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.
Automate Postal Service Form 1571, Undelivered Mail Report, for delayed mail reporting in the Delivery Condition Visualization system and require carriers to use the automated format at the end of the day to report undelivered mail.
$0
Open
Disagree
2
Develop a process to identify delivery units with a high risk of unreported or underreported delayed mail, and follow up with district management to enforce compliance.
$0
Open
Disagree
3
Develop and provide a standard work instruction that lists and links to the applicable reports and tools unit managers are required to use to monitor daily scanning compliance.
$0
Open
Disagree
4
Add instructions to the beginning of the certification screen in the RADAR system notifying supervisors of the current procedures for conducting arrow key certifications and have the system automatically generate a report notifying the U.S. Postal Inspection Service of any missing keys.
$0
Open
Disagree
5
Develop and implement program controls within the RADAR system to prevent managers from inputting inaccurate arrow key information.
$0
Open
Agree
6
Develop and implement a plan for district management to conduct targeted arrow key inventory reviews on a regular basis until new technological initiatives are fully implemented.
Reiterate policies to ensure refunds and voids are warranted and unit management is reviewing the Postal Service Form 1412 and supporting documentation.
$0
Open
Agree
2
Update to ensure the Retail Systems Software receipts used to support the amount of voided postage include the dollar amount of the postage that was voided.
$0
Open
Agree
3
Verify and ensure retail unit management is properly performing the monthly arrow key certification.
$0
Open
Agree
4
Reiterate to unit management the policies for providing adequate security for all accountable items.
Develop an automated process to validate the accuracy of monthly recycling reports, invoices, and checks submitted by contractors, including a process to validate supporting documentation maintained by contractors.
$0
Open
Agree
2
Provide oversight of cardboard mail transport equipment inventory to ensure processing facilities only maintain a seven-day supply, and document facilities with exceptions to the policy.
$0
Open
Agree
3
Require processing facility management to annually certify proper cardboard mail transport equipment recycling and reuse business practices are in place and employees are aware of and following these practices.
$0
Open
Agree
4
Direct Plant Managers to enforce proper cardboard mail transport equipment recycling and reuse practices.
$0
Open
Agree
5
1) Perform a cost benefit analysis for baling cardboard at all processing facilities, 2) provide balers for facilities identified to have a positive benefit, and 3) for the facilities that cannot accommodate a baler, document the approved deviations.
Discontinue supporting events that do not directly support the Postal Inspection Service's mission, reassess the allocation of personnel, and provide oversight of divisions' use of resources
$2,203,480
Open
Disagree
2
update the strategic plan to ensure that all strategic goals have measurable key performance indicators.
$0
Open
Agree
3
Update instructions for developing performance measures and instruct preparers to revise key performance indicators, metrics, and division objectives to be specific, measurable, actionable, reasonable, and timely.
$0
Open
Disagree
4
revise the high-security collection box and high-security electronic locks installation performance measures to
include metrics within Postal Inspection Service's control.
$0
Open
Disagree
5
Establish internal controls to obtain periodic updates prior to the end of the quarter to ensure required quarterly and annual goals are met.
Implement policy and procedures that require coordination with all responsible parties to create and display notices in retail lobbies on any changes to service by the date the change becomes effective.
$0
Open
Disagree
2
Identify and implement the best method for updating retail signage that aligns with the Priority Mail Express service guarantee offered by individual post offices.
$0
Open
Disagree
3
Implement policy and procedures to ensure that the Postal Service public website is updated to reflect current service standards by the date the change becomes effective, and implement procedures to routinely review the website for accuracy.
$0
Open
Agree
4
Implement policy and procedures to post revisions to the Domestic Mail Manual on the Postal Explorer website in the next quarterly update after the change becomes effective.
$0
Open
Disagree
5
Develop policy and procedures to communicate mail product changes to retail personnel, ensuring they can accurately advise customers on those changes.
$0
Open
Disagree
6
Establish a requirement to clearly define the start and end date/time of any Priority Mail Express service guarantee suspension to be used by respective business units in communications, including Retail Service Talks, with retail personnel.
$0
Open
Agree
7
Establish standard operating procedures for requesting approval and implementing a Priority Mail Express service guarantee suspension expeditiously once impacts to nationwide operations are identified.
