December 31, 213 Mr. Mark Dimondstein President American Postal Workers Union, AFL-CIO 13 L Street, N.W. Washington, DC 25-4128 Certified Mail Tracking Number: 713 19 2 4435 5679 Dear Mark: As information, attached is a copy of the first Post Implementation Review for the Wheeling, West Virginia Customer Service Mail Processing Center (CSMPC) Area Mail Processing (AMP). In accordance with the Non-Disclosure Agreement dated February 11, 213, the Postal Service is providing both redacted and unredacted copies of the PIR. If you have any questions, please contact Rickey Dean at extension 7412. Sincerely, /;17( Jf!. t Patrick M. Devine Manager Contract Administration (APWU) Enclosures (CA213-111)
REDACTED Type of Distribution Consolidated: Destinating Facility Name & Type: Wheeling CSMPC Street Address: 251 Chapline Street City: Wheeling State: 1/'N 5 Facility ZIP Code: 263 District: Western Pennsylvania Area: Eastern Finance Number: 55-864 Current 3 ZIP Code(s): 26 Miles to Gaining Facility: 64 Miles EXFC office: Yes Postmaster: Randal Link Senior Plant Manager: Monica Nevins (A) District Manager: Robert Cintron Facility Name & Type: Pittsburgh P&DC Street Address: 11 California Avenue City: Pittsburgh State: PA 5 Facility ZIP Code: 1529 District: Western Pennsylvania Area: Eastern Finance Number: 41-669 Current 3 ZIP Code(s): 15-154, 156, 16-162, 26 EXFC office: Yes Plant Manager: Monica Nevins (A) Senior Plant Manager: Monica Nevins (A) District Manager: Robert Cintron 3. Background Information Approval Date: October 7, 211 Implementation Date: Apr-1-213 PIR Type: 1st PIR Date Range of Data: Processing Days per Year: 31 Bargaining Unit Hours per Year: 1,742 EAS Hours per Year: 1,819 Date of DAR Factors/Cost of Borrowing/ New Facility Start-up Costs Update May 7, 21 4. Other Information Area Vice President: Vice President, Network Operations: Area AMP Coordinator: NAI Contact: Apr-1-213: Sep-3-213 Date & Time this workbook was last saved: ~...I 1_2_-_1_2-_2 1_3 2_:_3_o...~ Joshua D. Colin David E. Williams Bob Roseberry Jug S. Bedi/Barbara Brewington PIR Data Entry Page
2 2
Executive Summary PIR Type: 1st PIR Last Saved December 4, 213 Date Range of Data Apr-1-213 Sep-3-213 Losing Facility Name and Type: Street Address: City: State: Current SCF ZIP Code(s): Type of Distribution Consolidated: Gaining Facility Name and Type: Street Address: City: State: Savings/Costs 1st PIR vs Pre AMP 1st PIR vs Approved Function 1 Workhour Savings Non-Processing Craft Workhour Savings (less Maint/Trans) PCES/EAS Workhour Savings Transportation Savings Maintenance Savings Space Savings from Work hour Costs - Combined from Other Curr vs Prop from Other Curr vs Prop from Transportation HCR and Transportation PV$ from Maintenance from Space Evaluation and Other Costs Total Annual Savings Total One-Time Costs 7,388 from Space Evaluation and Other Costs Total First Year Savings Staffing Craft Position Loss PCES/EAS Position Loss from Staffing-Graff from Staffing-PCESIEAS Service Losing Current Qtr Gaining Current Qtr FCM Service Performance (EXFC & PFCM /N) 97.32% 96.58% from Setvice Performance & CSM FCM Service Performance (EXFC & PFCM 2 Day) 95.62% 97.18% from Setvice Performance & CSM FCM Service Performance (EXFC & PFCM 3 Day) Customer Experience Measurement Overall Satisfaction Residential at PFC level Customer Experience Measurement Overall Satisfaction Small Business at PFC level 95.45% 96.8% 85.55% from Service Performance & CSM from Service Performance & CSM from Service Performance & CSM 3 PIR Executive Summary
