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 an approach to estimate and track Commercial Mail Receiving Agency program-related costs.
$0
Open
Disagree
2
Develop and implement an approach to generate revenue to offset all Commercial Mail Receiving Agency-related costs.
$5,183,144
Open
Disagree
3
Update Commercial Mail Receiving Agency application, mail sample, and data quality review policies to include additional detail regarding the timing, scope, and documentation.
$0
Closed
Agree
4
Develop strategies to better communicate policies and related updates to Postal Service field staff and Commercial Mail Receiving Agencies, including those for reviewing, vetting, and documenting applications and conducting mail samples and data quality reviews.
$0
Open
Disagree
5
Develop and implement internal controls for ensuring effective local staff compliance and oversight with key program responsibilities, including reviewing, vetting, and documenting applications (using the current PS Form 1583-A version) and conducting mail samples and data quality reviews.
Review the planned savings projections for the Boise Regional Processing and Distribution Center, determine where efficiencies were not achieved, and adjust savings projections of future initiatives, as needed.
$0
Open
Agree
2
Review mail processing operations to determine the cause of decreased efficiency and make adjustments as necessary.
$0
Closed
Agree
3
Review the facility's authorized complement to determine staffing needs and adjust the complement, as needed.
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
Open
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.
Verify that delayed Priority Mail Express pieces are documented in the Mail Condition Visualization system daily.
$0
Closed
Agree
2
Work with the Western Division Director, Logistics, to verify Priority Mail Express delays are entered in the Mail Arrival Quality/Plant Arrival Quality system and coordinate with the Arizona - New Mexico District Manager to resolve Priority Mail Express issues.
$0
Closed
Agree
3
Provide stand-up talks to management and employees on the importance of following first-in-first-out procedures and monitor for compliance.
$0
Closed
Agree
4
Coordinate with the Western Division Director, Logistics, to develop and implement a plan to verify scanning at the Phoenix P&DC is consistently completed in accordance with policy.
Train mail clerks and supervisors on proper placarding in processing operations and verify these procedures are followed at the West Valley Processing and Distribution Center.
$0
Closed
Agree
2
Evaluate and adjust transportation schedules to reduce late and canceled trips at the West Valley Processing and Distribution Center once network changes have been implemented.
$0
Open
Agree
3
Provide training to employees on proper scanning procedures and verify supervisors are monitoring scanning to improve compliance with load and unload scan goals at the West Valley Processing and Distribution Center.
$0
Closed
Agree
4
Maintain a log of broken and out-for-repair scanners to assess whether scanners need to be replaced at the West Valley Processing and Distribution Center.
$0
Closed
Agree
5
Adjust preventive maintenance windows and verify preventive maintenance is completed at the West Valley Processing and Distribution Center.
Update the Learning Management System to require and assign all facility managers overseeing pre-career employees to take Delivering the New Employee Experience training.
$0
Closed
Agree
2
Reiterate the importance of the 511 Initiative best practices and facility managers responsibilities to ensure national compliance and standardization of the initiative.
$0
Closed
Agree
3
Assess the benefits of the implemented Retention and Mentor Pilot programs and develop strategies to improve annual retention rates for all pre-career crafts.
$1,437,662
Open
Agree
4
Require Postal Service Forms 1750 to be tracked and monitored in the Retail and Delivery Applications and Reports system for all facilities instead of only pilot sites.
$0
Closed
Agree
5
Require all operations to use the electronic Postal Service Form 1750 web-based application once implemented.
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
Open
Disagree
7
Develop and make available the training to obtain a commercial driver's license to interested postal vehicle operators.
$0
Open
Disagree
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
Open
Disagree
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
Open
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.
