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.
Execute the plan to permanently staff senior leadership positions.
$0
Closed
Agree
2
Develop and execute a comprehensive plan to improve the transportation performance at the Richmond Regional Processing and Distribution Center and monitor progress.
$2,358,151
Open
Disagree
3
Work directly with Richmond Regional Processing and Distribution Center processing and logistics managers to develop and execute a plan to improve scanning compliance and monitor progress.
$0
Open
Agree
4
Improve communication of integrated operating plan deficiencies in the Richmond region to the frontline supervisors responsible for ensuring compliance.
$0
Closed
Agree
5
Direct the Virginia District Integrated Operation Plan Coordinator to monitor and act on issues not addressed in the Mail Arrival Quality/Plant Arrival Quality application.
$0
Closed
Agree
6
Direct the Richmond Regional Processing and Distribution Center plant manager to enforce Postal Service attendance policy. In addition, monitor the progress and actions taken to address attendance.
Reiterate policy to ensure local management adheres to security protocols for asset protection and lock the delivery gates nightly.
$0
Closed
Agree
2
Require local management to replace deteriorated exterior signage throughout the facility.
$0
Closed
Agree
3
Require the contractor to validate the National Electrical Manufacturer Association 3R rating is not compromised.
$0
Closed
Agree
4
Require the contractor to either stripe the space near the electrical panel or add an additional bollard to protect the panel from potentially being damaged.
$0
Closed
Agree
5
Communicate to locations with electric vehicle infrastructure that policy regarding reporting safety hazards also includes electric vehicle infrastructure.
$0
Open
Disagree
6
Disseminate communication regarding the updated Next Generation Delivery Vehicles program website"which contains Electric Vehicle policies, procedures, and how-to videos, including parking instructions"to local management at the Topeka Sorting and Delivery Center and future facilities.
$0
Closed
Agree
7
Verify the contact labels are installed at the Topeka Sorting and Delivery Center and establish a plan to verify their installation at future facilities.
The Vice President of Engineering Systems, in coordination with the Vice President of Retail and Post Office Operations, the Vice President of Technology Applications and the Executive Director of Product Solutions should program Destination Delivery Unit scanners to automatically identify mis-shipped packages dropped at the facility in error.
$0
Open
Agree
2
Should program the package tracking software to automatically apply mis-shipped scans to packages dropshipped at plants but manifested at a rate associated with a different type of facility.
$0
Open
Disagree
Agree
3
The Vice President of Processing Operations should communicate procedures to identify containers of mis-shipped packages at plants until equipment or systems can identify these packages.
$0
Closed
Agree
4
The Vice President of Technology Applications, in coordination with the Vice President, Chief Data and Analytics Officer, should develop a reliable software-based indicator that identifies where and when the Postal Service first took custody of a package.
$0
Open
Agree
5
The Vice President of Technology Applications should design and implement the USPS SHIP system to analyze package data that identifies Parcel Select packages dropped at the wrong location and flags them for additional postage due.
$ -
Open
Agree
6
The Vice President of Delivery Operations, in coordination with the Vice President of Retail and Post Office Operations, the Vice President of Engineering Systems, the Vice President of Technology Applications, and the Executive Director of Product Solutions should enforce the nonmailable package fee collection policy by implementing an automated fee collection system for nonmailable packages dropped at Destination Delivery Units, or implementing an alternative solution.
$9,523,371
Open
Agree
7
The Vice President of Delivery Operations, in coordination with the Vice President of Retail and Post Office Operations, should issue clear instructions to delivery units regarding how to identify and handle packages over mailable limits.
$0
Closed
Agree
8
The Vice President of Pricing and Costing in coordination with the Executive Director of Product Solutions should evaluate whether the $100 overweight/oversized fee policy is sufficient to deter shippers from dropping nonmailable packages.
Conduct outreach to affected customers notifying them of the changes to optimized offices and impacts to service.
$0
Open
Agree
2
Develop and maintain detailed documentation outlining the cost savings resulting from the Local Transportation Optimization implementation for each region and include a comparison to planned savings.
Execute a plan to decrease the rate of missorted mail and increase the percent of mail run through delivery point sequence automation.
$0
Closed
Agree
2
Reinforce current internal controls, which include periodic mail tests to confirm proper procedures are followed at collection boxes.
$0
Closed
Agree
3
Provide supervisory mail processing training to supervisors on all procedures and their job responsibilities.
