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.
establish milestones for realizing savings and conduct a cost-benefit of actual transportation savings and its impact on service performance, including customer demographic impacts.
Reissue Surface Visibility scanning policy, reiterating the importance of completing required "terminate" scans at via facilities, to all logistics and processing employees and certify all employees responsible for scanning have reviewed and understand their scanning responsibilities.
$0
Open
Agree
2
Require management to review daily scan data to identify problem areas and spot check those areas to correct issues and ensure required scans are performed.
$0
Closed
Agree
3
Evaluate and update the current Scanning Visibility performance metrics to better align evaluation criteria for individual units to their specific performance.
verify staffing is aligned to process mail in the manual letter operations unit for timely dispatch by the Curseen-Morris Processing and Distribution Center.
$0
Open
Agree
2
direct management to delegate an employee for manual operations to reduce the manual processing of machinable mail at the Curseen-Morris Processing and Distribution Center.
$0
Open
Agree
3
verify daily preventative maintenance is completed on all Delivery Barcode Sorter machines to increase compliance at the Curseen-Morris Processing and Distribution Center.
$0
Open
Agree
4
conduct a review at the Curseen-Morris Processing and Distribution Center to identify why delivery units are returning so much mail, take corrective actions, and use the Mail Arrival Quality/Plant Arrival Quality to communicate with delivery units about mail separation.
$0
Open
Agree
5
verify that delayed mail and missent mail are properly reported in the Mail Condition Visualization system at the Curseen-Morris Processing and Distribution Center.
$0
Open
Agree
6
complete an annual review of the Postal Vehicle Service transportation schedules and implement any schedule changes at the Curseen-Morris Processing and Distribution Center.
$0
Open
Agree
7
develop and implement a plan to verify load and unload scanning is consistently completed in accordance with policy at the Curseen-Morris Processing and Distribution Center.
$0
Open
Agree
8
take action to verify the appropriate number of placards are printed, and extra placards are canceled at the Curseen-Morris Processing and Distribution Center.
$0
Open
Agree
9
verify training is provided to clerks and supervisors responsible for registry items and the procedures for the security of registry items are followed at the Curseen-Morris Processing and Distribution Center.
$0
Open
Agree
10
verify wheel chocks are available for use at all docks and that all drivers use wheel chocks at the Curseen-Morris Processing and Distribution Center.
$0
Open
Agree
11
verify exit doors on the dock are secured at the Curseen-Morris Processing and Distribution Center.
assess the current backlog and determine whether temporary staffing is necessary to work through the backlog; develop a facility complement; and hire to fill both management and staff positions at South Houston Local Processing Center.
$0
Open
Agree
2
report delayed mail in the Mail Condition Visualization for the South Houston Local Processing Center separately from the North Houston Processing and Distribution Center and confirm its accuracy on an ongoing basis.
$0
Open
Agree
3
develop a process to communicate with and solicit feedback from local managers when developing and implementing changes to the South Houston facility as it shifts from a peak annex to a Local Processing Center.
$0
Open
Agree
4
in conjunction with Vice President, Regional Processing Operations Western, analyze current transportation schedules at the South Houston Local Processing Center and implement appropriate changes to reduce dock congestion, minimize delayed mail, and facilitate safety on the workroom floor.
$0
Open
Agree
5
develop a comprehensive list, prioritize, and address the safety, security, and maintenance issues identified at the South Houston Local Processing Center.
$0
Open
Agree
6
reiterate the process for using existing channels to report significant processing delays to Postal Service customers.
Continue to document the issues identified and actions taken to address issues in post implementation reviews of Regional Processing and Distribution Center (RP&DC) conversions, and use the cumulative lessons learned when activating future RP&DCs.
$0
Open
Agree
2
Develop procedures to identify and mitigate challenges at facilities scheduled to become a Regional Processing and Distribution Center before launch.
$0
Open
Agree
3
Coordinate the training of Richmond Regional Processing and Distribution Center (RP&DC) management on how to engage and lead team members and provide adequate supervision of operations, and deploy management training at future RP&DC sites prior to launch.
$5,021,051
Open
Agree
4
Develop a scorecard to track service performance and include it as a measure of success at both the Richmond Regional Processing and Distribution Center (RP&DC) and when implementing future RP&DCs.
$0
Closed
Agree
5
Align transportation schedules to operations and validate with local management before launching Regional Processing and Distribution Centers.
$2,948,034
Open
Agree
6
Direct personnel to record omitted trips in the data systems and pursue recovery of payments for cancelled trips at the Richmond Regional Processing and Distribution Center.
$115,690
Open
Agree
7
Train all management personnel in the Richmond region to understand and perform their roles and responsibilities as stated in the Richmond Regional Processing and Distribution Center integrated operating plan.
$0
Open
Agree
8
Implement a process to communicate with and solicit feedback from affected managers when developing plans for and implementing future Regional Processing and Distribution Centers.
$0
Open
Agree
9
Update Handbook PO-408 to include the definition of service area, and clearly define when Mail Processing Facility Reviews are required.
$0
Open
Agree
10
Communicate any impacts to customers when permanently moving processing operations of a three-digit ZIP Code to another processing facility.
Update the Equipment Relocation, Modification, and Excessing Requests Process and the Machine Removal Checklist to incorporate accurate roles and responsibilities for mail processing equipment relocations for losing and gaining facilities.
