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.
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to develop and execute a plan to ensure the timely processing of nonmachinable packages and maintain a first in, first out processing order.
$0
Open
Disagree
2
Assess mail volume and reevaluate operations in the Atlanta region to identify opportunities for more effective use of space, efficient processing and logistics operations, and cost optimization.
$0
Open
Disagree
3
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to establish a method to identify, document, and address issues daily and hold managers accountable for recurring issues.
$0
Open
Agree
4
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to manage unauthorized overtime and penalty overtime and monitor for compliance.
$8,225,268
Open
Agree
5
Revise projected savings as staffing is balanced with additional facilities and operational needs in the region.
$0
Open
Disagree
6
Direct the Atlanta Regional Processing and Distribution Center Processing and Logistics managers to review daily scan data to identify problem areas and correct issues to achieve current scanning goals.
$0
Open
Agree
7
Develop a plan to immediately improve performance against transportation key performance indicators at the Atlanta Regional Processing and Distribution Center.
$0
Open
Agree
8
Ensure that transportation schedules are reviewed and adjusted to capture potential cost savings for unnecessary trips.
Update their methodology to evaluate merchant data compliance to include analyzing the volume of packages without unique data for each platform.
$0
Open
Agree
2
Reiterate existing compliance policies to supervisors to drive consistent and effective implementation by staff.
$0
Open
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
Open
Agree
4
Identify and address Merchant Rate Card platforms' technical compliance issues to improve rate accuracy.
$0
Open
Agree
5
Require quarterly business reviews to include data analytics to validate the platforms charge accurate postage and fees and resolve platform issues.
$0
Open
Disagree
6
Coordinate with platforms to collect previously undetected short-payments resulting from postage discrepancies identifiable based on package information transmitted to the Postal Service.
$958,697
Open
Disagree
7
Coordinate with platforms to refund previously undetected over-payments resulting from postage discrepancies identifiable based on package information transmitted to the Postal Service.
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
Open
Agree
3
Review the facility's authorized complement to determine staffing needs and adjust the complement, as needed.
Continue to identify potential risks and failure points based on past implementations and pilot programs prior to implementing new initiatives or activating new facilities. Additionally, we recommend implementation of a detailed plan to address past issues and monitor progress for improvement.
$0
Closed
Agree
2
Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.
$0
Open
Disagree
3
Provide transparency to stakeholders on how long service performance will be affected by network changes and when expected changes will be completed.
$0
Closed
Agree
4
Analyze the root cause of processing facilities with high amounts of missorted and missent mail and develop a plan to reduce missent and missorted mail.
$0
Open
Agree
5
Analyze network flow that requires more than two processing touch points and identify opportunities to streamline that mail.
$0
Open
Agree
6
Create an action plan to track, identify, and correct the main causes of mail not automated in Delivery Point Sequence (DPS) to improve the DPS rate for the bottom performing processing facilities, and share the results with other processing facilities
$17,681,645
Open
Disagree
7
Implement targeted improvement plans for underperforming facilities, focusing on addressing operational inefficiencies, enhancing staff training, and optimizing daily operation alignment to consistently strive to meet or exceed on-time performance goals.
Charge First-Class Mail rates for Ballot Mail because service is comparable to or exceeds First-Class Mail service.
$15,400,055
Open
Disagree
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
Open
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
Open
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
Open
Agree
9
Set specific exclusion thresholds for Ballot Mail.
Repair the improperly sealed drill holes and missing weather stripping and coordinate with the contractor to validate the National Electrical Manufacturer Association 3R rating is not compromised at the Terre Haute Sorting and Delivery Center.
$0
Closed
Disagree
2
Develop data-driven mechanisms, such as tripwires, to help notify management of charger performance issues in a more automated, timely, and consistent manner.
$0
Open
Agree
3
Reiterate policy to ensure local management adheres to security protocols for asset protection, including locking the delivery gates nightly and the electrical panels.
$0
Closed
Agree
4
Require local management to replace missing exterior signage throughout the facility.
