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.
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
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.
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.
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.
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.
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.
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.
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.
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.
