OIG’s Office of Audit 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 audit 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
2016 Continuous Improvement of Mail Processing Operations 09/29/2016 NO-AR-16-012 $0 Open R - 4 -- Direct district managers to ensure that plant managers make certain automated processing begins promptly after employees start work. Agree
2016 Continuous Improvement of Mail Processing Operations 09/29/2016 NO-AR-16-012 $465,165,928 Open R - 1 -- Reduce 11.5 million workhours from projected fiscal year 2016 levels where possible and when planning for 2017 projected workhours by evaluating operational efficiency, adjusting staffing levels/workhours to workload, and ensuring overtime workhours do not exceed budgeted levels. Agree
2016 Highway Contract Route Survey Compliance - Eastern Transportation Category Management Team 09/28/2016 NL-AR-16-005 $0 Open R - 1 -- Establish formalized annual training for administrative officials on conducting and completing Highway Contract Route surveys. Agree
2016 Highway Contract Route Survey Compliance - Eastern Transportation Category Management Team 09/28/2016 NL-AR-16-005 $237,277,604 Open R - 2 -- Develop a centralized management tool for administrative officials to report and contract officers to manage Highway Contract Route survey compliance. Agree
2016 Postmaster Cost Segment 09/08/2016 CP-AR-16-010 $0 Open R - 3 -- Communicate to the Postal Regulatory Commission the status of the Post Office Structure Plan and develop a timeline and approach for updating the postmaster variability study. Agree
2016 Mail Processing and Transportation Operational Changes 09/02/2016 NO-AR-16-009 $0 Open R - 2 -- Develop and implement a strategy to improve mail processing productivity in the new operational window before any additional nationwide operational changes or consolidations are implemented. Agree
2016 Mail Processing and Transportation Operational Changes 09/02/2016 NO-AR-16-009 $0 Open R - 1 -- Re-evaluate and update the projected operational and transportation financial impacts associated with the operational window change. Agree
2016 Mail Processing and Transportation Operational Changes 09/02/2016 NO-AR-16-009 $0 Open R - 4 -- Create and use a nationwide system to track and report the amount, cause, and origin of late arriving mail. Agree
2016 PostalOne!-Business Customer Support System Availability 08/10/2016 IT-AR-16-010 $0 Open R - 6 -- Develop a plan to calculate PostalOne!-Business Customer Support System availability in accordance with best practices and include blackout maintenance hours on the daily chief information officer scorecards reported to the Postal Service Executive Leadership Team. Agree
2016 Package Processing Machine Capacity 07/01/2016 NL-AR-16-003 $230,362,977 Open R - 1 -- Develop a plan to operate package processing machines at full operational performance levels in order to reduce the amount of manual processing and to support continued package growth. Agree

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This Recommendation Dashboard provides information on recommendations that the Postal Service can address without external party action. To view closed recommendations, click here. Also, click here to see recommendations that may require additional action by external parties.

Audit Directorates