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.
Develop procedures to ensure survey responses are properly completed and reviewed in a timely manner and that managers are held accountable for when units are closed without valid justification.
$0
Open
Disagree
2
Develop an automated tool for notifying field staff in real-time when units open late or close early and sending justification requests to local staff.
$0
Open
Disagree
3
Develop system capabilities for recording, analyzing, reporting, and retaining data on units that open late or close early.
$0
Open
Disagree
4
Develop procedures to ensure justification responses are properly completed and reviewed in a timely manner and that managers are held accountable when units open late or close early.
$0
Open
Disagree
5
Augment suspension-related policies to include strategies for periodically and regularly communicating suspension statuses to impacted customers.
$0
Open
Disagree
6
Establish accountability mechanisms, such as timeliness targets, for resolving suspensions in a timely manner and for monitoring performance.
$0
Open
Disagree
7
Develop mechanisms to require Postmasters to properly update the status of suspended units to be displayed publicly on USPS.com.
Complete an analysis and realignment of processing operations staff to improve efficiency and meet clearance time targets at the Omaha Processing and Distribution Center.
$0
Open
Agree
2
Implement a plan for supervisors to hold employees accountable for their performance, promote supervisor engagement with employees, and provide supervisor training to the remaining two supervisors at the Omaha Processing and Distribution Center.
$0
Open
Agree
3
Develop and implement a plan to verify thorough preventative maintenance is performed on all mail processing equipment at the Omaha Processing and Distribution Center.
$0
Open
Agree
4
Develop and implement a plan to verify employees attach accurate placards on mail transportation equipment at the Omaha Processing and Distribution Center.
$0
Open
Agree
5
Use the Mail Arrival Quality/Plant Arrival Quality system at the Omaha Processing and Distribution Center to communicate and resolve mail arrival quality issues with delivery units and other processing facilities.
$0
Open
Agree
6
Conduct a study to determine the feasibility of replacing or refurbishing the freight elevators at the Omaha Processing and Distribution Center for improved service.
$0
Closed
Agree
7
Verify that the Omaha Processing and Distribution Center has sufficient trailers to accommodate its mail transport needs.
$0
Closed
Agree
8
Coordinate with the Midwest Division Director, Processing, to develop and implement a plan to verify supervisors monitor and enforce scanning to improve compliance with the load and unload scanning goals at the Omaha Processing and Distribution Center.
Develop a mechanism to identify all applicable charges when calculating postage due to incorporate into its automated calculations.
$0
Open
Agree
2
Incorporate large and oversized package charges into postage due calculations for return-to-sender packages.
$21,376,852
Open
Agree
3
Retroactively invoice return addressees for large package charges that should have been paid.
$24,617,947
Open
Disagree
4
Electronically link the payment of postage due to the specific packages for which the payments are based.
$0
Open
Agree
5
Further automate the postage due calculation and collection process for undeliverable packages, using weights and dimensions captured by mail processing equipment.
$0
Open
Agree
6
Assess which delivery units need additional equipment, including scales, and provide it to efficiently process return-to-sender packages.
$0
Open
Disagree
7
Provide updated training and corrected guidance to clerks and staff on the latest policies and procedures for return-to-sender packages.
$0
Closed
Agree
8
Add reminders to the Remote Forwarding System application to prompt clerks to process and weigh packages correctly.
$0
Closed
Agree
9
Institute and enforce a policy requiring clerks and managers to restrict access to return packages that exceed the facility's interior capacity or develop other mitigation strategies.
Develop a short-term strategy for mitigating the impacts of storing E-Transits in holding lots that would include an analysis of related costs (in other words, acquisition, staffing, maintenance, transportation, and so forth) and assessment of other options such as divestment.
$0
Closed
Agree
2
Correct inconsistencies in the Fleet Management Information System (FMIS) for E-Transits in holding lots and implement internal controls to periodically assess the accuracy of E-Transit vehicle data in FMIS.
$0
Closed
Agree
3
Correct inconsistencies in preventative maintenance inspections and battery maintenance for E-Transits in holding lots and implement internal controls to periodically assess the consistency of these activities.
$0
Closed
Agree
4
Correct deficiencies associated with E-Transit deployments and implement internal controls to periodically assess compliance with related deployment procedures.
$0
Closed
Agree
5
Develop strategies and controls to ensure local holding lot staff are appropriately using applicable service contracts.
$37,058
Open
Disagree
6
Develop strategies to enhance communication of policies and procedures to E-Transit local holding lot staff, particularly related to the consistency of Fleet Management Information System data, preventative maintenance inspections, battery maintenance, and deployment.