Calculatioo Befeceoces Combined Losing and Gaining Facility Data: Pre AMP Proposed 1st PIR Function 1 Workhour Costs $65,651,278 $65,2,156 $61,679,286 Non-Processing Craft Workhour Costs (less Maintenance & Transportation) $5,758,97 $5,756,72 $7,453,78 PCESIEAS Workhour Costs $8,65,457 $8,51,97 $8,18,51 Transportation Costs $1,18,69 $9,94,336 $8,87,83 Maintenance Costs $19,42,743 $19,91,876 $18,61,194 Space Savings $ $ $ Total Annual Cost $19,437,75 $18,282,538 $14,568,853 Total One-Time Costs $ $17,388 $ Total First Year Costs $19,437,75 $18,299,926 $14,568,853 Staffing Craft Position Total On-Rolls 1,285 1,273 1,15 PCESIEAS Position Total On-Rolls 85 9 7 1st PIR vs Proposed 1st PIR vs Pre-AMP!A~~roved} AMP Approved AMP Function 1 Workhour Savings $3,971,992 $3,34,87 $631,121 ($1 $2,835 Non-Processing Craft Workhour Savings (less Maint!Trans) PCESIEAS Workhour Savings $586,947 $491,588 $95,359 Transportation Savings $1,211,67 $1,97,253 $114,354 Maintenance Savings $792,549 $481,682 $31,867 Space Savings $ $ $ Total Annual Savings $4,868,222 $3,713,685 $1,154,537 Total One-Time Costs $ $17,388 Total First Year Savings $4,868,222 $3,731,73 $1,137,149 Staffing Craft Position Loss 135 123 12 PCESIEAS Position Loss 15 2 4 PIR Executive Summary
Summary Narrative Last Saved: December 4, 213 Losing Facility Name and Type: Wheeling CSMPC Current SCF ZIP Code(s): 26 Type of Distribution Consolidated: Destinating Gaining Facility Name and Type: Pittsburgh P&DC Current SCF ZIP Code(s): 15-154, 156, 16-162, 26 Background: The Western Pennsylvania District, with the assistance of the Eastern Area, has completed the First Post Implementation Review (PIR) of the Area Mail Processing (AMP) project that consolidated destinating mail from the Wheeling WV Customer Service Mail Processing Center (CSMPC), SCF 26, into the Pittsburgh PA Processing & Distribution Center (P&DC). The data for the Pre-AMP period was April 1, 21 through March 31, 211 and included all destinating operations for Wheeling except for SCF 26 manual letters, manual flats, and bundle distribution. The transfer of destinating mail was completed February 9, 213. The data for the six month PIR is April 1, 213 through September 3, 213. Financial Summa~: Combined Losing and Gaining Facility Data: Function 1 Workhour Costs Non-Processing Craft Workhour Costs (le&& Mamtanance & Tranaportatmn) PCES/EAS Workhour Costs Transportation Costs Maintenance Costs Space Savings Total Annual Cost Total One-Time Costs Total First Year Costs Pre AMP $65,651,278 $5,758,97 $8,65,457 $1,18,69 $19,42,7 43 $ $19,437,75 Proposed 1st PIR $65,2,156 $61,679,286 $5,756,72 $7,453,78 $8,51,97 $8,18,51 $9,94,336 $8,87,83 $19,91,876 $18,61,194 $ $14,568,853 $17,388 $ $18,299,926 $14,568,853 Total Annual Savings Total One Time Costs Total First Year Savings PIR vs. Pre-AMP $4,868,222 $ $4,868,222 PIR vs. Proposed $3,713,685 $17,388 $3,731,73 The PIR is showing a first year savings of $4,868,222, higher than the proposed first year savings of $1,137,149 for the AMP. These savings were affected by other concurrent activities: Greensburg PA AMP, implemented July 28, 212, with impacts to Pittsburgh's operating cost of $2,182,944. Washington PA AMP, implemented July 14, 212, with impacts to Pittsburgh's operating cost of $915,894. New Castle PA AMP, implemented August 11, 212, with impacts to Pittsburgh's operating cost of $5,621,7. Customer & delivery service operations at Wheeling contribute costs to the PIR of $1,233,874 and which are not related to