December 12, 213 Mr. Mark Dimondstein President American Postal Workers Union, AFL-CIO 13 L Street, NW Washington, DC 25-4128 Certified Mail Tracking Number: 713 192 4435 5112 Dear Mark: As information, enclosed is a copy of the second and final Post Implementation Review for the Socorro, New Mexico 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, /A 1/J;.I Patrick M. Devine Manager Contract Administration (APWU) Enclosures (CA213-145)
REDACTED Type of Distribution Consolidated: Orig & Dest Facility Name & Type: Socorro NM CSMPC Street Address: 124 Plaza St City: Socorro State: NM 5 Facility ZIP Code: 8781 District: Arizona Area: Western Finance Number: 348232 Current 3D ZIP Code(s): 878 Miles to Gaining Facility: 77 EXFC office: Yes Plant Manager: Paul Bustamante Senior Plant Manager: Clyde Jones District Manager: John D. DiPeri Facility Name & Type: Albuquerque NM P&DC Street Address: 1135 Broadway Blvd NE City: Albuquerque State: NM 5 Facility ZIP Code: 8711 District: Arizona Area: Western Finance Number: 34148 Current 3D ZIP Code(s): 813, 865, 87, 871, 873-879, 884 EXFC office: Yes Plant Manager: John Holden Senior Plant Manager: Clyde Jones District Manager: John D. DiPeri Approval Date: February 2, 212 Implementation Date: Oct-1-212 PIR Type: Final PIR Date Range of Data: Oct-1-212: Processing Days per Year: 31 Bargaining Unit Hours per Year: 1,745 EAS Hours per Year: 1,822 Date of HQ memo, DAR Factors/Cost of Borrowing! New Facility Start-up Costs Update Date & Time this workbook was last saved: Sep-3-213 June 16, 211 11-26-213 9:21 Area Vice President: Vice President, Network Operations: Area AMP Coordinator: NAI Contact: Drew Aliperto David E. Williams Joel Greene I Steve Murray Cindy Venable I Sarah Grover PIR Data Entry Page
Losing Faciilty Name and Type: Facility ZIP Code: Finance NumiHH: ZIP Cod&(11j: Type of Distribution Consolidatoct: Gsining facility Name and Type: Code: Finance Number: Curmnt SCF Z'P Code(s): lm~)lernerlta~:ion Date: Date of Data: lam rv:-rountabl~ tor ~sr>ucting and s~jpccrth1g the o1 costal :cportng!o campitance \Vfth compie~nt or Slmiiar efforts ;r:v-olvmg H'le mvestment aod axpendtttjra of ~ Plant Manacle GAINING FACit!~/, Plant 1'111Btl'la~e1.' District ") Ml?iHJf'Pif;;Jf: Area Vice Vice PIR Approval Signatures
Executive Summary Last Saved November 26. 213 Date Range of Data PIR Type: Final PIR Oct-1-212 - 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 Final PIR vs Pre AMP Final 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 Workhour Costs - Combined from Other Curr vs Prop from Other Curr vs Prop from Transportation HCR and Transportation PVS from Maintenance from Space Evaluation and Other Costs Total Annual Savings Total One-Time Costs $ from Space Evaluation and Other Costs Total First Year Savings Staffing Craft Position Loss PCES/EAS Position Loss from Staffing-Graff from Stafflng-PCESIEAS Service Losing Current Qtr Gaining Current Qtr First-Class Mail Service Performance (EXFC /N) 99.1% 96.8% from Service Performance & CSM First-Class Mail Service Performance (EXFC 2 Day) 98.55% 96.8% from Service Performance & CSM First-Class Mail Service Performance (EXFC 3 Day) Customer Experience Measurement Overall Satisfaction Residential at PFC level Customer Experience Measurement Overall Satisfaction Small Business at PFC level 95.2% 96.54% from Service Performance & CSM from Service Performance & CSM from Service Performance & CSM PIR Executive Summary
