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.
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
Open
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
Open
Agree
3
Establish internal controls to validate that facilities are remediating arrow key deficiencies identified by the Postal Inspection Service.
$0
Open
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
Open
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
Open
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
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.
Provide periodic refresher training and create accountability mechanisms to help ensure staff are processing vehicle disposals, and managers are providing related oversight, in accordance with policy.
$0
Open
Agree
2
Establish policies to require supporting evidence to verify vehicle destruction and removal of Postal Service decals and markings.
$0
Closed
Agree
3
Prioritize and evaluate internal and contracted vehicle disposal process to identify process improvements and update controls. In addition, update Handbook PO-701, Fleet Management, to reflect any changes to controls in the vehicle disposal process.
Develop a plan with the Atlanta Regional Processing and Distribution Center to better align mail arrival and processing times at the Macon Local Processing Center.
$0
Open
Agree
2
Train all mail processing employees at the Macon Local Processing Center on proper handling procedures for mail entering the facility and verify these procedures are consistently followed.
$0
Open
Agree
3
Train all management employees how to use the Mail Arrival Quality/Plant Arrival Quality system to report improper package sortation or other mail arrival issues identified at the Macon Local Processing Center.
$0
Closed
Agree
4
Complete a review of Postal Vehicle Service transportation schedules that includes updated truck parking information and verify related actions are implemented at the Macon Local Processing Center.
$0
Open
Agree
5
Develop and implement a plan to verify scanning at the Macon Local Processing Center is consistently completed in accordance with policy.
$0
Closed
Agree
6
Update the Mail Transport Equipment Labeler system to ensure placards used for mail transport equipment and recyclable material are accurate.
$0
Open
Agree
7
Reiterate policy and verify all drivers are using wheel chocks at the Macon Local Processing Center.
Enhance system controls to notify management of workhours and scanning operation irregularities in a consistent, timely manner.
$0
Closed
Agree
2
Create accountability mechanisms to help ensure staff are conducting clockrings and measuring mail, and managers are providing related oversight, in accordance with policy.
$134,000,000
Closed
Agree
3
Enhance system capabilities for collecting, retaining, analyzing, certifying, reviewing, and reporting data from function 4 operational reviews.
$0
Open
Agree
4
Update the function 4 review policies to reflect the current management structure.
$0
Closed
Agree
5
Evaluate and update policies for initiating the function 4 reviews, including selection criteria, factoring in major operational enhancements, and local management input.
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
Open
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
Open
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.
