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 election-related training material to address how to handle ballots incorrectly postmarked with the wrong date by Postal Service employees.
$0
Open
Agree
2
Develop a process for facility management to verify every hand canceler is properly dated and secured when not in use.
$0
Open
Agree
3
Update the daily all-clear certification to specifically include facility management verification that the Late Arriving Political Mail Report was completed, if the facility received late arriving Political Mail.
$0
Open
Agree
4
Develop an automated process that electronically notifies management when the all-clear certification is not completed in a timely manner.
$0
Open
Agree
5
Update the daily all-clear certification to specifically include facility management verification that no voter-returned ballots are in the Postal Automated Redirection System operation.
$0
Open
Agree
6
Develop a policy requiring delivery units to post election-related training materials on the workroom floor and to update the all-clear certification questions to ensure clear, non-compounded reporting.
$0
Open
Agree
7
Define resolution time milestones for Election and Political Mail requests and concerns submitted through the Postal Service's Election Mail website.
$0
Open
Agree
8
Pause implementation of scheduled operational changes, including regional transportation optimization, that will impact mail timelines during the 2026 midterm election season.
$0
Open
Agree
9
Develop a process to promptly notify customers impacted by regional transportation optimization.
$0
Closed
Disagree
10
Develop and implement a standardized process to ensure that labels used to uniquely track whole pallets containing Ballot Mail remain continuously linked to the entire mailing throughout the transportation process, until it is ready to be processed, to ensure proper visibility.
$0
Open
Agree
11
Develop a formal process requiring Postal Service management to notify Election and Government Mail Program Specialists when readability issues with barcoded Ballot Mail is identified so outreach to Boards of Elections - including for North Carolina - can be conducted to address identified issues.
Enhance policies and procedures for initiating and conducting data analyses of concerning non-revenue transactions or categories (such as transactions that exceed the time factor, anomalous transactions, inconsistent counts, or improper categorizations), recording the results, documenting corrective actions, and communicating these policies to staff.
$46,087,920
Open
Disagree
2
Reassess all non-revenue transaction categories without time factors to determine if a potential, reasonable time factor can be applied, and document the resulting decision.
$0
Open
Disagree
3
Develop a comprehensive strategy on how to efficiently and effectively align local retail operations with the growing number of non-revenue transactions, including approaches for analyzing data, assessing alternatives, determining and implementing initiatives, and monitoring performance.
Establish procedures for reviewing, documenting, and periodically reassessing lease payment decisions during extended suspensions of postal facilities.
$0
Open
Agree
2
Take measurable actions to recover the lease payments that should have been suspended for six facilities in the North Carolina district.
(1) Require administrative officials to verify all Contract Delivery Service mail carriers have active security clearances and valid badges. (2) Terminate access to Postal Service facilities for Contract Delivery Service mail carriers who were denied a security clearance. (3) Suspend access to Postal Service facilities for Contract Delivery Service mail carriers that do not submit required security clearance paperwork within 7 days.
$0
Open
Agree
2
Establish an automated process to notify administrative officials when a supplier's badge is approaching expiration and prompt administrative officials to either submit a renewal package for badge continuation or verify the badge is collected and returned after expiration.
$0
Open
Agree
3
Require administrative officials responsible for managing Contract Delivery Service operations to provide an annual certification validating their understanding of and compliance with security clearance and badging requirements including badge sharing.
$0
Open
Agree
4
Direct AOs to enforce language proficiency standards for CDS carriers by (1) Prospective Carriers: Mandating and documenting the evaluation of a carrier's ability to speak and understand English during the preliminary screening process and wherever subsequent replacement carriers are hired, and (2) Current Carriers: Establishing a formal re-evaluation process for active carriers suspected of lacking required English proficiency, and revoking facility access for any individuals who fail to meet t
$0
Open
Agree
5
Hold administrative officials accountable when they do not: (1) Complete and maintain PS Form 5399, Contract Route Performance Record. (2) Monitor contract route operations and ensure supplier compliance with contract requirements and Postal Service policies. (3) Inspect supplier vehicles according to contractual requirements and Postal Service policies.
