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.
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.
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.
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.
Establish performance targets aligned with the key objectives of a new loyalty program and establish parameters to actively monitor progress for effective program management.
$0
Open
Agree
2
Develop a comprehensive communication strategy for a new loyalty program that promotes awareness of functionality for prospective, and once enrolled, ongoing customers.
$0
Open
Agree
3
Conduct an evaluation of customer spending requirements and discounts, related to any future loyalty program, to ensure the program's design promotes customer engagement and shipping growth
Implement an electronic review and approval function within the existing digital repository of travel documents.
$0
Closed
Agree
2
Conduct a cost-benefit analysis of either appointing personnel with full travel authority and oversight responsibility or allowing travelers to be responsible for submitting, tracking, and supporting their travel actions and expenses in eTravel.
$0
Open
Agree
3
Update the travel policy to reflect the needs of the Postal Regulatory Commission and align with agency priorities.
$0
Open
Agree
4
Create a training program about the travel process and require employees that travel to complete this training and retake as needed when changes to the process occur.
Update policies and procedures applicable to the post office suspension process to reflect current organizational structure and assigned responsibilities.
$0
Closed
Agree
2
Develop a process to formally document and monitor implementation of current and future plans to resolve post office suspensions as reported in the Annual Compliance Reports.
$0
Open
Agree
3
Develop and implement formally documented quality assurance processes over the data in the post office suspension tracking system.
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.
Evaluate efficiency at the 10 facilities to identify inefficiencies in the mail flow (e.g., facility layout/location, space constraints, customer and service impacts, and equipment relocation costs) and, based on the results, consider properly aligning the impacted facilities to efficiently meet the challenges they face based on changes in market demand.
$82,429,376
Open
Agree
2
Develop and implement an action plan, with milestones and measurable goals, to address all safety and health issues identified during our audit of the 10 facilities.
$0
Closed
Agree
3
In accordance with policies and procedures, remove excess mail transport equipment from the 10 facilities.
$0
Closed
Agree
4
Continue to evaluate and implement management staffing and retention strategies and reduce the percentage of acting supervisors/managers at the 10 facilities.
$0
Closed
Agree
5
Create a formalized program to track and provide standardized training for any employee at the 10 facilities who assumes a role as an acting manager or supervisor and consider implementing the program nationwide.
$0
Closed
Agree
6
Ensure that all non-career employees receive orientation training at the 10 facilities and explore ways to standardize on-the-job training nationwide to reduce the learning gap that may impact employee training, skills, and knowledge.
$0
Closed
Agree
7
Reinforce procedures to verify that required training for newly promoted supervisors and managers at the 10 facilities is completed in the period required to gain the needed knowledge, skills, and abilities to optimally perform their role; and consider implementing the procedures nationwide.
$0
Closed
Agree
8
Evaluate all employee exit/stay survey responses quarterly and communicate the results directly with management at the 10 facilities to ensure transparency and accountability and consider implementing the evaluations and communications of employee surveys nationwide.
$0
Closed
Agree
9
Provide refresher training to employees and supervisors at the 10 facilities on proper procedures for preparing, feeding, jogging, and culling mail prior to processing mail to prevent or reduce machine jams.
$0
Closed
Agree
10
Issue supplemental guidance on management oversight to remind supervisors to check mail inventories and daily projections to ensure each machine is adequately staffed.
R1 – Enhance current Interactive Voice Response system performance metrics by including metrics for the rate of complete, contained calls and the rate of incomplete, abandoned calls.