the AMP. Relocation of the parcel and bundle sorting operation from the Pittsburgh P&DC to the Pittsburgh L&DC which resulted in a 3,7 48 hour transfer, equating to a savings of $2,521,372. Postal Vehicle Service (PVS) transportation is showing a savings of $833,419. This is unrelated to AMP activity. Highway Contract Route (HCR) transportation shows savings of $422,438 in HCR 26312 and was unrelated to the AMP. Adjusting for the various activities and initiatives, which total $6,176,49, the adjusted first year savings is $11,44,711. PIR Summary Narrative 5
Customer Service Considerations: The EXFC overnight, 2-day and 3-day mail service performance is shown in the workbook for Wheeling and Pittsburgh. There was a change in the sort plans to correct mail flow in the Pittsburgh facility which is clearing the mail earlier There were 2 zero bundles in PQ 2 that impacted scores. Transportation Changes: The AMP expected transportation savings of $114,354. The PIR shows a savings $1,211,67. HCR 26312 shows savings of $422,438 and was unrelated to the AMP. This route was modified due to a change in Clarksburg to Pittsburgh and unrelated to the Wheeling AMP. A zero based analysis of PVS operations was performed in Pittsburgh in May 213. There are currently vacant motor vehicle positions at Pittsburgh resulting in PVS savings of $833,419 which is unrelated to the AMP. Adjusting for the non-related impacts totaling $1,255,857, transportation for the PIR period shows costs of approximately $158,64 (PIR vs Proposed). These higher than expected costs are for changes that were necessary to ensure operating plan performance for timely processing of all originating and destinating volumes. Staffing Impacts: The approved AMP proposed a net reduction of 12 craft positions and an increase of 5 management positions. The increase in management positions was to bring the authorized complement up to onrolls complement Data at the end of the first PI R shows a net reduction of 135 craft positions and 15 management positions. The craft employee reduction is impacted by the clerk retirement incentives, especially in the Pittsburgh P&DC. There are 15 management positions vacant at the Pittsburgh P&DC, some of which is impacted by the plant management realignment PIR Summary Narrative 6
I UIJC::>::>IIIIj IVIctllctljCIIIt;lll Pre AMP First PIR Management MDOs+SDOs to MDOs+SDOs to to Craft SDOs to Craft Craft SDOs to Craft Craft Ratios (1 :25 target) ( 1 :22 target) (1 :25 target) (1 :22 target) Wheeling NA NA N/A N/A ~~~~--~----------~------------~----1:_28 Pittsburgh 1:32 1:27 ~ 1_:2_5 == Maintenance Impacts: The PIR shows an additional $481,682 of savings over the Proposed AMP. This is after additional costs in LDC 36 in the Pittsburgh P&DC due to other concurrent AMPs with Pittsburgh P&DC as the gaining site. Maintenance training in the P&DC has shown a higher than expected increase. LDC 38 is showing an increase over proposed in Wheeling. Maintenance staffing is expected to increase at the Pittsburgh P&DC. This additional staffing may impact the final PIR costs. Equipment Relocation and One-Time Facility Costs: There was a projected one-time cost of $17,388 for equipment relocation. The two DBCSs from Wheeling were moved to Pittsburgh with local staff. No costs were charged to the AMP. PIR Summary Narrative 7
