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 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
Closed
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.
Implement an electronic review and approval function within the existing digital repository of travel documents.
$0
Closed
Agree
2
Conduct a cost-benefit analysis of either appointing personnel with full travel authority and oversight responsibility or allowing travelers to be responsible for submitting, tracking, and supporting their travel actions and expenses in eTravel.
$0
Open
Agree
3
Update the travel policy to reflect the needs of the Postal Regulatory Commission and align with agency priorities.
$0
Open
Agree
4
Create a training program about the travel process and require employees that travel to complete this training and retake as needed when changes to the process occur.
Implement weekly reviews of the Key Performance Indicators and assess penalties when performance targets are not met.
$281,973
Closed
Agree
2
Add all contractual Key Performance Indicators to the Surface Transfer Center Report Card.
$0
Closed
Agree
3
Require local Surface Transfer Center officials to submit Postal Service Form 6166 to the supplier and to Headquarters management for increased visibility and decision making when performance targets are not met.
$0
Open
Agree
4
We recommend the Vice President, Transportation Strategy, in coordination with the Vice President, Logistics, include Key Performance Indicators in future Surface Transfer Center contracts that are renewed or awarded to suppliers.
Develop and implement a process for reoccurring communication of Cremated Remains acceptance procedures to retail clerks nationwide.
$0
Closed
Agree
2
Develop and implement guidance requiring retail clerks to verify Cremated Remains are prepared and packaged in accordance with Postal Service policy.
$0
Closed
Agree
3
Update the Cremated Remains acceptance procedures requiring retail clerks to place Cremated Remains packages in individual Priority Mail Express sacks at acceptance.
$0
Open
Agree
4
Reiterate the procedures for monitoring Cremated Remains and develop a process for validating that In-Plant personnel review the Informed Visibility report daily for delayed Cremated Remains packages in accordance with policy.
$0
Closed
Agree
5
Evaluate the feasibility of requiring customers to use the Cremated Remains kit boxes when shipping Cremated Remains and revise policy as appropriate.
$0
Closed
Agree
6
Develop a plan to ensure Cremated Remains kit boxes are readily available to customers.
