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.
verify all mail arriving at the San Juan Mail Processing Annex 3 is marked or placarded with the date it arrived at the facility and when it should be processed.
$0
Open
2
verify that delayed mail is properly reported in the Mail Condition Visualization system at the San Juan Mail Processing Annex 3.
$0
Open
3
to complete a review of Postal Vehicle Service transportation schedules and verify related actions are implemented at the San Juan Mail Processing Annexes 2 and 3.
$0
Open
4
in conjunction with the Gulf Atlantic Division Director, Processing Operations, verify mail containers all have assigned
placards and employees are consistently scanning them at the San Juan Mail Processing Annexes 2 and 3.
$0
Open
5
verify all drivers are securing trailer cargo with locks at the San Juan Mail Processing
Annexes 2 and 3.
Coordinate to develop and implement detailed procedures for updating postmasters' roles (including workload expectations) and space utilization at offices impacted by S&DC implementation. These new procedures would include specifying responsible parties and processes for analyzing office conditions, evaluating alternatives, communicating decisions, and monitoring performance.
$0
Open
Agree
2
Develop actions to better
disseminate communication to affected S&DC and spoke office postmasters about potential national performance assessment changes.
We recommend the Chief Retail and Delivery Officer and Executive Vice President, in coordination with the Chief Technology Officer and Executive Vice President, develop and implement a plan, including communication strategy and available staff, for the timely deployment and installation of mail theft initiatives nationwide.
$0
Open
2
We recommend the Chief Retail and Delivery Officer and Executive Vice President add the functionality to the Collection Point Management System to differentiate between blue collection and high security collection boxes.
$0
Open
3
We recommend the Chief Retail and Delivery Officer and Executive Vice President, when the functionality is available, direct the Vice President, Delivery Operations to update the Collection Point Management System to differentiate between blue collection and high security collection boxes in the New York 2 district.
$0
Open
4
We recommend the Vice President, Area Retail and Delivery Operations, Atlantic Area, in coordination with the New York 2 District Manager, reiterate arrow key security policies and responsibilities to managers and supervisors in Queens, NY.
$0
Open
5
We recommend the Vice President, Area Retail and Delivery Operations, Atlantic Area, require the New York 2 District Manager to confirm all arrow keys are added to the inventory in the Retail and Delivery Analytics and Reports system.
$0
Open
6
Require the New York 2 District Manager to establish procedures to complete annual safety inspections, remediate deficiencies, and document the results for blue collection and green relay boxes.
$0
Open
7
Develop a process to define roles, responsibilities, and frequency for inspecting green relay boxes, and to record and track the location and condition of green relay boxes.
Develop and execute a plan to verify that all delayed mail volume is entered into the proper system for the Bemidji Post Office.
$0
Open
Agree
2
Obtain and consider district and local management input on their ability to deliver all mail when assessing opportunities for new projected drop shipment package volume.
$0
Open
Disagree
3
Develop and implement procedures to promptly communicate to district and local management any expected new drop shipment mail volumes and start dates for large shippers.
$0
Open
Disagree
4
Coordinate with Headquarters and Central Area Human Resources personnel to identify and implement additional strategies to fill carrier vacancies at the Bemidji Post Office.
$0
Closed
Agree
5
Provide mail processing training that
includes proper mail staging processes, managing critical mail entry and clearance times, scheduling extra trucks, staffing policies, and reporting delayed mail for all district and local managers who are responsible for mail processing operations in a delivery unit.
Develop and communicate a plan with specific actions, milestones, and metrics to attract more applicants in locations with hiring challenges.
$0
Open
Disagree
2
Provide facility management an opportunity to include facility specific information when requesting a job posting to help ensure external applicants are aware of job requirements.
$0
Open
Disagree
3
Reiterate the benefits to facility management of conducting an informational session with new applicants on facility specifics and job expectations.
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
Closed
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
Closed
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
Closed
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
Closed
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.