Service Performance and Customer Satisfaction Measurement Last Saved: December 4, 213 Losing Facility: Wheeling CSMPC District: Western Pennsylvania PIRType: 1stPIR Implementation Date: 4/1/13 Overnii;iht.. 2oay 3 Day Fiscal Quarter Percentage Percentage Percentage ' Before AMP After AMP 3 212 9465%~6% 94.% 4 212 1.% 9% 94.71% 1 213 9.48% 96.37% 93.77% 2 213 94.9% 97.5% 94.97% 3 213 97.12% 97.15% 94.81% 4 213 97.32% 95.62% 95.45% 1 214 2 214 Gaining Facility: Pittsburgh P&DC District: Western Pennsylvania Overnight 2 Day 3 Day After AMP (15) Notes: Customer Satisfaction Measurement (CSM) became Customer Experience Measurement 21. Data reflects most recently completed quarter available in GEM. 89.76% Overall Satisfaction (Overall Experience) 91.45% Satisfaction with Receiving (Experience with receiving) 9.81% Satisfaction with Sending (Experience with sending) 86.9% Satisfaction with most frequently visited PO (Experience with most frequently visited PO) Q16a 52.93% 55.89% Satisfaction with most recent contact with USPS (Experience with most recent contact witt ; ::..:.19:: ;8:,:2:.;;.::.;3:..:'1<.::.'--'---8::.4.:;..:;.75::.':.::Yo_-lLikely to recommend the USPS 8 PIR Service Performance and Customer Satisfaction Measurement
L Combined Facilities I Workhour Costs - Combined Facilities last Saved December 4. 213 PIR Type":.::_ :... ~:.,"~,-=:::--- ~.. ~~..:._-;:-,"., Type of Distribution Consolidated: Dest_inating Date Range of Data: ~-~pr-1-~~-~~ to Sep...J~~.. --- PlR Work hour Costs.. Combined Facilities
P1R Workhour costs- Combined Facilities
PlR Workhour Costs- Combined Facilities
(27)NOTES:~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ (i!v1/4/26 12 P!R Workhour Costs- Combined Facilities
Losing Facility: Wheeling CSM _ - ------- -----~ ~ --- -- Workhour Costs -Losing Facility Las! Saved De<.:ember 4, 213 PIR Type": ::~.~, 1 ~'om-:-::c::::::::~;.-;;:::::::;<:::::-c:; :: Type of Distribution Consolidated: Destinating Date Range of Data: Apr-{)1-2~.:2. to ~.-p-3-213 PlR Workhour Costs - Losing
14 P!R Workhour Costs.. Losing
Gaining Facility: Pittsburgh P&.~.~ Workhour Costs -Gaining Facility last Saved December4. 213 PIR Type'":.)..::..~: r'",.."'"' _,,.,. ~ ~ Type of Distribution Consolidated: Destinating Date Range of Data: -~r-1-213 to -~e:~.?~-"--- PlR Workhour Costs- Gaining
P!R Workhour Costs -Gaining
PlR Workhour Costs -Gaining
(27)NOTES:~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~=~~~~~~~~~ 18 P!R Workhour Costs- Gaining
I Other Workhour Move Analysis I Pl R Other Work hour Costs
2 P!R Other Workhour Costs
PI R Other Work hour Costs
22 PI R Other Workhour Costs
23 PIR Other Workhour Costs
24 P!R Other Workhour Costs
Staffing - Craft Last Saved: December 4, 213 PIR Type: 1st PIR Data Extraction Date: 9/24/13 Craft Positions Losing Facility: Wheeling CSMPC Finance #: 55-864 (1 J (2) (3) (4) (5).. (6 (7) I (8) (9) Non-Career On-Rolls Part Time On-Rolls Full Time On-Rolls Total On-Rolls PreAMP 1st PIR PreAMP 1st PIR PreAMP 1st PIR PreAMP Proposed 1st PIR Function 1 -Clerk 15 15 Function 4- Clerk % 3 3 13 17 16 26 2 Function 1 - Mail Handler 2 5 7 Function 4 - Mail Handler 2 2 Function 3A- Vehicle Service Function 38 - Maintenance 9 4 9 5 4 Functions 67-69- Lmtd/Rehab/WC Other Functions I Ol o I 47 5 51 51 5 --- :::=oo-c; 1 Variances Total On-Rolls (1) (11) Change 1st PIR vs 1st PIR vs Analysis Pre AMP Proposed Positions (22) (6) Percent 22% 7.3%.' Total I 31 5 2 89 71 98 82 76 Gaining Facility: Pittsburgh P&DC Finance #: 41-669 {12) (13) (14) (15) {16) (17) (18) I (19) (2) Craft Positions Non-Career On-Rolls Part Time On-Rolls Full Time On-Rolls Total On-Rolls Pre. AMP 1st PIR PreAMP 1st PIR PreAMP 1st PIR PreAMP Proposed 1st PIR Function 1 - Clerk 63 76 447 363 51 513 439 Function 1 - Mail Handler 41 72 1 346 3 388 388 372 Function 3A -Vehicle Service 14 11 79 7 93 93 81 Function 38 - Maintenance 11 191 165 191 192 176 Functions 67-69- Lmtd/Rehab/WC ill 3 3 3 3 3 Other Functions I o I 2 3 --- 2 2 3 Total I 118 17 1 1,68 94 1,187 1 '191 1,74 ~ 1 Variances Total On-Rolls,..,,_,_,_,.