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.
Update policy to include the Vulnerability Risk Assessment Tool survey completion requirements for Tier 1 and Tier 2 postal facilities.
$0
Open
Agree
2
Develop a process to identify postal facilities that did not complete a Vulnerability Risk Assessment Tool survey and ensure that those facilities meet survey completion requirements.
$0
Open
Agree
3
Establish a process to monitor unresolved Vulnerability Risk Assessment Tool survey deficiencies across all tier levels to ensure timely resolution and verify accurate status and prioritization.
$0
Open
Agree
4
Revise policies and procedures related to the Vulnerability Risk Assessment Tool process to require facility management to update deficiency statuses, upon resolution, and communicate these changes to the field, once finalized.
$0
Open
Agree
5
1) Verify and track that all personnel involved in Vulnerability Risk Assessment Tool surveys have completed the most updated, required training, and 2) update applicable Vulnerability Risk Assessment Tool guidance and provide it to all postal personnel responsible for completing the surveys.
$0
Open
Agree
6
Update guidance for Tier 1 and Tier 2 facilities to require Postal Service personnel to perform Tier 3 Vulnerability Risk Assessment Tool surveys only in the off years that the Postal Inspection Service performs the Tier 1 and Tier 2 Vulnerability Risk Assessment Tool surveys.
Assign a business owner responsible for including revenue protection goals or risks for major investment proposals.
$0
Open
Agree
2
Develop a unified equipment investment strategy that accounts for package processing equipment across the network supporting postage adjustments.
$0
Open
Agree
3
Reassess recent investments and add equipment, improve equipment, or enhance the Automated Package Verification system to generate additional measurements for revenue protection analysis.
Implement a plan for supervisors to hold employees accountable for their attendance at the Royal Palm Processing and Distribution Center.
$0
Closed
Agree
2
Analyze and realign staffing to consistently meet clearance times at the Royal Palm Processing and Distribution Center.
$0
Open
Agree
3
Implement a plan to train supervisors and craft employees on proper mailflow procedures in processing operations at the Royal Palm Processing and Distribution Center.
$0
Open
Agree
4
Analyze and adjust transportation schedules to get collection mail to the Royal Palm Processing and Distribution Center by the critical entry time.
$0
Open
Agree
5
Train supervisors and craft employees on proper machine procedures for handling rejected packages at the Royal Palm Processing and Distribution Center.
$0
Closed
Agree
6
Implement a process to improve communication with logistics when processing delays affect the timely transporting of mail to the dock area for dispatch at the Royal Palm Processing and Distribution Center.
$0
Closed
Agree
7
Implement a plan to improve communication between the Miami and Royal Palm Processing and Distribution Centers regarding unscheduled driver absences.
$0
Open
Agree
8
Coordinate with the Florida Division Director, Logistics, to implement a plan to verify that close and unload scanning is completed in accordance with policy at the Royal Plam Processing and Distribution Center.
$0
Open
Agree
9
Take measurable actions to retrieve all lost scanners at the Royal Palm Processing and Distribution Center.
$28,750
Open
Agree
10
Conduct a baseline scanner inventory that includes properly numbering scanners in the Ethos system; establish a process for checking scanners in and out; and conduct a monthly audit of scanners at the Royal Palm Processing and Distribution Center.
$0
Open
Agree
11
Verify management at the Royal Palm Processing and Distribution Center monitors and enforces the use of wheel chocks on trucks and trailers.
Enforce the requirement for the White Plains Main Post Office management to monitor fuel card purchases, including annotating all high-risk fuel transactions with an appropriate comment.
Finalize implementation of controls within the new Automated Transaction Manager system to require all forms and supporting documentation associated with purchase card transactions be properly completed, verified, and retained in accordance with policy.
$0
Closed
Agree
2
Identify and review recurring payments and assess whether establishing a contract would better serve the Postal Regulatory Commission.
$0
Open
Agree
3
Include controls within the Automated Transaction Manager system that requires the purchaser to submit justification if a non-preferred vendor is used, and requires the Credit Card Authorizing Official to conduct a formal evaluation of purchases when this occurs.
Reiterate guidelines and policies to approving officials for proper management oversight and approval of officers', limited-term contract employees', and executive directors' travel and expense reimbursements to promote adherence to policies and verify reimbursement requests are properly supported.
$0
Closed
Agree
2
Review and update applicable guidelines, as needed, to reflect policy exceptions, when appropriate, or document approved exceptions within the eTravel system.
$0
Closed
Disagree
Agree
3
Reconsider implementing the seat upgrade draft policy, and instead, reinforce current seat upgrade policy.
$0
Open
Agree
4
Create a process to periodically verify limited-term contract employees are included in the officer group within the eTravel system.
Apply population change factors, such as projected growth and trends of sorting and delivery center locations, as part of its Financial Rigor Tests for the investments.
$0
Open
Disagree
2
Perform inspections and complete route adjustments where needed as part of the required annual process within the year prior to estimating the Financial Rigor Tests related to sorting and delivery center investments.
$0
Open
Disagree
3
Require tracking, reconciling, and reporting of operating costs throughout the Sorting & Delivery Center project, with adjustments to investment calculations for significant changes; and delegate responsibility for the oversight of financial performance over routes related to the project.
Execute a plan to provide stable leadership at the Indianapolis Regional Processing and Distribution Center.
$0
Open
Agree
2
Staff management positions at the Indianapolis Regional Processing and Distribution Center to authorized levels.
$0
Open
Agree
3
Continue to work with local management and staff to improve employee availability at the Indianapolis Regional Processing and Distribution Center to meet the national goal.
$0
Open
Agree
4
Revise projected savings and identify opportunities to improve efficiency of operations in the Indianapolis, IN, region.
$0
Open
Disagree
Agree
5
Optimize usage of mail processing equipment at the Indianapolis Regional Processing and Distribution Center, including potential redeployment of underused equipment to facilities that need additional mail processing.
$20,101,122
Open
Disagree
Agree
6
Strengthen inventory controls over surface visibility scanners and evaluate implementing an automated system.
$0
Open
Agree
7
Direct the Indianapolis Regional Processing and Distribution Center Processing and Logistics managers to review daily scan data to identify problem areas and correct issues to achieve current scanning goals.
