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 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.
Develop and distribute nationwide policy that addresses personal belongings on the workroom floor.
$0
Closed
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.
Design and implement risk management and general support system policies, procedures, and processes that address National Institute of Standards and Technology Special Publication 800-53, Rev. 5.1, Rel. 5.1.1 control requirements.
$0
Closed
Agree
2
Design and implement Supply Chain Risk Management policies, procedures, and processes that address National Institute of Standards and Technology Special Publication 800-53, Rev. 5.1, Rel. 5.1.1 control requirements.
$0
Open
Agree
3
Develop and implement agency-wide Configuration Management policies, procedures, and processes, that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5.1, Rel. 5.1.1, control requirements.
$0
Open
Agree
4
Develop and implement agency-wide identity access management policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev 5, Rel. 5.1.1, controls requirements.
$0
Closed
Agree
5
Develop and implement agency-wide data protection and privacy policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5, Rel. 5.1.1 control requirements.
$0
Open
Agree
6
Develop and implement agency-wide Security Training policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5.1, Rel. 5.1.1, control requirements.
$0
Open
Agree
7
Finalize and implement its Information Security Continuous Monitoring plan and update the plan and any additional procedures and processes to address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5, Rel. 5.1.1, control requirements.
$0
Closed
Agree
8
Develop and implement agency-wide incident response policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5, Rel 5.1.1, control requirements.
$0
Open
Agree
9
Develop and implement agency-wide contingency planning policies, procedures, and processes that address applicable National Institute of Standards and Technology Special Publication 800-53, Rev. 5, Rel 5.1.1, control requirements.
Develop a process to monitor sorting and delivery center management's consistent use of the Mail Arrival Quality/Plant Arrival Quality system to report issues with the mail arrival profile.
$0
Closed
Agree
2
Develop a training for all sorting and delivery center supervisors specific to the network changes/impacts, including techniques to properly supervise route performance, and require all sorting and delivery center supervisors to complete.
$1,420,862
Open
Disagree
Agree
3
Clearly define the parameters for appropriate staffing levels at sorting and delivery centers to meet the Small Delivery Unit Sorter operational throughput goal.
$0
Closed
Disagree
Agree
4
Develop a plan for sorting and delivery centers to maintain the correct number of staff, aligned properly across the various processing tasks, for the Small Delivery Unit Sorter.
$0
Closed
Disagree
Agree
5
Develop an automated process within the Rural Route Evaluation Compensation System to make necessary adjustments to reduce the number of overburdened rural routes.
$0
Closed
Disagree
Agree
6
Finalize the ongoing review of sorting and delivery center routes and make necessary adjustments to reduce the number of overburdened rural routes.
Verify that the manual letter operation has a designated employee to monitor mail entering the unit on a daily basis at the Denver Processing and Distribution Center.
$0
Closed
Agree
2
Verify delayed mail counts are completed and entered correctly into the Mail Condition Visualization system at the Denver Processing and Distribution Center.
$0
Closed
Agree
3
Use the Mail Arrival Quality/Plant Arrival Quality system to communicate and resolve issues with Express Mail arriving late from delivery units.
$0
Closed
Agree
4
Verify proper placarding procedures are followed at the Denver Processing and Distribution Center.
$0
Closed
Agree
5
Complete a review of transportation schedules and identify and implement actions to address transportation needs at the Denver Processing and Distribution Center.
$0
Open
Agree
6
Coordinate with the Denver Network Distribution Center to determine and implement optimal transportation schedules and reduce the number of canceled outbound trips.
$0
Open
Agree
7
Consistently meet load and unload scan goals at the Denver Processing and Distribution Center.
$0
Closed
Agree
8
Verify training is provided to registry clerks and supervisors on the procedures for the daily verification of receipt of registry pouches and reporting of missing registry pouches at the Denver Processing and Distribution Center.
$0
Closed
Agree
9
Ensure doors and entryways to the dock and workroom floor are not blocked at the Denver Processing and Distribution Center.
Reiterate arrow key security policies and responsibilities to managers and supervisors in Chicago, IL.
$0
Closed
Agree
2
Confirm all arrow keys are accurately recorded in the Retail and Delivery Analytics and Reports system and, when necessary, reported to the Postal Inspection Service.
$0
Closed
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
Closed
Agree
4
Reiterate registry cage security policies and responsibilities to managers and supervisors at the Mount Greenwood Station.
$0
Closed
Agree
5
Establish procedures to complete annual safety inspections, remediate deficiencies, and document the results for the blue collection boxes.