-;:,_,..,.,, (21) (22) I (23) I (24) I Change 1st PIR vs 1st PIR vs Analysis 1st PIR vs Pre AMP 1st PIR vs Proposed Pre AMP Proposed I I I ' ' ' Percent -9.5% -9.8% (Above numbers are carried forward to the Executive Summary) rev 4/5/1 ; Total Craft Position Loss: L,_,_~:_~,j, 1 ::_, j Positions _i1_13) (117) 25 PIR Staffing -Craft
Staffing- PCES/EAS Last Saved: December 4, 213 PIR Type: 1st PIR Losing Facility: Wheeling CSMPC Data Extraction Date 91241213 Finance#..:5:.:5...:-8:.:6.:.4: _ PCES/EAS Positions Authorized Staffing On-Rolls (i) (2) (3) (4) (5) (6) (7) Line Position Title Level Pre_AMP 1st P!R 1 POSTMASTER EAS-22 1 1 2 MGR MAINTENANCE EAS-17 1 3 SUPV CUSTOMER SERVICES EAS-17 3 3 4 5 6 7 8 9 1 11 =±±= 12 13 14 15 16 17 18 I 19 2 ' 21 22 I 23 I 24 25 26 27 28 29 3 31 32 33 34 35 36 37 38 39 4 41 42 43 44 45 46 47 48 49 5 51 52... 53 54 55 56 I 57 58 59 6 Totals 5 4 PreAMP Proposed 1st P!R 1 1 1 1 1 3 2 I.. ','... I! : : :," :. ---... ' r... 3 4 3 ~><I Variances Total On~Rolls (15) (16) Change 1st PIR vs 1st PIR vs Analysis PreAMP Proposed 26 Positions (1) Percent.% -25.% PIR Staffing- P ES/EAS
Gaining Facility: Pittsburgh P&DC Finance #...:4..:.1.::.6.=-6:.:9: _ Data Extraction Date: 91241213 PCES/EAS Positions Authorized Staffing On-Rolls (19) (2) (21) (22) (23) (24) (25) Line Position Title Level PreAMP 1st P!R PreAMP Proposed 1stP!R 1 SR PLANT MANAGER (1) PCES-1 1 1 1 2 MGR IN-PLANT SUPPORT EAS-25 1 1 1 1 3 MGR MAINTENANCE (LEAD) EAS-25 1 1 1 1 1 4 SR MGR DISTRIBUTION OPERATIONS EAS-25 1 1 1 5 MGR DISTRIBUTION OPERATIONS EAS-24 2 2 2 2 2 6 MGR MAINTENANCE OPERATIONS EAS-23 3 3 3 3 7 MGR TRANSPORTATION/NETWORKS i EAS-23 1 1 1 1 8 MGR DISTRIBUTION OPERATIONS EAS-22 3 1 3 3 2 ±=± 9 OPERATIONS INDUSTRIAL ENGINEER (FI EAS-22 2 2 2 2 1 OPERATIONS INDUSTRIAL ENGINEER (FI EAS-21 1 3 1 11 MGR MAINT ENGINEERING SUPPORT EAS-2 1 1 1 1 1 12 MGR MAINTENANCE OPERATIONS SUPPT EAS-2 1 1 1 1 1 13 OPERATIONS SUPPORT SPECIALIST EAS-2. 1 2 1 1 1 14 MAINTENANCE ENGINEERING SPECIALIST EAS-19 1 1 1 1 1 15 MGR FIELD MAINT OPRNS (LEAD) EAS-19 1 1 1 1 1 16 MGR PVS OPERATIONS EAS-19 1 1 1 17 NETWORKS SPECIALIST EAS-18 1 1 1 1 18 OPERATIONS SUPPORT SPECIALIST EAS-18 3 3 3 3 19 OPERATIONS SUPPORT SPECIALIST EAS-17 5 5 4 5 3 2 SUPV DISTRIBUTION OPERATIONS EAS-17 36 34 35 35 28 21 SUPV MAINTENANCE OPERATIONS EAS-17 12 14 12 12 9 22 SUPV MAINTENANCE OPERATIONS SUPPOR EAS-17 1 1 1 1 23 SUPV TRANSPORTATION OPERATIONS EAS-17 5 4 4 5 4 24 NETWORKS SPECIALIST EAS-16 1 1 1 25 SECRETARY (FLO) EAS-12 1 1 1 26 PLANT MANAGER (MAJOR) PCES-1 1 27 LEAD SR MGR DISTRIBUTION OPERATION EAS-26 1 28 OPERATIONS INDUSTRIAL ENGINEER (FI EAS-23 1.. 29 MGR DISTRIBUTION OPERATIONS EAS-2 1 3 NETWORK SPECIALIST EAS-17 2 31 ADMINISTRATIVE ASSISTANT (FLO) EAS-12 1 1 32 33 34 35 36 37 38 39 4 41 42 43 44. 45 46 47 48 49-5 51 52. 53 54 55 56 57 58 59 6.. Totals 1$7 _!1_2 ~. ~6 67 ~ Variances Total On Rolls (33) (34) Change Analysis 1st PIR vs Pre AMP 1st PIR vs Proposed 27 Positions (15) (19) Percent -18.3% -22.1% r,_,_,_,_,_,_,_,_,..,.,_,_,_,_,_,_,_1_,_,_,_,_,_,_,, j Total PCES/EAS' ( 371 ' ( 381 ' j Position Lossj 15 j 2 j ~,_,_,_,_,_,_,_,_,~,_,_,_,_,_,_,_j_,_,_,_,_,_,_~ (Above numbers are carried f1ward to the Executive Summary) PIR Staffing PCES/EAS
