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.
Continue to identify potential risks and failure points based on past implementations and pilot programs prior to implementing new initiatives or activating new facilities. Additionally, we recommend implementation of a detailed plan to address past issues and monitor progress for improvement.
$0
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
Open
Disagree
3
Provide transparency to stakeholders on how long service performance will be affected by network changes and when expected changes will be completed.
$0
Closed
Agree
4
Analyze the root cause of processing facilities with high amounts of missorted and missent mail and develop a plan to reduce missent and missorted mail.
$0
Closed
Agree
5
Analyze network flow that requires more than two processing touch points and identify opportunities to streamline that mail.
$0
Closed
Agree
6
Create an action plan to track, identify, and correct the main causes of mail not automated in Delivery Point Sequence (DPS) to improve the DPS rate for the bottom performing processing facilities, and share the results with other processing facilities
$17,681,645
Open
Disagree
Agree
7
Implement targeted improvement plans for underperforming facilities, focusing on addressing operational inefficiencies, enhancing staff training, and optimizing daily operation alignment to consistently strive to meet or exceed on-time performance goals.
Charge First-Class Mail rates for Ballot Mail because service is comparable to or exceeds First-Class Mail service.
$15,400,055
Open
Disagree
Agree
2
Assess options to charge for the premium service provided for late arriving Political Mail or clarify policy around delivery expectations for this mail.
$0
Closed
Agree
3
Finalize electronic Election and Political Mail reporting tools, written expectations for their use, and user guides in advance of the next federal election season.
$0
Open
Agree
4
Use carrier data to prohibit managers from completing the delivery all clear certification before carriers leave and arrive back from their delivery duties.
$0
Open
Agree
5
Work with District Managers to develop a plan to identify hub and spoke locations, including Regional Transportation Optimization sites, and communicate operational expectations in advance of the extraordinary measures period.
$0
Open
Agree
6
Consider additional incentives for using serialized Intelligent Mail barcodes and service type identifiers for mail service providers that mail ballots.
$0
Open
Agree
7
Create a method for scanning local turnaround ballots at delivery units.
$0
Open
Disagree
8
Implement specific training for Ballot Mail service providers tailored to reducing common service performance exclusions.
$0
Closed
Agree
9
Set specific exclusion thresholds for Ballot Mail.
Repair the improperly sealed drill holes and missing weather stripping and coordinate with the contractor to validate the National Electrical Manufacturer Association 3R rating is not compromised at the Terre Haute Sorting and Delivery Center.
$0
Closed
Disagree
2
Develop data-driven mechanisms, such as tripwires, to help notify management of charger performance issues in a more automated, timely, and consistent manner.
$0
Open
Agree
3
Reiterate policy to ensure local management adheres to security protocols for asset protection, including locking the delivery gates nightly and the electrical panels.
$0
Closed
Agree
4
Require local management to replace missing exterior signage throughout the facility.
Evaluate practices contributing to the achievement of the mail processing workhour plan and determine the feasibility of implementing those practices nationwide.
$63,589,816
Open
Agree
2
Evaluate employee staffing and scheduling at mail processing facilities with declining productivity and develop a plan to right-size the complement.
$0
Open
Agree
3
Assess training needs of mail processing employees at facilities with declining productivity and address employee competency gaps.
Assess the practicality and value of establishing service standards for Postal Automated Redirection System forwarded intercept mail under Service Performance Measurement.
$0
Closed
Agree
2
Based on the results of the assessment completed in recommendation 1, if appropriate, establish service standards for Postal Automated Redirection System forwarded intercept mail.
$0
Closed
Disagree
3
Identify, address, and monitor delivery unit supervisors and carriers not following Undeliverable Marketing Mail policy.
$34,151,536
Open
Agree
4
Determine the frequency in which supervisors perform and document reviews of carrier handling and disposal of Undeliverable Marketing Mail, and implement accordingly.
$0
Open
Agree
5
Require all new carriers to receive formal training on the proper identification and disposal of Undeliverable Marketing Mail, and track compliance.
$0
Closed
Agree
6
Identify, address, and monitor delivery units with elevated rates of No Record Mail to achieve the nationwide target.
$203,003,554
Open
Agree
7
Determine the frequency in which supervisors perform and document reviews on proper handling of Carrier Identified Forward mail and verification of Change of Address forms, and implement accordingly.
$0
Open
Agree
8
Perform a root cause analysis on the inaccuracy of the PostalPro Undeliverable-as-Addressed data.
