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.
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.
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.
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.
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
Agree
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.
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.
Establish a common framework with roles and responsibilities for deferred maintenance that applies throughout the organization, standardizing what is considered deferred maintenance and the process for prioritizing and addressing it.
$0
Open
Disagree
Agree
2
Prioritize and track all deferred maintenance and associated costs, including capital and maintenance projects, and begin addressing its backlog of maintenance in order of priority.
$0
Open
Disagree
Agree
3
Establish procedures, responsibilities, and accountability mechanisms for staff and supervisors to periodically review and validate all data including "estimated cost" within the maintenance system, for completeness and accuracy.
$0
Open
Disagree
Agree
4
Ensure that the maintenance system has functionality and reporting capabilities to assist project managers with identifying outstanding maintenance calls and alert supervisors of maintenance calls without periodic updates or resolution.
$0
Open
Agree
5
Establish a policy requiring project managers to provide local management with periodic status updates on reported maintenance issues and document statuses until resolved.
$1,104,129
Open
Disagree
Agree
6
Develop a maintenance issue reporting culture through the creation of a communications campaign to raise awareness of prioritizing the reporting of maintenance and safety issues to all employees.
$0
Closed
Disagree
Agree
7
Improve oversight of its local self-assessment programs by assigning staff to conduct periodic reviews of assessments for facilities under 6,500 square feet and establishing an escalation process to obtain annual assessments from larger facilities for review.
$0
Open
Agree
8
Address all building maintenance, safety, and security issues identified during site visits.
Develop processes and requirements for routinely collecting excess and underutilized space data across its property portfolio and include accountability mechanisms for ensuring this data is collected on a regular basis.
$0
Open
Disagree
2
Develop processes to periodically assess and verify the accuracy of excess and underutilized space data and update in the designated system of record.
$0
Open
Disagree
3
Develop and implement a comprehensive strategy for managing excess and underutilized space, which would include processes for identifying space at properties throughout the network, centralized tracking and reporting, and corrective action plans (such as for renting, disposing, or repurposing).
$0
Open
Disagree
4
Verify the calculation used to determine Potential Usable Excess Workroom Square Footage is correct and accurately incorporates the number of delivery routes in an office.
$0
Closed
Disagree
5
Verify that all rooms and spaces reported in the Real Asset Management Program Out-leasing module are properly coded.
$0
Open
Agree
6
Reconcile property space data across all modules within the property management system to verify consistency and accuracy of the data.
$0
Open
Disagree
7
Take immediate action to comply with the Federal Property Management Reform Act of 2016 reporting requirement related to space available for use by federal agencies.
