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Open Audit Recommendations

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.

 
274

Total Open Recommendations

 
$1,907,208,861

Open Recommendations Financial Value

Report Title Report Number Issue Date Report Open Recommendations
Site Tech Assessment Report Cover
Site Technical Assessment Review - January 2024 22-199-R24 5
# Recommendation Value Status Initial Management Response Final Resolution
1

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
2

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
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

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
5

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
6

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
7

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
8

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
9

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

 $0 Closed Disagree Agree
10

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
11

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

 $0 Closed Disagree Agree
12

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

 $0 Closed Disagree Agree
13

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

 $0 Closed Disagree Agree
14

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
VA Medicine Cover Art
Processing and Delivery of Veterans Affairs Medicine 23-137-R24 1
# Recommendation Value Status Initial Management Response Final Resolution
1

Develop and implement training, including recurring refresher training for handling damaged medication packages and medication found loose in the mail.

 $0 Closed Disagree Agree
2

Develop and implement a process to review Priority Mail Open and Distribute scanning performance, which should include providing recurring training to employees responsible for conducting the scans and enforcing compliance with scanning requirements.

 $0 Closed Disagree Agree
3

Develop and implement a control to prevent improper duplicate "Delivered" scans on the same package, including VA Pharmacy packages.

 $0 Open Disagree Agree
Delivery and Customer Service in Colorado Mountain Towns Cover
Delivery and Customer Service in Colorado Mountain Towns 23-130-R24 1
# Recommendation Value Status Initial Management Response Final Resolution
1

Analyze work environment impacts that affect the Postal Service's ability to hire and retain personnel and create a plan to overcome those identified impacts.

 $0 Closed Disagree Agree
2

Explore the feasibility of increasing personnel pay in Colorado mountain towns based on locality, including tracking all expenses for personnel detailed to these locations and other hiring costs.

 $0 Open Disagree Agree
3

Establish a program to monitor package handling to verify that packages are scanned and delivered, as required, and take corrective action with underperforming facilities.

 $0 Closed Agree
4

Establish a process to track and monitor whether delivery unit management is appropriately documenting delivery contract irregularities with Postal Service Form 5500, and whether damages should be assessed, or the contract terminated for default.

 $0 Closed Agree
5

Require any employee fulfilling the postmaster role at the select facilities, to take the formal Postmaster Essentials training course, and track compliance.

 $0 Closed Disagree Agree
6

Implement a developmental program, including on-the-job training at the delivery units, to ensure postmaster readiness.

 $0 Closed Agree
7

Instruct local management in Colorado mountain town facilities to enter delayed mail in reporting systems and establish responsibility for processing manual flat mail.

 $0 Closed Agree
8

Review trip times and volume profiles, and meet with appropriate delivery unit and plant personnel, to align transportation schedules to meet processing and delivery needs of facilities in Colorado mountain towns.

 $0 Closed Agree
9

Develop a process to ensure communication occurs between delivery and processing personnel at facilities located in Colorado mountain towns when there is late arriving mail.

 $0 Closed Agree
10

Conduct a study of the six delivery units to determine if existing workspace is sufficient to meet the needs of facilities and customers, and if not, explore opportunities to acquire needed space.

 $0 Closed Agree
22-194 Cover
Corporate Information Security Office Workforce 22-194-R23 2
# Recommendation Value Status Initial Management Response Final Resolution
1

in coordination with the Vice President, Organization Development, establish and document a workforce plan that describes key recruitment, retention, and performance measurement activities. At a minimum, the plan should address strategic priorities, include workforce goals and objectives, identify stakeholder roles and responsibilities, and define a process for periodic review and updates.

 $0 Open Disagree
2

Develop a process to track employee and contractor training and certifications to monitor progress toward addressing the skills gaps identified in periodic skills assessments.

 $0 Open Disagree
USPS Response Mail Theft Cover
U.S. Postal Service’s Response to Mail Theft 22-178-R23 1
# Recommendation Value Status Initial Management Response Final Resolution
1

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 Agree
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.

 $1,008,976 Closed Agree
Mid Term Election 2022 Cover
Service Performance of Election Mail for the 2022 Mid-Term Election 22-187-R23 1
# Recommendation Value Status Initial Management Response Final Resolution
1

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.

 $0 Closed Agree