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.
Should program Destination Delivery Unit scanners to automatically identify mis-shipped packages dropped at the facility in error.
$0
Closed
Agree
2
Should program the package tracking software to automatically apply mis-shipped scans to packages dropshipped at plants but manifested at a rate associated with a different type of facility.
$0
Open
Disagree
Agree
3
The Vice President of Processing Operations should communicate procedures to identify containers of mis-shipped packages at plants until equipment or systems can identify these packages.
$0
Closed
Agree
4
The Vice President of Technology Applications, in coordination with the Vice President, Chief Data and Analytics Officer, should develop a reliable software-based indicator that identifies where and when the Postal Service first took custody of a package.
$0
Open
Agree
5
The Vice President of Technology Applications should design and implement the USPS SHIP system to analyze package data that identifies Parcel Select packages dropped at the wrong location and flags them for additional postage due.
$ -
Open
Agree
6
The Vice President of Delivery Operations, in coordination with the Vice President of Retail and Post Office Operations, the Vice President of Engineering Systems, the Vice President of Technology Applications, and the Executive Director of Product Solutions should enforce the nonmailable package fee collection policy by implementing an automated fee collection system for nonmailable packages dropped at Destination Delivery Units, or implementing an alternative solution.
$9,523,371
Open
Agree
7
The Vice President of Delivery Operations, in coordination with the Vice President of Retail and Post Office Operations, should issue clear instructions to delivery units regarding how to identify and handle packages over mailable limits.
$0
Closed
Agree
8
The Vice President of Pricing and Costing in coordination with the Executive Director of Product Solutions should evaluate whether the $100 overweight/oversized fee policy is sufficient to deter shippers from dropping nonmailable packages.
Reiterate policy requiring project managers to transfer expense purchase card supporting documents to credit card approving officials, and for credit card approving officials to maintain the supporting documents for the duration of the retention period.
$756,799
Closed
Agree
2
Create a centralized, electronic repository for storing facility repair supporting documentation.
$0
Open
Agree
3
Establish guidelines and best practices to require project managers to identify and combine related service ticket requests and solicit contracts for projects that exceed expense purchase card authority threshold.
$0
Closed
Disagree
Agree
4
Establish guidelines and controls to monitor the use of batch payments.
Develop and distribute nationwide policy that addresses personal belongings on the workroom floor.
$0
Open
Agree
2
develop periodic internal mail theft awareness training for all employees assigned to mail processing facilities, including new acting or permanent supervisors.
$0
Closed
Agree
3
identify all cameras not functioning and develop a plan to restore them to operational status.
$0
Open
Agree
4
develop and implement a strategic, nationwide plan that includes continuous monitoring of the operational status of cameras and diagnosing and addressing camera failures timely.
Develop an approach for including pertinent financial (i.e., costs and savings) and sustainability impact data in its Vehicle Acquisition Strategy and related contingencies.
Develop a process to monitor sorting and delivery center management's consistent use of the Mail Arrival Quality/Plant Arrival Quality system to report issues with the mail arrival profile.
$0
Closed
Agree
2
Develop a training for all sorting and delivery center supervisors specific to the network changes/impacts, including techniques to properly supervise route performance, and require all sorting and delivery center supervisors to complete.
$1,420,862
Open
Disagree
Agree
3
Clearly define the parameters for appropriate staffing levels at sorting and delivery centers to meet the Small Delivery Unit Sorter operational throughput goal.
$0
Closed
Disagree
Agree
4
Develop a plan for sorting and delivery centers to maintain the correct number of staff, aligned properly across the various processing tasks, for the Small Delivery Unit Sorter.
$0
Closed
Disagree
Agree
5
Develop an automated process within the Rural Route Evaluation Compensation System to make necessary adjustments to reduce the number of overburdened rural routes.
$0
Closed
Disagree
Agree
6
Finalize the ongoing review of sorting and delivery center routes and make necessary adjustments to reduce the number of overburdened rural routes.
Provide oversight and implement additional monitoring controls that verify Election and Political Mail policy and procedures are being followed at all facilities. controls that verify Election and Political Mail policy and procedures are being followed at all facilities.
$0
Closed
Agree
2
Update the Operational Clean Sweep Search Checklist to include the Low-Cost Reject Encoding Machine and manual operation areas.
$0
Closed
Agree
3
Work with Divisional Directors and District Managers at all the facilities to provide stand-up talks and training to all employees and maintain evidence the training was conducted as well as post the stand-up talks and relevant procedures around the workroom floor.
$0
Closed
Agree
4
Clarify the pitch-catch-clear process to include timeframes and the elections for which this process is required.
$0
Closed
Agree
5
Develop and implement a process for delivery units to segregate Election Mail identified as Postal Automated Redirection System Mail prior to sending it back to a mail processing facility.
$0
Closed
Disagree
Agree
6
Evaluate the postmarking policy and adjust as necessary to ensure that all mail-in ballots receive a postmark.
$0
Open
Disagree
Agree
7
Clearly communicate the postmarking policy to all operations.
$0
Closed
Agree
8
Develop and implement a plan to communicate Election and Political Mail processing, transportation, and delivery processes to any facilities impacted by the Local Transportation Optimization initiative, including those with mail that crosses state lines.
$0
Closed
Agree
9
Create a plan so that the Regional Processing and Distribution Centers have appropriate procedures and resources in place to prioritize election and political mail processing.
$0
Closed
Agree
10
Pause implementation of Delivering for America initiatives during September through November 8, 2024.
Establish informed baselines for future sites that align with schedule management best practices.
$0
Closed
Disagree
Agree
2
Improve schedule management for charging station construction by using a project management system and related analytics to record dynamic updates, centralize information, and analyze performance to inform future construction baselines.
$0
Open
Agree
3
Evaluate whether contractual assistance is needed for its deployment effort, including aligning the Postal Service's schedule management with best practices.
Prioritize and evaluate the incentive programs identified during our audit into existing planning processes.
$8,718,000
Closed
Agree
2
Evaluate the feasibility of continuously monitoring incentive program participation at facilities with future electric vehicle and charging infrastructure deployments, to include conducting cost-benefit analysis and enlisting the possible use of contractors to support this action.
Create a comprehensive plan to manage legacy systems to include defining legacy systems according to best practices, identifying all legacy systems, and developing a plan of action and milestones to enforce timely mitigation of identified risks related to legacy systems.
$0
Closed
Disagree
Agree
2
Mitigate identified risks for all legacy systems, develop a plan of action and milestones to enforce timely mitigation of identified risks related to legacy systems and report the status of mitigations as defined in the Corporate Information Security Office's plan of action and milestones to the Corporate Information Security Office.
