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Open Audit Recommendations

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.

 
159
 
$1,474,744,379
Report Title Report Number Issue Date Report Open Recommendations
Image
Efficiency Operations Royal Palm PnDC Cover
Efficiency of Operations at the Royal Palm Processing and Distribution Center, Opa Locka, FL 26-065-R26 8
# Recommendation Value Status Initial Management Response Final Resolution
1

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 Open 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.

$0 Closed Agree
Image
New York District 3 Fort Cluster Cover
New York 3 District: Delivery Operations in the New York, NY, Area 25-153-R26 1
# Recommendation Value Status Initial Management Response Final Resolution
1

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.

$540 Open Agree
Image
Emerging Counterfeit Label Trend Cover
Management Alert: Emerging Counterfeit Label Trend 25-072-3-R26 1
# Recommendation Value Status Initial Management Response Final Resolution
1

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

$92,607,119 Open Agree
Image
PRC Purchase Card Expense Cover
Postal Regulatory Commission Purchase Card Expenses 25-134-R26 2
# Recommendation Value Status Initial Management Response Final Resolution
1

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.

$0 Open Agree
Image
FY 2025 Officers and Executive Directors Travel and Rep Expenses Cover
Fiscal Year 2025 Officers’ and Executive Directors’ Travel and Representation Expenses 25-055-R26 1
# Recommendation Value Status Initial Management Response Final Resolution
1

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.

$0 Closed Agree
Image
Enterprise Payment Account Fraud.
Management Alert: Enterprise Payment Account Fraud 25-072-2-R26 2
# Recommendation Value Status Initial Management Response Final Resolution
1

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

$1,814,616,263 Closed Agree
2

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

$0 Closed Agree
3

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
4

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

$0 Closed Agree
5

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
Image
Route Scheduling as SDCS Cover
Route Scheduling at Sorting and Delivery Centers 25-040-R26 3
# Recommendation Value Status Initial Management Response Final Resolution
1

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.

$0 Open Disagree
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Network Changes: Effectiveness New RPDC Indianapolis IN Cover
Network Changes: Effectiveness of the New Regional Processing and Distribution Center in Indianapolis, IN 25-093-R26 7
# Recommendation Value Status Initial Management Response Final Resolution
1

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.

$0 Open Agree
Image
Grievance Management - 25-068-R26.
Grievance Management 25-068-R26 7
# Recommendation Value Status Initial Management Response Final Resolution
1

Provide remedial or refresher training to management handling grievances in areas of concern to include topics such as, but not limited to, knowledge of national bargaining and local agreements, grievance arbitration procedures, responding to union requests for information, and contending with challenges from union representatives.

$0 Open Agree
2

Develop a platform to share best practices identified by individual districts on grievance management and require each district to provide a plan to implement applicable best practices.

$0 Closed Agree
3

Require the use of the Overtime Administration tool at facilities with high or recurring overtime grievances, unless restricted by local agreements.

$83,165,820 Open Agree
4

Require and reiterate training for supervisors on proper administration of overtime, including, but not limited to, overtime desired lists, equitable distribution of overtime, and craft jurisdiction rules.

$0 Open Agree
5

1) identify high or recurring grievance payment locations, 2) require applicable local management in those locations to develop and implement an improvement action plan to reduce grievances, and 3) monitor grievance progress in those locations.

$0 Open Agree
6

Develop guidance to 1) identify which management positions have the authority to enter into local agreements, 2) include risk management practices such as expiration dates, legal review, or mandatory periodic review clauses, for management responsible for negotiating future local agreements, and 3) create a digital repository for local agreements.

$0 Open Disagree
7

Develop and maintain a national repository for local memorandums of understanding for standardized ease of access by and for all levels of local management.

$0 Open Agree
8

1) Develop automated controls in the Grievance and Arbitration Tracking System to add system-required fields for justification statements on decision letters, and 2) provide refresher training for supervisors on requirements for proper completion of decision letters.

$201,099,806 Open Agree
Image
cover art - 25-140-R26.
Efficiency of Operations at the Cleveland Processing and Distribution Center, Cleveland, Ohio 25-140-R26 1
# Recommendation Value Status Initial Management Response Final Resolution
1

Implement a plan at the Cleveland Processing and Distribution Center to ensure proper mail flow is followed and hold supervisors accountable for missed pieces.

$0 Closed Agree
2

Coordinate with the Lakeshores Division Director, Logistics to provide training to supervisors on the procedures for properly monitoring and reporting employee absences and verify that all supervisors monitor attendance at the Cleveland Processing and Distribution Center.

$0 Closed Agree
3

Complete a review of Postal Vehicle Service transportation schedules and verify related actions are implemented at the Cleveland Processing and Distribution Center.

$0 Closed Agree
4

Analyze attendance and develop a contingency plan to follow when adequate staffing cannot be met at the Cleveland Processing and Distribution Center.

$0 Closed Agree
5

Coordinate with the Lakeshores Division Director, Logistics to develop and implement a plan to verify scanning at the Cleveland Processing and Distribution Center is consistently completed in accordance with policy.

$0 Open Agree
6

Properly reconcile the Surface Visibility scanners in Ethos at the facility and take measurable actions to retrieve all lost scanners at the Cleveland Processing and Distribution Center.

$11,500 Closed Agree
7

Develop and implement new controls to monitor and maintain an inventory of the Surface Visibility scanners at the Cleveland Processing and Distribution Center.

$11,500 Closed Agree
8

Verify all drivers are using wheel chocks at the Cleveland Processing and Distribution Center.

$0 Closed Agree
9

Repair or replace all damaged dock doors and plates at the Cleveland Processing and Distribution Center.

$0 Closed Agree