Implement a plan when deploying future
Matrix Regional Sorters to provide necessary training to maintenance staff
for a smooth and timely transition from contractor support.
$2,217,348
Open
Agree
2
Define needed maintenance tasks for both the contractor and Postal Service staff to perform, including the timing and frequency of assigned/required maintenance tasks for the Matrix Regional Sorter.
$0
Closed
Agree
3
Analyze the Matrix Regional Sorter performance to determine if goals are attainable and, if not, determine
realistic goals for each facility with a Matrix Regional Sorter, updating any cost savings projections if necessary.
$0
Closed
Agree
4
Direct local management to oversee staff who are assigned to place mail onto the conveyor system to ensure they know the proper procedures, including the types of mail that must be removed before entering the MaRS.
$0
Closed
Agree
5
Identify and correct the causes of damaged mail from the MaRS. Additionally, develop a plan to track mail damaged on the MaRS and evaluate if changes made have decreased the amount of mail damaged.
$0
Closed
Agree
6
Develop a strategy for monitoring and addressing congestion on the MaRS, including continuing to refine flow control.
$0
Closed
Agree
7
Create an action plan to address the causes of mail being resorted on the MaRS and reduce the amount of mail needing to be resorted and relabeled.
$0
Closed
Agree
8
Create a plan to identify and eliminate Express Mail processed on the MaRS.
$0
Closed
Agree
9
Instruct local management to create a plan to sweep for leftover mail regularly on and around the MaRS.
Apply captured but previously unused weights and dimensions on shortpaid merchants' packages to identify and collect past shortpaid revenue.
$ -
Closed
Agree
2
Establish procedures to conduct periodic reviews for compliance with merchant information requirements and address noncompliance within a reasonable timeframe.
$0
Open
Agree
3
Establish procedures to ensure it provides a clear indication of when and where the Postal Service takes custody of all ePostage packages, monitor compliance with its procedures, and notify merchants of noncompliance.
$0
Closed
Agree
4
Conduct a Stand-Up Talk to promote use of the ePostage scanning procedures, including scan forms or alternative.
$0
Closed
Agree
5
1) Establish automated processes to identify merchants that shortpay,
2) Create and issue automated noncompliance notifications to merchants when applicable, and notify label providers of merchant noncompliance.
$0
Closed
Agree
6
Establish automated processes to identify merchants that shortpay, and create and issue automated noncompliance notifications to merchants and label providers, when applicable.
$0
Open
Agree
7
Establish guidelines outlining quantifiable conditions for issuing noncompliance notifications to merchants and related timelines, notifying the label provider of mailer noncompliance, and suspending mailers' accounts.
Provide oversight and implement additional monitoring controls that verify Election and Political Mail policy and procedures are being followed at all facilities. controls that verify Election and Political Mail policy and procedures are being followed at all facilities.
$0
Closed
Agree
2
Update the Operational Clean Sweep Search Checklist to include the Low-Cost Reject Encoding Machine and manual operation areas.
$0
Closed
Agree
3
Work with Divisional Directors and District Managers at all the facilities to provide stand-up talks and training to all employees and maintain evidence the training was conducted as well as post the stand-up talks and relevant procedures around the workroom floor.
$0
Closed
Agree
4
Clarify the pitch-catch-clear process to include timeframes and the elections for which this process is required.
$0
Closed
Agree
5
Develop and implement a process for delivery units to segregate Election Mail identified as Postal Automated Redirection System Mail prior to sending it back to a mail processing facility.
$0
Closed
Disagree
Agree
6
Evaluate the postmarking policy and adjust as necessary to ensure that all mail-in ballots receive a postmark.
$0
Open
Disagree
Agree
7
Clearly communicate the postmarking policy to all operations.
$0
Closed
Agree
8
Develop and implement a plan to communicate Election and Political Mail processing, transportation, and delivery processes to any facilities impacted by the Local Transportation Optimization initiative, including those with mail that crosses state lines.
$0
Closed
Agree
9
Create a plan so that the Regional Processing and Distribution Centers have appropriate procedures and resources in place to prioritize election and political mail processing.
$0
Closed
Agree
10
Pause implementation of Delivering for America initiatives during September through November 8, 2024.
Establish informed baselines for future sites that align with schedule management best practices.
$0
Closed
Disagree
Agree
2
Improve schedule management for charging station construction by using a project management system and related analytics to record dynamic updates, centralize information, and analyze performance to inform future construction baselines.
$0
Open
Agree
3
Evaluate whether contractual assistance is needed for its deployment effort, including aligning the Postal Service's schedule management with best practices.