Calculation References Combined Losing and Gaining Facility Data: Pre AMP Proposed Final PIR Function 1 Workhour Costs $29,485,18 $29,437,298 $27,586,923 Non-Processing Craft Workhour Costs (less Maintenance & Transportation} $2,369,23 $2,369,23 $2,332,451 PCES/EAS Workhour Costs $4,825,9 $4,778,169 $4,274,865 Transportation Costs $1,212,398 $1,155,752 $1,156,42 Maintenance Costs $12,17,525 $12,17,525 $11,877,1 Space Savings $ $ Total Annual Cost $49,99,423 $47,227,291 Total One-Time Costs $ $ $ Total First Year Costs $49,99,423 $49,757,974 $47,227,291 Staffing Craft Position Total On-Rolls 58 579 539 PCES/EAS Position Total On-Rolls 45 43 43 Final PIR vs Pre-AMP Final PIR vs Proposed (Approved) AMP Approved AMP Function 1 Workhour Savings $1,898,257 $1,85,374 $47,883 $36,779 $36,779 $ Non~Processing Craft Work hour Savings (less Maint!Trans) PCES/EAS Workhour Savings $55,225 $53,34 $46,921 Transportation Savings $56,356 $56,646 Maintenance Savings $14,515 $14,515 $ Space Savings $ $ $ Total Annual Savings $2,682,132 $2,53,683 $151,449 Total One-Time Costs $ $ $ Total First Year 132 $2,53,683 $151,449 Staffing Craft Position Loss 41 4 PCES/EAS Position Loss 2 2 PIR Executive Summary
Summary Narrative Last Saved: November 26, 213 Losing Facility Name and Type: Socorro NM CSMPC Current SCF ZIP Code(s): 878 Type of Distribution Consolidated: Orig & Dest Gaining Facility Name and Type: Albuquerque NM P&DC Current SCF ZIP Codes): 813, 865, 87, 871, 873-879, 884 BACKGROUND The Arizona Performance Cluster, with the assistance of the Western Area, has completed the 12-month Post Implementation Review (PIR) for the Socorro CSMPC Area Mail Processing (AMP) project. The AMP Study called for the consolidation of both originating and destinating mail from the Socorro CSMPC (878) to the Albuquerque P&DC (87) due to the significant decline in volumes and to increase efficiencies. The AMP of Socorro volumes was approved February 18, 212, and the first day of processing all of Socorro 878 mail at the Albuquerque P&DC was Saturday, July 1, 212. The Socorro CSMPC is a USPS-leased facility located 77 miles south of the Albuquerque P&DC. There have been no changes to local mail collection box pick-up times due to the AMP. Additionally, there were no changes to retail or BMEU operations as a result of the AMP implementation, and mailers are able to deposit their mail through the Socorro Post Office BMEU as done before the AMP was implemented. A local Socorro postmark is still available. FINANCIAL SUMMARY The 12-month PIR data is from the period October 1, 212 through March 31, 213. Financial savings identified during the first PI R study for the consolidation of originating and destinating operations are: Total Annual Savings $2,682,132 Calculation References Combined Losing and Gaining Facility Data; Pre AMP Proposed Final PIR Function 1 Work hour Costs $29,485,18 $29,437,298 $27,586,923 $2,369,23 $2,369,23 $2,332,451 PCES/EAS Work hour Costs $4,825,9 $4,778,169 $4,274,865 Transportation Costs $1,212,398 $1 '155,752 $1 '156,42 Maintenance Costs $12,17,525 $12,17,525 $11,877,1 Space Savings Total Annual Cost Total One-Time Costs $ $ $ Total First Year Costs $49,99,423 $49,757,974 $47,227,291 The 12-month PIR annual cost (Final PIR vs. Pre-AMP) identifies that this AMP has exceeded the expectations of the approved AMP expected savings of $151,449. CUSTOMER & SERVICE IMPACTS National Distribution and Labeling List changes were submitted as appropriate for lists L2, L5 & L67, and published in PB 22339 on July 14, 212. PIR Summary Narrative
The Socorro's EXFC First Class Mail Service performance from TTMS for the AMP impacted ZIP Codes are: Overnight Percentage 96.72% 1.% 1.% 1.% 1.% 948% 1.% 92.74% 3 213 1.