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 a plan to include proposed quantities, projected cost, and actionable milestones to fully deploy the eArrow lock and high security mailbox initiatives, and include measures to assess their effectiveness.
$0
Open
Disagree
2
Provide new and acting managers and supervisors training on arrow key policies upon assuming their roles and maintain documentation of training attendance.
$0
Closed
Agree
3
Develop an oversight mechanism to hold managers and supervisors accountable for following established arrow key policy and training requirements.
$0
Closed
Agree
4
Finalize the Mail Theft Strategy that is under development by the end of calendar year 2023.
$0
Closed
Agree
5
Assess staffing resources available nationwide to support the Mail Theft Program and align resources with their Mail Theft Strategy.
$0
Closed
Agree
6
Require postal inspectors to complete the In-Service Basic Mail Theft training within one year of being assigned to a mail theft team.
$0
Closed
Agree
7
Work with the contracting officer to modify the existing contract and 1) define the Mail Theft Analytics Program purpose to improve complaint data quality and usefulness for division personnel, 2) develop internal controls such as guidance and an oversight mechanism, and 3) establish performance metrics to assess the effectiveness of the program.
Enhance contracting officer oversight to ensure suppliers adhere to contract terms, particularly those for requisite product inclusion, non-response bias mitigation, and address quality assessment completion.
$74,933
Closed
Agree
2
Conduct a cost, benefit, and feasibility analysis on potential options for increasing local delivery response rates and developing more easily understood survey terminology.
Update the purchasing policy regarding purchase order issuance, to include, at a minimum, requirements for use of Postal Service Form 8203, signatures, and documentation retention requirements.
$0
Open
Agree
2
Develop and implement a tool, such as a checklist, to verify contracting personnel consistently complete, retain, and provide oversight of contract file documentation for each acquisition type.
$0
Open
Agree
3
Update the purchasing policy to designate and clearly describe the roles and responsibilities of each individual involved in the acquisition planning and contracting process.
$0
Open
Agree
4
Create a policy outlining comprehensive requirements to close contracts, including a checklist of closeout documentation.
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
Implement an electronic review and approval function within the existing digital repository of travel documents.
$0
Closed
Agree
2
Conduct a cost-benefit analysis of either appointing personnel with full travel authority and oversight responsibility or allowing travelers to be responsible for submitting, tracking, and supporting their travel actions and expenses in eTravel.
$0
Open
Agree
3
Update the travel policy to reflect the needs of the Postal Regulatory Commission and align with agency priorities.
$0
Open
Agree
4
Create a training program about the travel process and require employees that travel to complete this training and retake as needed when changes to the process occur.
In coordination with the Vice President for Pricing and Costing and the Vice President for Product Solutions, further collaborate with stakeholders from the mailing industry to develop and implement initiatives with specific, measurable objectives to directly reduce Flats costs and address the causes of inefficiencies in Flats operations identified by the Postal Regulatory Commission.
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.