Develop and implement a plan to hire and retain enough employees to consistently reach and maintain authorized complement at the St. Louis Processing and Distribution Center.
$0
Open
Agree
2
Implement a plan to hold managers and supervisors accountable for addressing employees who do not follow workplace rules at the St. Louis Processing and Distribution Center.
$0
Open
Agree
3
Analyze and realign processing operations at all four St. Louis processing facilities to improve efficiency.
$0
Open
Agree
4
Verify mail condition issues are communicated through the Mail Arrival Quality/Plant Arrival Quality tool at the St. Louis Processing and Distribution Center.
$0
Open
Agree
5
Develop a plan to verify employees attach accurate placards on mail transportation equipment and follow first in, first out order at the St. Louis Processing and Distribution Center.
$0
Open
Agree
6
Develop a strategy to consistently conduct proper preventative maintenance on machines at the St. Louis Processing and Distribution Center.
$0
Open
Agree
7
Develop a process to verify all delayed mail is reported in the Mail Condition Visualization system daily at the St. Louis Processing and Distribution Center.
$0
Open
Agree
8
Fill Postal Service driver vacancies at the St. Louis Processing and Distribution Center.
$0
Open
Agree
9
Develop and implement a plan to utilize dock space efficiently at the St. Louis Processing and Distribution Center.
$0
Open
Agree
10
Coordinate with the Midwest Division Director, Logistics, to develop a plan to verify supervisors are monitoring scanning to improve compliance with load and unload scan goals at the St. Louis Processing and Distribution Center.
$0
Open
Agree
11
Develop and implement a plan to verify extra trips are properly recorded in the Surface Visibility Web system at the St. Louis Processing and Distribution Center.
$0
Open
Agree
12
Verify correct chain of custody procedures are followed for registry items at the St. Louis Processing and Distribution Center.
Establish internal controls to ensure the Service Standard Directory is updated timely when service changes in specific markets.
$0
Open
Disagree
2
Adjust package processing plans and staffing plans during peak season to ensure full capacity of machines is used to minimize delayed mail volume.
$0
Open
Disagree
3
Direct and monitor division management decisions in the offload process during peak season to incorporate strategic factors, such as facility type, resources, and equipment capacity.
$0
Open
Disagree
4
Develop a process for clear communication of offloads between all levels of processing and logistics functions.
$0
Open
Agree
5
Reassess the methodology used for surface transportation planning to better estimate surface transportation needs and costs.
$0
Closed
Agree
6
Evaluate the reasons for cancellations of freight auction and repetitive highway contract route trips to reduce the associated excess payments for these trips during peak season.
$7,666,125
Closed
Agree
7
Assess and update peak season key performance indicators and initiatives.
$0
Open
Agree
8
Develop measures and targets to evaluate the customer experience during peak season.
$0
Open
Disagree
9
Adjust the timelines for peak initiatives to incorporate post-peak season package volume on operations.
$0
Open
Disagree
10
Evaluate the reasons for cancellations of freight auction and repetitive highway contract route trips to reduce the associated excess payments for these trips during the post-peak season.
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to develop and execute a plan to ensure the timely processing of nonmachinable packages and maintain a first in, first out processing order.
$0
Open
Disagree
2
Assess mail volume and reevaluate operations in the Atlanta region to identify opportunities for more effective use of space, efficient processing and logistics operations, and cost optimization.
$0
Open
Disagree
3
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to establish a method to identify, document, and address issues daily and hold managers accountable for recurring issues.
$0
Open
Agree
4
Direct the Atlanta Regional Processing and Distribution Center Plant Manager to manage unauthorized overtime and penalty overtime and monitor for compliance.
$8,225,268
Closed
Agree
5
Revise projected savings as staffing is balanced with additional facilities and operational needs in the region.
$0
Open
Disagree
6
Direct the Atlanta 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
7
Develop a plan to immediately improve performance against transportation key performance indicators at the Atlanta Regional Processing and Distribution Center.
$0
Open
Agree
8
Ensure that transportation schedules are reviewed and adjusted to capture potential cost savings for unnecessary trips.