c Transportation - PVS Last Saved: December 4, 213 PIR Type: 1st PIR Date Range of Data: Apr-1-213 --to -- Sep-3-213 Losing Facility: Wheeling CSMPC Finance Number: _5_5_-8_6_4 (1) (2) (3) (4) Variance 1st PreAMP Proposed 1st PIR PIR vs Pre AMP PVS Owned Equipment Seven Ton Trucks Eleven Ton Trucks Single Axle Tractors Tandem Axle Tractors Spotters PVS Transportation Number of Schedules Total Annual Mileage Total Mileage Costs $ $ $ $ "' ~ (5) Variance 1st PIR vs Proposed $ Gaining Facility: Pittsburgh P&DC Finance Number: 41-669 ~~~---------- (6) (7) PreAMP Proposed PVS Owned Equipment Seven Ton Trucks 11 11 Eleven Ton Trucks 17 17 Single Axle Tractors 15 15 Tandem Axle Tractors.. 6 6 Spotters 2 2 PVS Transportation Number of Schedules 141 141 Total Annual Mileage 1,127,467 1 '127,467 Total Mileage Costs 1,612,278 $1,612,278 (8) (9) Variance 1st PIR PIR vs Pre AMP 11 17 15 6 2 141 1 '127,467 $1,612,278 $ (1) Variance 1st PIRvs Prooosed $ PVS Leases Total Vehides Leased Total Lease Costs $ $ $ $ $ PVS Leases Total Vehicles Leased Total Lease Costs $ $ $ $ $ PVS Workhour Costs LDC 31 (617, 679, 764) $ $ $ LDC 34 (765, 766) $ $ $ Total Workhour Costs... $ $ $ $ $_Q_ PVS Workhour Costs LDC 31 (617, 679, 764) $412,846 $412,846 LDC 34 (765, 766) $6,968,659 $6,968,659 Total Workhour Costs $7,381,55 $7,381,55 $333,369 ($19.477) $6,214,716 (5753,942) $6,548,85 ($533,419)1 ($79.477) ($753 9;'12) ($833,419) (11) Total 1st PIR vs Pre AMP Transportation-PVS Savings:.:..::.:.:..::.:.:..::.:.:..::.: (12) Total 1st PIR vs Proposed Transportation-PVS Savings: ($833,419) (This number added to (This number added to the Executive Summary) (13)Notes: -============================= rev 1/8/28 28 PIR Transportation - PVS
Transportation - HCR Last Saved: December 4, 213 Losing Facility: Wheeling CSMPC PIR Type: 1st PIR Type of Distribution Consolidated: Destinating Data of HCR Data File: 1/1/13 CT for Outbound Dock: (3) (4) (6) (7) (1) Route# Proposed Annual 1st PIR 1st PIR Annual Cost 1st PIR PIR Transportation HCR- Losing
Change Analysis 1st PIR vs Pre AMP I 1st PIR vs Proposed Notes: 3 PIR Transportation HCR- Losing
Transportation - HCR Last Saved: December 4, 213 Gaining Facility: _P_it..:..:ts...:.b..:..:u...::rg~h_.P_&_o_c PIR Type: 1st PIR Type of Distribution Consolidated: Destinating Date of HCR Data File: CET for Inbound Dock: CET for Cancellations: CETforOGP: ------ CT for Outbound Dock: (4) (5) (6) (8) (9) ) Route# PreAMP 1st PIR Proposed Annual Cost 1st PIR Annual Cost/Mile PIR Transportation HCR -Gaining
Change Analysis (11) (12) 1st PIR vs Pre AMP I 1st PIR vs Proposed Losing Gaining Summary HCR Losing & Gaining (13) Total 1st PIR vs Pre AMP Transportation-HeR Savings: (from losing and gaining facilities) (14) Total 1st PIR vs Proposed Transportation-HeR Savings: (from losing and gaining facilities) Total Transportation HCR PVS (15) 1st PIR vs Pre AMP (16) 1st PIR vs Proposed (15) Total 1st PIR vs Pre AMP Transportation (PVS & HeR): (This number carried forward to the Executive Summary) Notes: (16) Total 1st PIR vs Proposed Transportation (PVS & HeR): (This number carried forward to the Executive Summary) 32 PIR Transportation HCR- Gaining
