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.
Enhance contracting officer oversight to ensure suppliers adhere to contract terms, particularly those for requisite product inclusion, non-response bias mitigation, and address quality assessment completion.
$74,933
Closed
Agree
2
Conduct a cost, benefit, and feasibility analysis on potential options for increasing local delivery response rates and developing more easily understood survey terminology.
Develop an oversight process to hold delivery unit management accountable for submitting edit books timely and revise policy as needed.
$0
Closed
Agree
2
Develop a comprehensive training on the edit book process for new rural carriers. Additionally, develop refresher training and implement a plan for all rural carriers to complete the training periodically.
$0
Open
Agree
3
Develop an oversight process for unit management to complete rural route inspections at least annually, to validate the accuracy of edit book activity in accordance with Postal Service policy.
$0
Open
Agree
4
Develop a plan and update policy to require the use of the electronic system when submitting edit book updates.
$0
Open
Agree
5
Determine the feasibility of developing an all-electronic edit book to replace current physical edit books. If feasible, develop a plan and implement policy requiring the use of electronic edit books.
Update the purchasing policy regarding purchase order issuance, to include, at a minimum, requirements for use of Postal Service Form 8203, signatures, and documentation retention requirements.
$0
Open
Agree
2
Develop and implement a tool, such as a checklist, to verify contracting personnel consistently complete, retain, and provide oversight of contract file documentation for each acquisition type.
$0
Open
Agree
3
Update the purchasing policy to designate and clearly describe the roles and responsibilities of each individual involved in the acquisition planning and contracting process.
$0
Open
Agree
4
Create a policy outlining comprehensive requirements to close contracts, including a checklist of closeout documentation.
Establish performance targets aligned with the key objectives of a new loyalty program and establish parameters to actively monitor progress for effective program management.
$0
Open
Agree
2
Develop a comprehensive communication strategy for a new loyalty program that promotes awareness of functionality for prospective, and once enrolled, ongoing customers.
$0
Open
Agree
3
Conduct an evaluation of customer spending requirements and discounts, related to any future loyalty program, to ensure the program's design promotes customer engagement and shipping growth
Explore and evaluate options to incentivize mailers to resolve mail exclusions.
$0
Open
Agree
2
Communicate and provide training to Full-Service mailers on the online portal and exclusion tool, and on how to identify root causes and resolve mail exclusions.
$0
Closed
Agree
3
Develop and implement a strategy to track, identify, and record Service Performance Measurement defect codes and root causes.
$0
Open
Disagree
4
Evaluate the feasibility of providing exclusion information at the mailpiece level to enable mailers to reduce Service Performance Measurement exclusions.
Develop and implement policy to ensure all future Sorting and Delivery Center plans are consistently and clearly communicated and stakeholders are given the opportunity to report concerns.
$0
Closed
Agree
2
Develop a plan to ensure restroom, breakroom and locker room construction projects are completed prior to opening Sorting and Delivery Centers, or that there are acceptable alternatives, given the number of employees impacted, and that the alternatives meet all health and safety requirements.
$0
Open
Agree
3
Evaluate whether construction projects related to the seven facilities were completed and develop a plan to address all outstanding construction and safety issues.
$0
Open
Agree
4
Identify the cause of late Post Office Box up-times and take necessary action to ensure up-times are met. Additionally, develop a plan to mitigate issues with Post Office Box up-times prior to opening future S&DCs.
$0
Open
Agree
5
Require documentation be maintained to verify sort programs are updated, loaded, and tested prior to opening new Sorting and Delivery Centers.
Extend the tracking and compliance reporting period for capital projects, based on asset type and dollar amount, to better assess the project's success.
$0
Open
Agree
2
Develop a centralized repository enabling management to access pertinent project documentation for effective tracking and reporting.
Document Priority Mail Express delays in the Mail Arrival Quality/Plant Arrival Quality system and coordinate with the Louisiana District Manager to resolve the Priority Mail Express issues.
$0
Open
Agree
2
Develop and implement a process to verify delayed mail count procedures are followed.
$0
Closed
Agree
3
Coordinate with plant management to train clerks and supervisors at the New Orleans Processing and Distribution Center on proper mail flow procedures in processing operations and verify these procedures are followed.
$0
Closed
Agree
4
Initiate the corrective action process with contractors not meeting their delivery schedules, as required by the Postal Operations Manual.
$0
Closed
Agree
5
Coordinate to develop and implement a plan to verify load scanning at the New Orleans Processing and Distribution Center is consistently completed in accordance with policy.
$0
Open
Agree
6
Verify all drivers are using wheel chocks at the New Orleans Processing and Distribution Center.
Develop and execute a plan to evaluate Automated Guided Vehicle locations, and require and monitor usage to improve performance.
$28,832,154
Open
Agree
2
Train and share best practices and usage goals with personnel at processing facilities that will have Automated Guided Vehicles to improve performance.
$0
Open
Agree
3
Direct responsible personnel to confirm the accuracy of Automated Guided Vehicle capital asset listings and update information in the Solution for Enterprise Asset Management system and maintenance system records.
Instruct the Philadelphia P&DC to
perform and confirm completion of all required preventive maintenance on a consistent basis on the ADUS at Paschall Station
$0
Closed
Agree
2
Provide ongoing informal training for
SDUS clerks by a subject matter expert or on-the-job trainer at the unit, where the trainer can instruct personnel in the
proper procedures for daily preventive maintenance for the SDUS.
$0
Open
Agree
3
widely distribute - to include delivery units with package sorting equipment - a policy on the proper usage of emergency stop buttons.
$0
Closed
Agree
4
Develop a plan to provide the delivery units visited with the resources needed to effectively run their operations, and in the interim, develop a plan to best use the resources on hand, taking into account optimal start times for machines based on employee availability and mail volume.
$0
Closed
Agree
5
Require anyone assigned to operate package sorting machines within delivery units to receive training on the proper operation of that machine - including start up and shut down procedures and inducting mail onto the machine.
$0
Closed
Agree
6
Complete the ongoing project to effectively track and document changes, including the deployment of new equipment across the Postal Service network, to ensure that all machines are entered into eMARS timely.
$0
Closed
Agree
7
Consider directing local management at the four delivery units visited to develop and maintain a method of communication between operations and maintenance personnel to improve transfer of knowledge of identified issues and solutions.
$0
Closed
Agree
8
Instruct local management at the four delivery units visited to improve communication - to include the use of huddle boards - and oversight of package sorting machine performance to increase efficiency of the operation.
$0
Closed
Agree
9
Periodically reinforce to personnel at the four delivery units visited the need to open a MTSC ticket with complete and accurate information of identified maintenance issues, when required.