$0
Open
Agree
9
Revise Undeliverable-as-Addressed data shared to PostalPro in fiscal years 2023 and 2024 to ensure it is accurate and reliable.
$0
Open
Agree
10
Conduct annual reviews of cost and volume inputs for the PostalPro Undeliverable-as-Addressed data model to verify they are accurate and up-to-date.
$0
Open
Agree
11
Identify primary customers of PostalPro Undeliverable-as-Addressed data, evaluate the impact of inaccuracies on customers, and make necessary corrections.
Train mail clerks and supervisors on proper placarding in processing operations and verify these procedures are followed at the West Valley Processing and Distribution Center.
$0
Closed
Agree
2
Evaluate and adjust transportation schedules to reduce late and canceled trips at the West Valley Processing and Distribution Center once network changes have been implemented.
$0
Open
Agree
3
Provide training to employees on proper scanning procedures and verify supervisors are monitoring scanning to improve compliance with load and unload scan goals at the West Valley Processing and Distribution Center.
$0
Open
Agree
4
Maintain a log of broken and out-for-repair scanners to assess whether scanners need to be replaced at the West Valley Processing and Distribution Center.
$0
Closed
Agree
5
Adjust preventive maintenance windows and verify preventive maintenance is completed at the West Valley Processing and Distribution Center.
Verify that delayed Priority Mail Express pieces are documented in the Mail Condition Visualization system daily.
$0
Closed
Agree
2
Work with the Western Division Director, Logistics, to verify Priority Mail Express delays are entered in the Mail Arrival Quality/Plant Arrival Quality system and coordinate with the Arizona - New Mexico District Manager to resolve Priority Mail Express issues.
$0
Closed
Agree
3
Provide stand-up talks to management and employees on the importance of following first-in-first-out procedures and monitor for compliance.
$0
Closed
Agree
4
Coordinate with the Western Division Director, Logistics, to develop and implement a plan to verify scanning at the Phoenix P&DC is consistently completed in accordance with policy.
Update the Learning Management System to require and assign all facility managers overseeing pre-career employees to take Delivering the New Employee Experience training.
$0
Closed
Agree
2
Reiterate the importance of the 511 Initiative best practices and facility managers responsibilities to ensure national compliance and standardization of the initiative.
$0
Closed
Agree
3
Assess the benefits of the implemented Retention and Mentor Pilot programs and develop strategies to improve annual retention rates for all pre-career crafts.
$1,437,662
Open
Agree
4
Require Postal Service Forms 1750 to be tracked and monitored in the Retail and Delivery Applications and Reports system for all facilities instead of only pilot sites.
$0
Closed
Agree
5
Require all operations to use the electronic Postal Service Form 1750 web-based application once implemented.
Clarify guidance for making insourcing decisions and develop more detailed cost comparison analysis and maintain records in support of insourcing decisions.
$0
Open
Disagree
2
Insource highway contract routes when economically advantageous to the Postal Service and implement a waiver process when cost is not a main factor to insource.
$0
Open
Disagree
3
Develop a process to monitor and evaluate the operational efficiencies received from insourcing highway contract route contracts to determine if the expected benefits are being realized.
$3,226,098
Closed
Disagree
Agree
4
Require employees to complete the Postal Service Supervisor Program within one year of their initial appointment to a supervisory position, and refresher training at least every three years, and maintain appropriate records of completion.
$0
Open
Agree
5
Develop and share documentation to communicate lessons learned from the challenges faced during the Postal Vehicle Operator Pilot Program to site management at future pilot sites.
$0
Closed
Disagree
Agree
6
Include specific requirements in the job announcements for Postal Vehicle Service operator positions (i.e. starting as part-time flexible or working outside of normal business hours).
$65,328,390
Open
Disagree
7
Develop and make available the training to obtain a commercial driver's license to interested postal vehicle operators.
$0
Open
Disagree
8
Determine complement and work toward hiring the number of schedule examiners vehicle runs and dispatch coordinators needed at nationwide Postal Vehicle Service sites.
$10,936,174
Open
Disagree
9
Develop a process to ensure site management monitors the accuracy of drivers' license expirations and Department of Transportation physical due dates in the Vehicle Information Transportation Analysis and Logistics system.
$0
Open
Disagree
10
Develop controls that prohibit users from entering invalid dates into the Vehicle Information Transportation Analysis and Logistics system.
$0
Open
Disagree
11
Verify drivers received required safe driver training; and enforce policies that require managers and supervisors to maintain training records in the Learning Management System.