MPE Inventory Last Saved: December 4, 213 Data Extraction Date: 1/15/13 PIR Type: 1st PIR Date Range of Data: Apr-1-213 --to -- Sep-3-213 Losing Facility:...:W..:.h..:.e:..:e..:.li-'n"'"g...::C:..:S..:.M:.::P..:.C-=--------- Gaining Facility: Pittsburgh P&DC Equipment (1) (2) (3) (4) (5) (6) (7) (8) (9) Proposed 1st PIR Variance in PreAMP Proposed 1st PIR PreAMP Proposed 1st PIR Relocation Relocation Costs Equipment Costs Costs AFCS AFCS 8 8 $ $ so AFCS 2 AFCS 2 4 4 9 $ $ $ AFSM-ALL AFSM-ALL 4 $ $ so. -,- APPS APPS $ $ so ClOSS ClOSS 2 2 3 $ $ so CSBCS 2 CSBCS $ $ so DBCS DBCS 35 37 47 $17,388 $ ($17,388) DBCS-OSS DBCS-OSS $ $ so DIOSS DIOSS 6 6 6 $ $ so FSS FSS $ $ so SBPSIAPBS SBPSIAPBS 2 2 $ $ so UFSM UFSM $ $ $(1 FC I MICRO MARK FC I MICRO MARK $ $ $ ROBOT GANTRY ROBOT GANTRY $ $ S\ HSTS I HSUS HSTS I HSUS 1 1 2 $ $ so LCTSILCUS LCTS I LCUS 1 1 1 $ $ so LIPS LIPS $ $ $ MLOCR-ISS MLOCR-ISS $ $ so MPBCS-OSS MPBCS-OSS $ $ so TABBER TABBER $ $ so POWERED POWERED INDUSTRIAL INDUSTRIAL $ $ VEHICLE VEHICLE LCREM LCREM 1 2 Totals 59.. 61 73 $17,388 $ ($17,388) -'----- '::....:::: ~ (1) Notes: Additional equipment at Pittsburgh due to con ::urrent AMPs. Two DBCSs moved from Wheeling to Pittsburgh. Relocation cost ; moved with local resources. Carried to Space Evaluation and Other Costs 33 PIR MPE Inventory
LDC 36 LDC 38 Maintenance Last Saved December 4, 213 PIR Type*:_1_st_P_I_R Date Range of Data: Apr-1-213 : Sep-3-213 Losing Facility: Wheeling CSMPC Gaining Facility: P&DC --~~--------------------------- l (1) (2) (3) (4) (5) {6) (7) (8) (1) Variance 1st Variance 1st Workhour Activi!Y Building Equipment $ Building Services $ (Custodial Cleaning) LDC 39 Maintenance Operations $ Suooort $ PreAMP Costs 296,96 $ - 67,316 $ --- 266,821 $ -- 87,669 $ -- 7,84 $ -- 716,65 $ Proposed 1st PIR PIR to Pre PIRto Costs Costs AMP Proposed $ $ $ $ 256,821 $ 361,443 $ $ $ $ $ 256,821 $ 361,443 s LDC 36 LDC 38 LDC 39 Workhour Activl!Y Mail Processing $ Eauioment Building Services $ (Custodial Cleaning) Maintenance Operations 5 Suooort PreAMP Costs 7,379,75 $ -- 2,669,324 $ = 4,16,695 $ 1,245,439 $ 143,631 $ Proposed Costs 1st PIR Costs 7,67,929 $ 8,67,93 $ 2,669,324 $ 2,353,21 $. 4,16,695 $ 3,178,979 $ 1,245,439 $ 766,619 $ 147,696 $ 21,17 $ $ 15,544,795 $ 15,777,83 $ 15,17,691 $ (9) Variance 1st PIR to Pre AMP Variance 1st PIR to Pre Proposed Parts and Supplies Parts and Supplies Maintenance Stockroom $ and Supplies Adjustments $ Grand Total $ 125,672 $ $ --- 842,277 $ 42,3 $ 15,224 $ $ 62,924 --- $ $ $ 299,121 $ 466,667 $ $ 167,545 -- --- (11) 1st PIR vs Pre AMP- Maintenance Savings: (12) 1st PIR vs Proposed- Maintenance Savings: Maintenance Stockroom $ 3, 15, 671 $ 3,15,671 $ 2,972,836 $ 1 and Supplies --- Adjustments $ o $ o $ o $ Grand Total $ 18,56,466 $ 18,792,754 $ 18,143,527 $ (These numbers carried forward to the Executive Summary) (These numbers carried forward to the Executive Summary) (13) "Da!a m PIR columns IS annualtzed for First PIR rev 118/2 34 PIR Maintenance
-------~- I Distribution Changes Last Saved: December 4, 213 Losing Facility : Wheeling CSMPC PIR Type: 1st PIR Type of Distribution Consolidated: Destinating Date Range of Data: Apr-1-213 --to-- Sep-3-213 (1) Place a "X" next to the DMM labeling list(s) revised as result of the approved AMP. DMM L1 DMM L11 X DMM L2 DMM L21 Identify the date of the Postal Bulletin that contained DMM labeling list revisions. ( 2 l Postal Bulletin 22359, March 21, 213 DMM L3 DMM L4 DMM L61 DMM L62 Was the Service Standard Directory updated for the approved AMP? (3) Yes X DMM L5 DMM L63 DMM L6 DMM L7 DMM L8 DMM L64 DMM L65 DMM L66 DMM L9 X DMM L67 DMM L1 DMM L81 (4) Drop Shipments for Destination Entry Discounts FAST Appointment Summary Report NASS Total No-Show Late Arrival Open Closed Facility Name Month Losing I Gaining Facility Code Schd Count % Count % Count % Count % Aug '13 Losing Facility 26 Wheeling PO N/A Unschd I Count Sept '13 Losing Facility 26 Wheeling PO N/A Aug '13 Gaining Facility 15 Pittsburgh PDC 681 19 27.9% 232 34.7%.% 491 Sept '13 Gaining Facility 15 Pittsburgh PDC 668 26 3.84% 238 35.63%.% 462 - -- - 72.1% 69.16% 12 9 (5) Notes: Wheeling dropped at Pittsburgh. rev 1/8/28 35 PIR Distribution Changes