$0
Closed
Agree
2
Document the updated Equipment Relocation, Modification, and Excessing Requests Process and the Machine Removal Checklist in Postal Handbook AS-701 and the Material Accountability Officer Guidebook.
$0
Open
Agree
3
Develop a process to communicate clear and consistent procedures for the machine relocation process, including roles and responsibilities, to local management at the gaining and losing facilities impacted by the Regional Processing and Distribution Center transitions.
$0
Closed
Agree
4
Instruct responsible parties to verify all relocated mail processing equipment has an accurate capital property identification label affixed and the label remains affixed for the life of the asset, in accordance with Postal Handbook AS-701.
provide sufficient management oversight of staff at the Dockweiler and Downtown Long Beach Stations and the Inglewood Carrier Annex to deliver all committed mail daily.
$0
Closed
Agree
2
verify that management at the Dockweiler and Downtown Long Beach Stations and the Inglewood Carrier Annex conduct mail sweeps and enter all delayed mail into the Delivery Condition Visualization system accurately.
$0
Closed
Agree
3
verify that management at the Inglewood Carrier Annex develop a plan to train carriers to complete PS Forms 1571 and supervisors to review and report information included on the forms.
$0
Closed
Agree
4
verify that management monitors the timely return of Certified Mail to senders at the Dockweiler and Downtown Long Beach Stations.
$0
Closed
Agree
5
verify unit management review package scanning performance data daily and enforce compliance at the Dockweiler and Downtown Long Beach Stations and Inglewood Carrier Annex.
$0
Closed
Agree
6
verify carriers use firm sheets for all delivery points that receive 25 or more packages a day at the Downtown Long Beach Station.
$0
Closed
Agree
7
develop and execute a plan to verify arrow keys are properly accounted for and managed, and confirm missing keys are reported to the U.S. Postal Inspection Service at the Dockweiler and Downtown Long Beach Stations and Inglewood Carrier Annex.
$0
Open
Agree
8
provide training to managers and clerks responsible for arrow key security at the Dockweiler Station and Inglewood Carrier Annex.
$0
Closed
Agree
9
verify that management complete records of disallowed time and unauthorized overtime in TACS at the Dockweiler and Downtown Long Beach Stations and the Inglewood Carrier Annex.
$0
Closed
Agree
10
verify that management establish and secure files for documenting timekeeping records at the Dockweiler and Downtown Long Beach Stations and the Inglewood Carrier Annex.
$0
Closed
Agree
11
verify that pay adjustment certifications are attached to payroll adjustment support documentation at the Inglewood Carrier Annex.
$0
Closed
Agree
12
verify management at the Dockweiler and Downtown Long Beach Stations instruct employees to properly separate, as required, certain classes of packages when dispatching this mail to the processing facility.
$0
Open
Agree
13
verify unit management at Downtown Long Beach Station has access to and uses the proper placards for separating packages for dispatch to the processing facility.
Properly allocate resources at the manual letter and flat operations units and verify the mail is sorted in time to meet dispatch daily at the Bismarck Processing and Distribution Center.
$0
Open
Agree
2
Verify supervisors at the Bismarck Processing and Distribution Center are trained on proper mail flow procedures in processing operations and verify these procedures are followed.
$0
Open
Agree
3
Identify and implement additional strategies to fill the supervisor of distribution operations vacancy.
$0
Open
Agree
4
Train employees at the Bismarck Processing and Distribution Center on the correct trip classification and verify these procedures are followed.
$0
Open
Agree
5
Verify all drivers are using wheel chocks at the Bismarck Processing and Distribution Center.
Update Management Instruction AS-280-2021-7 to instruct district management to 1) establish appropriate timelines for communicating preparedness information to postmasters and managers in preparation for a winter weather emergency and 2) outline supplies needed at Postal Service facilities to safeguard employees.
$0
Open
Disagree
2
Reiterate authorities and responsibilities with district management and direct the Buffalo postmaster to take immediate action to close facilities when situations become life threatening during a winter weather emergency in accordance with existing policy and guidance.
$0
Open
Disagree
3
Update the policy to 1) include who is responsible for conducting an after-action report and 2) direct the individual responsible to establish timeframes for completing a formal after-action report.
$0
Open
Agree
4
1) Develop a process to verify after-action reports include lessons learned identified by all delivery units in their district and 2) incorporate the lessons learned from Winter Storm Elliott regarding essential emergency supplies into the Fiscal Year 2024 Winter Weather Readiness Toolkit.
Finalize the method for tracking contractor accident and fatality data and establish corresponding written policies and procedures, including related roles and responsibilities.
$0
Open
Agree
2
Require freight auction brokers to report subcontractor authorization and vetting and develop a system of record to maintain the reported results.
$0
Open
Disagree
3
Clarify, communicate, and enforce subcontractor authorization guidance for highway contract route contractors and terminate contractors who are non-compliant.
$0
Open
Agree
4
Develop requirements and implement a mechanism to track highway contract route contractors and the subcontractors they utilize.
$0
Open
Disagree
5
Communicate and create a mechanism to validate the use of team drivers for trips that exceed 500 miles, update freight auction statements of work, and terminate contractors who are non-compliant.
$0
Open
Disagree
6
Define freight auction applicability to Management Instruction PO-530-2009-4, Section 19 " Special Circumstances.
$0
Open
Disagree
7
Update and enforce freight auction guidance and include at minimum a process to verify driver history.
