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.
Verify that delayed Priority Mail Express pieces are documented in the Mail Condition Visualization system daily.
$0
Closed
Agree
2
Work with the Western Division Director, Logistics, to verify Priority Mail Express delays are entered in the Mail Arrival Quality/Plant Arrival Quality system and coordinate with the Arizona - New Mexico District Manager to resolve Priority Mail Express issues.
$0
Closed
Agree
3
Provide stand-up talks to management and employees on the importance of following first-in-first-out procedures and monitor for compliance.
$0
Closed
Agree
4
Coordinate with the Western Division Director, Logistics, to develop and implement a plan to verify scanning at the Phoenix P&DC is consistently completed in accordance with policy.
Train mail clerks and supervisors on proper placarding in processing operations and verify these procedures are followed at the West Valley Processing and Distribution Center.
$0
Closed
Agree
2
Evaluate and adjust transportation schedules to reduce late and canceled trips at the West Valley Processing and Distribution Center once network changes have been implemented.
$0
Open
Agree
3
Provide training to employees on proper scanning procedures and verify supervisors are monitoring scanning to improve compliance with load and unload scan goals at the West Valley Processing and Distribution Center.
$0
Closed
Agree
4
Maintain a log of broken and out-for-repair scanners to assess whether scanners need to be replaced at the West Valley Processing and Distribution Center.
$0
Closed
Agree
5
Adjust preventive maintenance windows and verify preventive maintenance is completed at the West Valley Processing and Distribution Center.
Update the Learning Management System to require and assign all facility managers overseeing pre-career employees to take Delivering the New Employee Experience training.
$0
Closed
Agree
2
Reiterate the importance of the 511 Initiative best practices and facility managers responsibilities to ensure national compliance and standardization of the initiative.
$0
Closed
Agree
3
Assess the benefits of the implemented Retention and Mentor Pilot programs and develop strategies to improve annual retention rates for all pre-career crafts.
$1,437,662
Open
Agree
4
Require Postal Service Forms 1750 to be tracked and monitored in the Retail and Delivery Applications and Reports system for all facilities instead of only pilot sites.
$0
Closed
Agree
5
Require all operations to use the electronic Postal Service Form 1750 web-based application once implemented.
Clarify guidance for making insourcing decisions and develop more detailed cost comparison analysis and maintain records in support of insourcing decisions.
$0
Closed
Disagree
Agree
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
Closed
Disagree
Agree
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
Closed
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
Closed
Disagree
Agree
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.
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 Sacramento Main Post Office, Fort Sutter Station, and Rancho Cordova Main Post Office.
$0
Closed
Agree
2
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
Closed
Agree
3
Establish internal controls to validate that facilities are remediating arrow key deficiencies identified by the Postal Inspection Service.
$0
Closed
Agree
4
Provide regularly recurring training on arrow key accountability processes, security policies, and responsibilities to managers and supervisors in the Sacramento, CA, area, and track training compliance.
$0
Closed
Agree
5
Establish policy requiring the recording and tracking of cluster box unit ownership, and develop and maintain a repository of cluster box units to include ownership and applicable agreements.
$0
Open
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
Open
Agree
7
Address the box deficiencies identified at Sacramento Main Post Office, Fort Sutter Station, and Rancho Cordova Main Post Office.
$0
Closed
Agree
8
Require the California 2 District Manager to establish and provide regularly recurring training to local management on the requirement to complete annual safety inspections, remediate deficiencies, and document the results for the blue collection boxes, cluster box units, and green relay boxes and track training compliance.
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
Closed
Disagree
Agree
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
Closed
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
Closed
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
Closed
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
Closed
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
Closed
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
Closed
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.
Should program Destination Delivery Unit scanners to automatically identify mis-shipped packages dropped at the facility in error.
$0
Closed
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
Should develop a reliable software-based indicator that identifies where and when the Postal Service first took custody of a package.
$0
Closed
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.
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
Closed
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.
