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.
Require that the new payroll system be able to execute retroactive pay's complex processing when assessing, reviewing, and selecting a new vendor.
$0
Open
Agree
2
Coordinate with the functional areas involved in the process, establish and document procedures for processing retroactive pay that include documenting the responsibilities for functional areas involved in the process, scheduling guidelines, and timeframes to implement contract changes, allowing for improved clarity on the procedures necessary to implement contract requirements.
in coordination with the Vice President, Organization Development, establish and document a workforce plan that describes key recruitment, retention, and performance measurement activities. At a minimum, the plan should address strategic priorities, include workforce goals and objectives, identify stakeholder roles and responsibilities, and define a process for periodic review and updates.
$0
Open
Disagree
2
Develop a process to track employee and contractor training and certifications to monitor progress toward addressing the skills gaps identified in periodic skills assessments.
Evaluate the internal controls for the annual capital property review to identify process improvements, add controls, and create a goal to enhance accuracy. In addition, update Handbook AS-701, Asset Management, to reflect any additional controls or goals implemented in the annual capital property review process.
$0
Open
Agree
2
Reinforce the importance for facility management to issue timely, written material accountability officer delegation letters, and for newly assigned material accountability officers to conduct a physical inventory of capital assets, in accordance with Handbook AS-701, Asset Management.
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
Closed
Agree
3
Develop an oversight mechanism to hold managers and supervisors accountable for following established arrow key policy and training requirements.
$0
Closed
Agree
4
Finalize the Mail Theft Strategy that is under development by the end of calendar year 2023.
$0
Closed
Agree
5
Assess staffing resources available nationwide to support the Mail Theft Program and align resources with their Mail Theft Strategy.
$0
Closed
Agree
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
Closed
Agree
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.
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.
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
Document Priority Mail Express delays in the Mail Arrival Quality/Plant Arrival Quality system and coordinate with the Louisiana District Manager to resolve the Priority Mail Express issues.
$0
Open
Agree
2
Develop and implement a process to verify delayed mail count procedures are followed.
$0
Closed
Agree
3
Coordinate with plant management to train clerks and supervisors at the New Orleans Processing and Distribution Center on proper mail flow procedures in processing operations and verify these procedures are followed.
$0
Closed
Agree
4
Initiate the corrective action process with contractors not meeting their delivery schedules, as required by the Postal Operations Manual.
$0
Closed
Agree
5
Coordinate to develop and implement a plan to verify load scanning at the New Orleans Processing and Distribution Center is consistently completed in accordance with policy.
$0
Closed
Agree
6
Verify all drivers are using wheel chocks at the New Orleans Processing and Distribution Center.
Implement an electronic review and approval function within the existing digital repository of travel documents.
$0
Closed
Agree
2
Conduct a cost-benefit analysis of either appointing personnel with full travel authority and oversight responsibility or allowing travelers to be responsible for submitting, tracking, and supporting their travel actions and expenses in eTravel.
$0
Open
Agree
3
Update the travel policy to reflect the needs of the Postal Regulatory Commission and align with agency priorities.
$0
Open
Agree
4
Create a training program about the travel process and require employees that travel to complete this training and retake as needed when changes to the process occur.
In coordination with the Vice President for Pricing and Costing and the Vice President for Product Solutions, further collaborate with stakeholders from the mailing industry to develop and implement initiatives with specific, measurable objectives to directly reduce Flats costs and address the causes of inefficiencies in Flats operations identified by the Postal Regulatory Commission.