$0
Open
Agree
6
Provide formal training to all administrative officials responsible for managing Contract Delivery Service operations on properly performing all required duties, and require all newly appointed or detailed administrative officials to complete this training before assuming their duties.
$0
Open
Agree
7
Automate the Service Change Request system to populate the special rate when submitting extra trip payments and require headquarters management to verify extra trip payment requests to ensure the correct rate was applied before approval.
$3,825,643
Open
Agree
8
Implement monitoring tools to strengthen oversight of administrative officials and enforce compliance with policies for managing Contract Delivery Service operations.
$0
Open
Agree
9
Evaluate opportunities to streamline manual administrative official processes, including through automation, and require them to be completed uniformly across all Contract Delivery Service offices.
$0
Open
Agree
10
Update policy to require administrative officials to conduct route surveys annually and when new developments occur, such as changes in the number of delivery points, mail volume, route mileage, or the scheduled time needed to complete the route due to local community growth.
Train management at all delivery units in the district on the proper procedures for checking and reporting delayed mail.
$0
Open
Agree
2
Verify that management at the Blue Lagoon Branch updated its arrow key listing in the Retail and Delivery Applications and Reporting system correctly.
$0
Closed
Agree
3
Enforce the requirement for management at the three units
to monitor fuel card purchases and verify that all high-risk fuel transactions have an appropriate comment.
$27,511
Open
Agree
4
Confirm that management at the Blue Lagoon Branch repaired the leaky roof and management at the North Miami Branch repaired the damaged awning.
Add Automated Parcel Bundle Sorter to its programmed list of trusted machines in the Automated Package Verification system to ensure accurate postage adjustments.
$162,211,620
Closed
Agree
2
Establish automated monitoring alerts in pertinent Postal Service systems that flag significant changes in machine scan volume and roles and responsibilities to take action to address and ensure revenue protection.
Identify active employees hired since fiscal year 2016 without a background investigation or with unfavorable background investigation results, and develop a remediation plan.
$0
Open
Disagree
2
Upload Certificates of Completion to electronic Official Personnel Folder for employees with identified discrepancies.
$0
Closed
Agree
3
Develop and implement a process to verify individuals applying for rehire are not the
subject of an active criminal investigation.
$0
Open
Agree
4
Develop a process to ensure criminal offense documentation obtained from the U.S. Postal Service Office of Inspector General and Postal Inspection Service is provided to the appropriate personnel, and record disciplinary decisions about whether to take corrective actions in accordance with applicable policies.
Develop and implement a comprehensive, long-term strategic program with ongoing periodic reviews at low- performing facilities to improve employee morale, increase employee engagement, and raise performance of key metrics.
$436,952,791
Open
Disagree
2
Implement identified best practices at facilities nationwide, as is appropriate for each location.
Analyze and adjust transportation schedules to ensure drivers arrive on time for mail pickups at the Detroit Processing and Distribution Center.
$0
Open
Agree
2
Identify and remove unused trips from the Vehicle Information Transportation Analysis and Logistics system at the Detroit Processing and Distribution Center.
$0
Closed
Agree
3
Implement a plan to verify that load and unload scanning is completed in accordance with policy at the Detroit Processing and Distribution Center.
$0
Open
Agree
4
Verify proper placarding procedures are followed and consistently completed at the Detroit Processing and Distribution Center.
$0
Open
Agree
5
Work with the Lakeshores Division Director, Logistics, to take measurable actions to retrieve all lost scanners at the Detroit Processing and Distribution Center.
$40,825
Closed
Agree
6
Conduct a baseline scanner inventory that includes properly numbering scanners in the Ethos system; and conduct monthly audits of scanners at the Detroit Processing and Distribution Center.
$0
Open
Agree
7
Verify that management at the Detroit Processing and Distribution Center monitors and enforces the use of wheel chocks on trucks and trailers.
$0
Closed
Agree
8
Verify that fire extinguishers are inspected annually at the Detroit Processing and Distribution Center.
