date Report Open Recommendations
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USPS Loyalty Program Cover
The Path Forward for the Postal Service Loyalty Program 23-072-R23 3
# Recommendation Value Status Management Response
1

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

$0 Open Agree
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23-035 Cover
Progress Made to Reduce Mail Excluded from Service Measurement 23-035-R23 4
# Recommendation Value Status Management Response
1

Explore and evaluate options to incentivize mailers to resolve mail exclusions.

$0 Open Agree
2

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
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 Disagree
4

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
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SDC Q1 Q2 Cover
Review of USPS Sorting and Delivery Centers in FY23 Q1 and Q2 23-062-R23 4
# Recommendation Value Status Management Response
1

Develop and implement policy to ensure all future Sorting and Delivery Center plans are consistently and clearly communicated and stakeholders are given the opportunity to report concerns.

$0 Open Agree
2

Develop a plan to ensure restroom, breakroom and locker room construction projects are completed prior to opening Sorting and Delivery Centers, or that there are acceptable alternatives, given the number of employees impacted, and that the alternatives meet all health and safety requirements.

$0 Open Agree
3

Evaluate whether construction projects related to the seven facilities were completed and develop a plan to address all outstanding construction and safety issues.

$0 Open Agree
4

Identify the cause of late Post Office Box up-times and take necessary action to ensure up-times are met. Additionally, develop a plan to mitigate issues with Post Office Box up-times prior to opening future S&DCs.

$0 Open Agree
5

Require documentation be maintained to verify sort programs are updated, loaded, and tested prior to opening new Sorting and Delivery Centers.

$0 Closed Agree
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Single Induction Package Sorter Cover
Single Induction Package Sorter Machine Deployment and Performance 23-066-R23 2
# Recommendation Value Status Management Response
1

Determine if Single Induction Package Sorter (SIPS) machines at facilities not meeting throughput goals are being used to optimize efficiency, and for those that are not, instruct facilities on how to use SIPS machines.

$0 Open Disagree
2

Develop and implement an official strategy for Single Induction Package Sorter machines to address underutilized machines.

$38,310,811 Open Agree
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Return on Investment Capital Projects Cover
Return on Investment for Capital Projects 23-036-R23 2
# Recommendation Value Status Management Response
1

Extend the tracking and compliance reporting period for capital projects, based on asset type and dollar amount, to better assess the project's success.

$0 Open Agree
2

Develop a centralized repository enabling management to access pertinent project documentation for effective tracking and reporting.

$0 Open Agree
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Kansas City Delayed Mail
Kansas City Delayed Mail 23-085-R23 6
# Recommendation Value Status Management Response
1

Re-evaluate staffing levels and implement a plan to timely hire and retain employees.

$0 Open Disagree
2

Assess employee absenteeism for common trends and develop a process to reduce truancy.

$0 Open Disagree
3

Develop and implement a plan to verify delayed mail is accurately recorded in the Delivery Condition Visualization and Mail Condition Visualization systems and monitor for completion. This plan should include training employees responsible for daily reporting of delayed mail.

$0 Open Agree
4

Require management to review package scanning performance daily and enforce compliance at all postal facilities.

$0 Open Agree
5

Develop and implement a plan to verify arrow key inventories are conducted and certified in the Retail and Delivery Applications & Reports system in accordance with policy. When implemented, communicate to appropriate management.

$0 Open Agree
6

Develop and implement a plan to verify arrow keys are available and secured in accordance with policy.

$0 Open Disagree
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Tennessee District Cover
Tennessee District: Delivery Unit Operations 23-100-R23 7
# Recommendation Value Status Management Response
1

Coordinate with Southern Area Human Resources and Headquarters Human Resources Shared Service Center to identify and implement strategies to fill clerk vacancies at the Collierville Main Post Office.

$0 Closed Agree
2

Develop and execute a plan to ensure that all committed mail is delivered daily, and that management conducts a daily sweep to identify delayed mail at the Collierville Main Post Office, Cordova Main Post Office, Desoto Carrier Annex, Germantown Main Post Office, and Hickory Hill Station.

$0 Open Agree
3

Develop and execute a plan to verify that all delayed mail volume is entered into the proper system, and management systematically enforces reporting compliance at the Collierville Main Post Office, Cordova Main Post Office, Desoto Carrier Annex, and Germantown Main Post Office.

$0 Open Agree
4

Develop and execute a training plan that instructs management on the proper use of the 3M case at the Germantown Main Post Office.

$0 Closed Agree
5

Develop and execute a plan to verify that unit management systematically reviews package scanning performance data daily and enforces compliance, and all employees are trained on standard operating procedures for package scanning and handling at the Collierville Main Post Office, Cordova Main Post Office, Desoto Carrier Annex, Germantown Main Post Office, and Hickory Hill Station.

