Data use is critical for all aspects of the U.S. Postal Service’s operations, including determining costs and setting prices. That’s why data systems need to be accurate and reliable.
Our recent audit...Read More
The OIG makes recommendations to the United States Postal Service to correct deficiencies and encourage improvements in the safety, economy, efficiency, and management of the Department’s programs and operation.
Our report findings and conclusions explain the basis for the specific corrective actions we recommend. This Recommendation Dashboard provides more information than ever before about the current status of OIG recommendations, which we plan to update on a weekly basis.
|Fiscal Year||Report Title||Issue Date||Report Number||Financial Value||Status||Recommendation||Management Response|
|2019||Controls over Release of Personnel Information||12/14/2018||SAT-AR-19-001||$0||Open||R - 4 -- evaluate the effectiveness of the new procedures three months after they are fully operational, and annually thereafter, to identify and implement any needed changes.||Agree|
|2019||Controls over Release of Personnel Information||12/14/2018||SAT-AR-19-001||$0||Open||R - 2 -- establish a process that requires the Director of national Human Resources to conduct a monthly supervisory review of personnel information requests that ensures the requests are properly documented and their dispositions are accurate.||Agree|
|2019||Controls over Release of Personnel Information||12/14/2018||SAT-AR-19-001||$0||Open||R - 1 -- require the Privacy and Records Management Office staff to handle all official personnel files when responding to requests for personnel information until the Standing Operating Procedures HR-HQ Requests for Personnel Records are fully implemented and Human Resources Headquarters staff are fully trained on the Freedom of Information Act and Privacy Act.||Agree|
|2018||Customer Retail Experience||09/28/2018||SAT-AR-18-001||$0||Open||R - 2 -- Take steps to cultivate and integrate into daily operations at all retail units a strong retail customer service culture, including assessing individual customer service skills prior to awarding retail associate positions to adequately prepare employees to effectively engage with customers.||Disagree|
|2018||Customer Retail Experience||09/28/2018||SAT-AR-18-001||$0||Open||R - 1 -- Work with the Postal Service’s Executive Leadership Team to reevaluate the proportion of a unit’s National Performance Assessment score that is directly attributable to retail customer service at all units.||Disagree|
|2018||Customer Retail Experience||09/28/2018||SAT-AR-18-001||$0||Open||R - 3 -- Develop and provide annual customer service training for all retail associates emphasizing their role in the customer experience.||Agree|
|2018||Mail Processing Facilities Staffing||03/30/2018||NO-AR-18-004||$0||Open||R - 3 -- implement and document the Verification, Validation, and Accreditation process for the Function 1 Scheduler.||Disagree|
|2018||Mail Processing Facilities Staffing||03/30/2018||NO-AR-18-004||$420,133,963||Open||R - 2 -- include Function 1 Scheduler results in headquarters’ annual budget process.||Disagree|
|2018||Mail Processing Facilities Staffing||03/30/2018||NO-AR-18-004||$0||Open||R - 1 -- establish nationwide criteria for using Function 1 Scheduler results.||Disagree|
|2019||Oversight of Highway Contract Routes - Insurance||03/22/2019||SM-AR-19-002||$0||Open||R - 3 -- Reinforce through formal communication and refresher training, the policy for contracting officers to maintain documentation in the Transportation Contracting Support System.||Agree|