Require the Threat Assessment Team to assess threats identified in Assault Threat Specialty Reports as jacketed cases and document them in the Threat Assessment Case Tracking system.
$0
Open
Disagree
2
Reiterate guidance to the Threat Assessment Team lead on responsibilities for reporting incidents in the Threat Assessment Case Tracking system.
$0
Open
Agree
3
Clarify and reiterate guidance to facility managers on timely reporting incidents of workplace violence to their Threat Assessment Team.
$0
Open
Agree
4
Develop and implement a process to verify outcome memos are timely provided to applicable facility managers and maintained accordingly.
Implement a plan at the Cleveland Processing and Distribution Center to ensure proper mail flow is followed and hold supervisors accountable for missed pieces.
$0
Open
Agree
2
Coordinate with the Lakeshores Division Director, Logistics to provide training to supervisors on the procedures for properly monitoring and reporting employee absences and verify that all supervisors monitor attendance at the Cleveland Processing and Distribution Center.
$0
Open
Agree
3
Complete a review of Postal Vehicle Service transportation schedules and verify related actions are implemented at the Cleveland Processing and Distribution Center.
$0
Open
Agree
4
Analyze attendance and develop a contingency plan to follow when adequate staffing cannot be met at the Cleveland Processing and Distribution Center.
$0
Open
Agree
5
Coordinate with the Lakeshores Division Director, Logistics to develop and implement a plan to verify scanning at the Cleveland Processing and Distribution Center is consistently completed in accordance with policy.
$0
Open
Agree
6
Properly reconcile the Surface Visibility scanners in Ethos at the facility and take measurable actions to retrieve all lost scanners at the Cleveland Processing and Distribution Center.
$11,500
Open
Agree
7
Develop and implement new controls to monitor and maintain an inventory of the Surface Visibility scanners at the Cleveland Processing and Distribution Center.
$11,500
Open
Agree
8
Verify all drivers are using wheel chocks at the Cleveland Processing and Distribution Center.
$0
Open
Agree
9
Repair or replace all damaged dock doors and plates at the Cleveland Processing and Distribution Center.
Require annual training for personnel responsible for reporting mail conditions to improve mail condition reporting accuracy.
$0
Open
Agree
2
In coordination with the Vice President, Technology Applications, create a line item for recording Priority Mail Express in the Mail Condition Visualization system.
$0
Closed
Agree
3
In coordination with the Vice President, Technology Applications, update policies and manuals related to condition reporting to include newly established categories and mail conversion rates in the Mail Condition Visualization system and Handbook M-32.
$0
Open
Agree
4
Reinforce inventory controls to ensure scanners are signed out and returned.
$0
Open
Agree
5
Develop and implement periodic reviews of scanner inventory.
$0
Open
Agree
6
Require a documented transportation review that tracks the root cause and planned mitigation tactics for facilities not meeting their transportation goals.
$0
Open
Disagree
7
Reiterate processes to ensure accountability over staff and contractors responsible for safety policies regarding wheel chocks, strapping of loads, and securing and locking mail being transported in trailers and cargo vans.
Automate Postal Service Form 1571, Undelivered Mail Report, for delayed mail reporting in the Delivery Condition Visualization system and require carriers to use the automated format at the end of the day to report undelivered mail.
$0
Open
Disagree
2
Develop a process to identify delivery units with a high risk of unreported or underreported delayed mail, and follow up with district management to enforce compliance.
$0
Open
Disagree
3
Develop and provide a standard work instruction that lists and links to the applicable reports and tools unit managers are required to use to monitor daily scanning compliance.
$0
Open
Disagree
4
Add instructions to the beginning of the certification screen in the RADAR system notifying supervisors of the current procedures for conducting arrow key certifications and have the system automatically generate a report notifying the U.S. Postal Inspection Service of any missing keys.
$0
Open
Disagree
5
Develop and implement program controls within the RADAR system to prevent managers from inputting inaccurate arrow key information.
$0
Open
Agree
6
Develop and implement a plan for district management to conduct targeted arrow key inventory reviews on a regular basis until new technological initiatives are fully implemented.
Reiterate policies to ensure refunds and voids are warranted and unit management is reviewing the Postal Service Form 1412 and supporting documentation.
$0
Open
Agree
2
Update to ensure the Retail Systems Software receipts used to support the amount of voided postage include the dollar amount of the postage that was voided.
$0
Open
Agree
3
Verify and ensure retail unit management is properly performing the monthly arrow key certification.
$0
Open
Agree
4
Reiterate to unit management the policies for providing adequate security for all accountable items.
