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.
Update post office signage at all Wisconsin region optimized offices to reflect changes and impacts based on local transportation optimization.
$0
Closed
Agree
2
Develop a process to monitor the accuracy of depart post office scans within the Wisconsin region, and take action as needed.
$0
Open
Agree
3
Require annual transportation optimization training for all Wisconsin region supervisors at optimized offices and track and monitor compliance.
$0
Closed
Disagree
Agree
4
Review and update transportation contracts within the Wisconsin region to remove unnecessary collection box pickup for Highway Contract Routes.
$0
Open
Agree
5
Review the need for Highway Contract Route drivers within the Wisconsin region to possess arrow keys, and obtain possession of keys no longer needed.
$0
Open
Disagree
Agree
6
Adjust or reinforce scheduled collection box times within the Wisconsin region, to allow for collection boxes to be accessed timely and communicate any schedule adjustments to the customers.
Clarify guidance for making insourcing decisions and develop more detailed cost comparison analysis and maintain records in support of insourcing decisions.
$0
Open
Disagree
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
Open
Disagree
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
Open
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
Open
Disagree
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
Open
Disagree
10
Develop controls that prohibit users from entering invalid dates into the Vehicle Information Transportation Analysis and Logistics system.
$0
Open
Disagree
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.
Develop a verification process to ensure all electronic arrow lock and high security collection box shipments, deliveries, and installations are accurately recorded.
$0
Open
Agree
2
Develop a standard operating procedure outlining steps for station management on how to generate maintenance requests for electronic arrow lock and high security collection box installations.
$0
Open
Disagree
3
Confirm all arrow keys are accurately recorded in the Retail and Delivery Analytics and Reports system and, when necessary, returned to the National Materials Customer Service, and/or reported to the Postal Inspection Service for the Beechnut, Debora Sue Schatz, and T W House Stations.
$0
Open
Agree
4
Establish internal controls to verify facilities are following the 24-hour arrow key accountability process, including the establishment of barcodes for every key assigned to city routes at Tier 1 facilities, or using the PS Form 1106, as required.
$0
Open
Agree
5
Provide regularly recurring training on arrow key accountability processes, security policies, and responsibilities to managers and supervisors in the Houston, TX, area, and track training compliance.
$0
Open
Agree
6
Provide training on registry cage security policies and responsibilities to managers and supervisors in the Houston, TX, area, and track training compliance.
$0
Open
Agree
7
Establish internal controls to validate that facilities are remediating arrow key deficiencies identified by the Postal Inspection Service.
$0
Open
Agree
8
Revise Postal Operation-631 Growth and Delivery Point Management Program policy to update current roles and responsibilities.
$0
Open
Agree
9
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
10
Address the box deficiencies identified at the Beechnut, Debora Sue Schatz, and T W House Stations.
$0
Open
Agree
11
Require the Texas 2 District Manager to establish and provide regularly recurring training to station management on the requirement to complete annual safety inspections, remediate deficiencies, and document the results for the blue collection boxes and cluster box units, and track training compliance.
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.
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.
Develop an approach for including pertinent financial (i.e., costs and savings) and sustainability impact data in its Vehicle Acquisition Strategy and related contingencies.