$0
Closed
Agree
4
Confirm timely completion of required training courses for Florida 3 District postmasters and supervisors.
$0
Open
Agree
5
Require supervisors to verify issue resolution between processing, transportation, and delivery operations in the Mail Arrival Quality/Plant Arrival Quality System, including feedback on issue resolution.
Verify the machines are properly cleared of mail at the end of each operational run and mail is timely dispatched, at the Boston Processing and Distribution Center.
$0
Closed
Agree
2
Verify enough employees are trained and available to process Hazardous Material mail timely at Boston Processing and Distribution Center.
$0
Closed
Agree
3
Verify delayed mail counts are completed and entered correctly into the Mail Condition Visualization system.
$0
Closed
Agree
4
Use the Mail Arrival Quality/Plant Arrival Quality system to communicate and resolve issues with placarding from processing facilities.
$0
Closed
Agree
5
Complete a review of Postal Vehicle Service transportation schedules and verify related actions are implemented at the Boston Processing and Distribution Center.
$0
Closed
Agree
6
Meet load and unload scan goals consistently at the Boston Processing and Distribution Center.
$0
Open
Agree
7
Provide training to employees on proper scanning and verify supervisors are monitoring dock operations for scanning at the Boston Processing and Distribution Center.
$0
Closed
Agree
8
Establish and enforce an accountability process for scanners at the Boston Processing and Distribution Center.
Develop a formal documented plan that details the installation schedule for the remaining electronic locks on hold.
$0
Closed
Agree
2
Enhance the geo-location coordinates associated with each delivery point address and update the Address Management System files downloaded to the Mobile Delivery Device " Technology Refresh.
$0
Closed
Agree
3
Reiterate to facility management to use Regional Intelligent Mail Server tools for the Mobile Delivery Device " Technology Refresh and to confirm the devices are transmitting information properly.
$0
Closed
Agree
4
Develop an actionable plan to address screen precision and sensitivity to minimize water and heat interference with the Mobile Delivery Device - Technology Refresh through hardware protections or software solutions.
$0
Closed
Agree
5
Require facility management to certify supervisors and employees complete formal, and release update, training on Mobile Delivery Device " Technology Refresh functionalities.
$0
Closed
Agree
6
Require facility management to provide guidance to supervisors and employees of all major Mobile Delivery Device " Technology Refresh functionality updates.
$0
Closed
Agree
7
Develop a deployment plan with actionable milestones for the 24-Hour Arrow Key Management System to all facilities using the Arrow keys nationwide, contingent upon the completion of the pilot program.
$0
Open
Agree
8
Reiterate to facility management the requirement to follow the Arrow Key Standard Work Instructions including reporting lost or stolen keys to the Postal Inspection Service as required.
$0
Closed
Agree
9
Implement recurring communication regarding existing tools to monitor battery capacity, and proactively replace batteries, as needed, for the Mobile Delivery Device " Technology Refresh.
$0
Closed
Agree
10
Reinforce the policy for local management to ensure carriers have returned their Mobile Delivery Device " Technology Refresh to the appropriate cradles and information has been downloaded.
$0
Closed
Agree
11
Include and publish language in the updated version of the AS-701 to clarify the requirements to report lost, stolen, or missing assets or materials to the Postal Inspection Service.
$0
Open
Agree
12
Evaluate and establish a policy to require increased frequency of a nationwide inventory evaluation.
Reiterate policy requiring project managers to transfer expense purchase card supporting documents to credit card approving officials, and for credit card approving officials to maintain the supporting documents for the duration of the retention period.
$756,799
Open
Agree
2
Create a centralized, electronic repository for storing facility repair supporting documentation.
$0
Open
Agree
3
Establish guidelines and best practices to require project managers to identify and combine related service ticket requests and solicit contracts for projects that exceed expense purchase card authority threshold.
$0
Open
Disagree
Agree
4
Establish guidelines and controls to monitor the use of batch payments.
Develop and distribute nationwide policy that addresses personal belongings on the workroom floor.
$0
Open
Agree
2
develop periodic internal mail theft awareness training for all employees assigned to mail processing facilities, including new acting or permanent supervisors.
$0
Closed
Agree
3
identify all cameras not functioning and develop a plan to restore them to operational status.
$0
Open
Agree
4
develop and implement a strategic, nationwide plan that includes continuous monitoring of the operational status of cameras and diagnosing and addressing camera failures timely.