$0 Open Agree
6

Develop and execute a plan that requires management to review truck/trailer arrival scanning performance data daily and enforce compliance at the Collierville Main Post Office, Cordova Main Post Office, Germantown Main Post Office, and Hickory Hill Station.

$0 Open Agree
7

Train responsible personnel on standard operating procedures for truck/trailer arrival scanning at the Cordova Main Post Office and Germantown Main Post Office.

$0 Closed Agree
8

Develop and execute a training plan that instructs management and assigned staff at the Hickory Hill Station on the proper arrow key inventory process.

$0 Closed Agree
9

Establish a schedule to periodically review arrow keys to ensure they are properly logged and accounted for at the Collierville Main Post Office, Cordova Main Post Office, Desoto Carrier Annex, and Hickory Hill Station.

$0 Open Agree
10

Provide training for management to periodically review property conditions for safety, security, and maintenance issues at the Collierville Main Post Office, Cordova Main Post Office, Germantown Main Post Office, and Hickory Hill Station.

$0 Open Agree
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Efficiency PnDC New Orleans Cover
Efficiency of Operations at the New Orleans Processing and Distribution Center, New Orleans, LA 23-112-R23 6
# Recommendation Value Status Management Response
1

Document Priority Mail Express delays in the Mail Arrival Quality/Plant Arrival Quality system and coordinate with the Louisiana District Manager to resolve the Priority Mail Express issues.

$0 Open Agree
2

Develop and implement a process to verify delayed mail count procedures are followed.

$0 Open Agree
3

Coordinate with plant management to train clerks and supervisors at the New Orleans Processing and Distribution Center on proper mail flow procedures in processing operations and verify these procedures are followed.

$0 Open Agree
4

Initiate the corrective action process with contractors not meeting their delivery schedules, as required by the Postal Operations Manual.

$0 Open Agree
5

Coordinate to develop and implement a plan to verify load scanning at the New Orleans Processing and Distribution Center is consistently completed in accordance with policy.

$0 Open Agree
6

Verify all drivers are using wheel chocks at the New Orleans Processing and Distribution Center.

$0 Open Agree
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Postal Service Use of Automated Guided Vehicles Cover
Postal Service’s Use of Automated Guided Vehicles 23-057-R23 3
# Recommendation Value Status Management Response
1

Develop and execute a plan to evaluate Automated Guided Vehicle locations, and require and monitor usage to improve performance.

$28,832,154 Open Agree
2

Train and share best practices and usage goals with personnel at processing facilities that will have Automated Guided Vehicles to improve performance.

$0 Open Agree
3

Direct responsible personnel to confirm the accuracy of Automated Guided Vehicle capital asset listings and update information in the Solution for Enterprise Asset Management system and maintenance system records.

$0 Open Agree
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Repair_Maint_PkgSortMachines_DR_Cover_AP
Repair and Maintenance of Package Sorting Machines at Delivery Units 23-089-R23 6
# Recommendation Value Status Management Response
1

Instruct the Philadelphia P&DC to
perform and confirm completion of all required preventive maintenance on a consistent basis on the ADUS at Paschall Station

$0 Open Agree
2

Provide ongoing informal training for
SDUS clerks by a subject matter expert or on-the-job trainer at the unit, where the trainer can instruct personnel in the
proper procedures for daily preventive maintenance for the SDUS.

$0 Open Agree
3

widely distribute - to include delivery units with package sorting equipment - a policy on the proper usage of emergency stop buttons.

$0 Open Agree
4

Develop a plan to provide the delivery units visited with the resources needed to effectively run their operations, and in the interim, develop a plan to best use the resources on hand, taking into account optimal start times for machines based on employee availability and mail volume.

$0 Closed Agree
5

Require anyone assigned to operate package sorting machines within delivery units to receive training on the proper operation of that machine - including start up and shut down procedures and inducting mail onto the machine.

$0 Open Agree
6

Complete the ongoing project to effectively track and document changes, including the deployment of new equipment across the Postal Service network, to ensure that all machines are entered into eMARS timely.

$0 Open Agree
7

Consider directing local management at the four delivery units visited to develop and maintain a method of communication between operations and maintenance personnel to improve transfer of knowledge of identified issues and solutions.

$0 Open Agree
8

Instruct local management at the four delivery units visited to improve communication - to include the use of huddle boards - and oversight of package sorting machine performance to increase efficiency of the operation.

$0 Closed Agree
9

Periodically reinforce to personnel at the four delivery units visited the need to open a MTSC ticket with complete and accurate information of identified maintenance issues, when required.

$0 Closed Agree