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.
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
2
Provide new and acting managers and supervisors training on arrow key policies upon assuming their roles and maintain documentation of training attendance.
$0
Open
Agree
3
Develop an oversight mechanism to hold managers and supervisors accountable for following established arrow key policy and training requirements.
$0
Open
Agree
4
Finalize the Mail Theft Strategy that is under development by the end of calendar year 2023.
$0
Open
Agree
5
Assess staffing resources available nationwide to support the Mail Theft Program and align resources with their Mail Theft Strategy.
$0
Open
Disagree
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
Open
Disagree
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.
Implement consistent oversight procedures for facility management to verify penalty overtime transactions are being cleared before the pay week closes at each facility using the Missing 091 Transaction Report.
$140,856,063
Open
Disagree
2
Reiterate policy on the use and daily clearing of the Missing 091 Transaction Report to ensure penalty overtime hours are categorized as authorized or unauthorized in the Time and Attendance Collection System.
$0
Closed
Agree
3
Reiterate and clarify management responsibilities to complete the Postal Service Form 1017-B, Unauthorized Overtime Report, to include closed pay weeks, and provide oversight to ensure compliance.
$0
Closed
Agree
4
Develop and implement a tracking mechanism to monitor unauthorized overtime and penalty overtime hours.
$0
Closed
5
Determine the feasibility of updating the Postal Service Form 1017-B, Unauthorized Overtime Record, to separate regular unauthorized overtime hours from unauthorized penalty overtime hours.
Enhance contracting officer oversight to ensure suppliers adhere to contract terms, particularly those for requisite product inclusion, non-response bias mitigation, and address quality assessment completion.
$74,933
Closed
Agree
2
Conduct a cost, benefit, and feasibility analysis on potential options for increasing local delivery response rates and developing more easily understood survey terminology.
Develop and implement an action plan, with milestones and measurable goals, to address all Highway Contract Route security clearance status issues identified during our site observations.
$0
Open
Disagree
2
Require Administrative Officials to conduct periodic reviews to confirm all drivers have current security clearance documents, and create a follow-up process to timely address any identified issues.
$0
Closed
Agree
3
Issue supplemental guidance to facility management on the importance of enforcing policy that requires all drivers to have valid and properly displayed identification badges.
$0
Open
Disagree
4
Develop a national training program for expeditors to increase awareness of the requirements and importance of recording driver information and the PS Form 5500 in Surface Visibility for drivers without identification badges.
$0
Open
Disagree
5
Develop a formal process to track and monitor that the expeditors are consistently recording PS Form 5500 when Highway Contract Route drivers arrive without valid identification badges.
$0
Closed
Agree
6
Issue supplemental guidance directing facility management to enhance oversight by enforcing and monitoring compliance of the identified safety and security deficiencies.
$0
Open
Disagree
7
Re-issue guidance and reiterate the importance of consistently observing Postal Vehicle Service drivers' driving practices after an accident.
$0
Closed
Agree
8
Develop and implement an action plan, with milestones and measurable goals, to address all remaining open safety and security maintenance items identified during our site observations.
$0
Open
Disagree
9
Develop a plan to perform periodic reviews to identify and address safety- and security-repair issues, and to track completion of work orders in a timely manner.
Refine and reissue Key Performance Indicators associated with in-house Terminal Handling Services operations, to include conducting a study to formalize the density goal for container utilization and developing timeliness goals for mail volume arriving at the Terminal Handling Services from processing.
$0
Open
Disagree
2
Perform periodic review of the density goal and communicate updated goals as needed.
$0
Open
Agree
3
After issuance of the Key Performance Indicators, direct plant management to monitor daily operations and processing of mail to meet the Terminal Handling Services goals.
$11,005,201
Open
Agree
4
Direct plant management to re-evaluate the operating windows to make changes which may improve timely arrival of mail at the Terminal Handling Services.
$0
Open
Agree
5
Direct plant management to perform periodic reviews to verify the scale is functional and Terminal Handling Services personnel are weighing containers and accurately recording container weights.
$0
Open
Agree
6
Conduct an after-action review, and implement lessons learned to increase operational efficiency and management oversight in future transitions.
Develop an oversight process to hold delivery unit management accountable for submitting edit books timely and revise policy as needed.
$0
Open
Agree
2
Develop a comprehensive training on the edit book process for new rural carriers. Additionally, develop refresher training and implement a plan for all rural carriers to complete the training periodically.
$0
Open
Agree
3
Develop an oversight process for unit management to complete rural route inspections at least annually, to validate the accuracy of edit book activity in accordance with Postal Service policy.
$0
Open
Agree
4
Develop a plan and update policy to require the use of the electronic system when submitting edit book updates.
$0
Open
Agree
5
Determine the feasibility of developing an all-electronic edit book to replace current physical edit books. If feasible, develop a plan and implement policy requiring the use of electronic edit books.
Update the purchasing policy regarding purchase order issuance, to include, at a minimum, requirements for use of Postal Service Form 8203, signatures, and documentation retention requirements.
$0
Open
Agree
2
Develop and implement a tool, such as a checklist, to verify contracting personnel consistently complete, retain, and provide oversight of contract file documentation for each acquisition type.
$0
Open
Agree
3
Update the purchasing policy to designate and clearly describe the roles and responsibilities of each individual involved in the acquisition planning and contracting process.
$0
Open
Agree
4
Create a policy outlining comprehensive requirements to close contracts, including a checklist of closeout documentation.
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
Explore and evaluate options to incentivize mailers to resolve mail exclusions.
$0
Open
Agree
2
Communicate and provide training to Full-Service mailers on the online portal and exclusion tool, and on how to identify root causes and resolve mail exclusions.
$0
Open
Agree
3
Develop and implement a strategy to track, identify, and record Service Performance Measurement defect codes and root causes.
$0
Open
Disagree
4
Evaluate the feasibility of providing exclusion information at the mailpiece level to enable mailers to reduce Service Performance Measurement exclusions.
Develop and implement policy to ensure all future Sorting and Delivery Center plans are consistently and clearly communicated and stakeholders are given the opportunity to report concerns.
$0
Open
Agree
2
Develop a plan to ensure restroom, breakroom and locker room construction projects are completed prior to opening Sorting and Delivery Centers, or that there are acceptable alternatives, given the number of employees impacted, and that the alternatives meet all health and safety requirements.
$0
Open
Agree
3
Evaluate whether construction projects related to the seven facilities were completed and develop a plan to address all outstanding construction and safety issues.
$0
Open
Agree
4
Identify the cause of late Post Office Box up-times and take necessary action to ensure up-times are met. Additionally, develop a plan to mitigate issues with Post Office Box up-times prior to opening future S&DCs.
$0
Open
Agree
5
Require documentation be maintained to verify sort programs are updated, loaded, and tested prior to opening new Sorting and Delivery Centers.