Losing Facility: Wheeling CSMPC 5-Digit ZIP Code: 263 Data Extraction Date: ~1~/;;;:;:2/~1-;;3------ Customer Service Issues Last Saved December 4. 213 3-Digit ZIP Code: 26 PreAMP PIR PreAMP... 3-Digit ZIP Code: 1. Collection Points Mon.-Fri. Sat. Mon. -Fri. Sat Moo.-Fri: Sat Mon.- Frt Number picked up before 1 p.m. 42 74 46 77 Number picked up between 1-5 p.m. 115 78 19 73 Number picked up after 5 p.m. 3 2 5 2 Total Number of Collection Points 154-16 16 L_152 -- -- 2. How many collection boxes are currently designated for "local delivery"? I -o ~ 3-Digit ZIP Code: PIR PreAMP PIR Sat. Mon.-Fri. Sat. Mon. M Fri. Sat..... 3-Digit ZIP Code: PIR Mon.-Fri. Pre AMP Sat. :. Mon.- Fri. Sat. ' Q... t(.- ' 3. How many "local delivery" boxes were removed as a result of AMP? 4. Delivery Performance Report PreAMP 1st PIR Quarter/FY Percent Quarter/FY Percent % Carriers returning after 17. Q3 212.9% Q3 213 1.4% Q4 212 2.% Q4 213 18.4% Q1 213 4.3% Q1 214 Q2 213 4.6% Q2 214 -- 5. Retail Unit Inside Losing Facility (Window Service Times) 6. Business (Bulk) Mail Acceptance Hours Monda I Tuesda I Wednesday I Thursda I Frida I Saturda I Start 9: 9: 9: 9: -.9: 9: PreAMP End 18: 18: 18: 18: 18: 16: -- Proposed Start End 9: 18: 9: 18: 9: 18: 9: 18: 9: 18-.o 9: '-- 16: Start 9: 9: 9 9: 9: 9: 1st PIR End 18: 18: 18 18 18: 16 Monda I Tuesda I Wednesda I Thursda I Frida Saturda I PreAMP Proposed 1st PIR Start End Start End Start End 1: 16: 1: 16: 1 16 1: 16: 1 16: 1 16: 1: 16: 1: 16: 1 16: 1: 16: 1: 16: 1 16 1: 16: 1.oo 1e.oo 1 16. Closed Closed Closed dosed dosed... dosed 7. Can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual? Yes 8. Notes: Gaining Facility: _P_it"-'ts:..cb_u_,rg"-h-'P-'&::.:.D:..C_:: _ 9. What postmark is printed on collection mail? I - PITTSBURGH PA I l 152 36 '"" 1/9128 PIR Customer Service Issues
Losing Facility: Wheeling CSMPC Space Evaluation and Other Costs Last Saved: December 4, 213 Date: 1:.::.:.:/3:..:1.:_/1:.::3 1. Affected Facility Facility Name:.;.;:.;::,o:::;:,:"-"~"'='~------------------------ Street Address:,=.=-.::.:.===="-cc:-:-:--==------------------ City, State ZIP:~=='-----'-'-"---=='------------- 2 One-Time Costs 3. Savings Information Enter any one-time costs:...;:$.::, Space Savings ($):..;s:;;:o $ $ (These numbers shown below under One-Time Costs section.) $ $ (These numbers earned forward to the Executive Summary) 4. Did you utilize the acquired space as planned? Explain. Yes. Vvheeling remains as Post Office and hub. 5. Notes: Employee Relocation Costs Mail Processing Equipment Relocation Costs (from MPE Inventory) Facility Costs (from above) Total One-Time Costs $17,388 $ $17,388 $ ($17,388) PIR costs carried forward to Executive Summary) Losing Facility: Wheeling CSMPC Pre-AMP FY 211 Range of Report Gaining Facility:.:_P~ito;:ts~b:::.u:..;;rgt:..eh~P...:&::.:D::.:C:: _ PIR FY 212 YTD (1) (2) (51 (6) {7) (8) (9) (1) Product PreAMP As&Ociated REC PreAMP Costj:)er 1, Jmages 1st PIR Associated REC 1st PIR Cost per 1, Images Product PrQo AMP Associated REC Pre AMP Cosl::::~ooo 1st PIR 1st PIR Cost per Associated REC 1, Images rev i 19128 37 PIR Space Evaluation and Other Costs