% 9594% 91 82% Q4 213 99.1% 9855% 95 2% The Albuquerque EXFC First Class Mail Service performance from TTMS for the AMP impacted ZIP Codes are: After AMP Overnight 2 Day 3 Day Fiscal Quarter Percentage Percentage Percentage 1 212 96.29% 94.16% 9.36% 2 212 95.83% 96.69% 93.92% 3 212 97.12% 96.9% 96.74% Q4 212 9749% 98.21% 92.86% 1213 96.35% 97% 942% 2 213 97.39% 95.44% 93.1% 3 213 982% 9636% 94.48% 4 213 96.8% 96.8% 96.54% The Arizona Performance Cluster and the Western Area have made adjustments to ensure service will be maintained and cost reductions are realized. There were no changes to retail or BMEU operations as a result of this AMP implementation. There have also been no changes to local mail collection box pick-up times due to the AMP and a local Socorro, NM postmark is still available from local offices. EMPLOYEE IMPACTS The approved Socorro AMP projected a reduction of one craft employee at Socorro with no changes in Albuquerque craft staffing as a result of this AMP. The EAS positions in the approved package projected no change in Socorro with Albuquerque reducing two. The PIR shows that Socorro complement with no change from the Pre-AMP period. Albuquerque P&DC has seen a reduction of 41 from the Pre-AMP with clerks down 26, maintenance 14 and Other Function/67-69 down 2. This reduction of 41 is due to attrition, with the January 31, 213 VERA as the biggest contributor. Albuquerque P&DC has had a reduction of 2 EAS from the Pre-AMP due to attrition generating vacant authorized positions in support and operations in addition to the new Plant Staffing matrix. The staffing impacts on Management to Craft ratios as a result of this AMP are: PIR Summary Narrative
' Craft ::: Career + Non-career All affected employees that were reassigned to other Postal facilities were subject to processes outlined in the National Labor Agreements. Pursuant to the Worker Adjustment and Retraining Notification Act (WARN), the USPS is complying with the National Labor Agreements in reassigning employees. TRANSPORTATION All transportation supporting Socorro CSMPC is exclusively HCR. The approved Socorro AMP projected annual transportation savings of $56,646 with the 12-month PIR data identifying an annual savings of $56,356. The 12-month PIR identifies a reduction of PVS cost by $3,899 from Pre-AMP that are not related to the AMP of Socorro volumes. Existing HCR routes were realigned and modified as necessary to accommodate transportation of originating mail to the Albuquerque P&DC as projected. Route 8971 reversed the P&DC and ASF stops and adjusted the frequencies of trips 1 & 3; Route 8711 eliminated one tractor and trips 1 &2 plus addition of Sunday schedule. EQUIPMENT RELOCATION AND MAINTENANCE IMPACTS The approved AMP package did not project any equipment moves or one-time costs associated with the AMP of Socorro volumes to the Albuquerque P&DC and none were incurred. The AMP proposed no change in the annual maintenance costs as a result of the AMP with the PIR a reduction of these costs by $14,515 from the Pre-AMP period. Socorro maintenance labor increased $9,546, and Stockroom & Supplies reduced $4,499, from the conversion from contract cleaner to a PSE Custodian. Albuquerque maintenance costs have reduced $145,562 from the Pre-AMP period and change is unrelated to the AMP of Socorro. Albuquerque labor costs have been reduced by $282,425, and Stockroom & Supplies increasing by $136,863. SPACE IMPACTS The Socorro CSMPC also serves as the Main Post Office (MPO). The operational layout was reconfigured to optimize mail flow and support remaining hub operations. Remaining residual space has been classified as inactive storage and unused. The AMP projected no one-time costs associated with this facility and none were incurred. PIR Summary Narrative
Service Performance and Customer Satisfaction Measurement Last Saved: November 26, 213 Losing Facility: Socorro NM CSMPC District: Arizona ~~~------------------------- PIR Type: Final PIR Implementation Date: 1/1/12 AMP After A MP Fiscal Quarter Overnight 2 Day Percentage Percentage Q1 212 96.72% 91.75% Q2 212 I 1.% 1.% Q3 212 1.% 89.17% Q4 212 1.% 1.% Q1 213 1.% 1.% Q2 213 9.48% 1.% Q3 213 1.% 95.94% Q4 213 99.1% 98.55% 3 Day Percentage 78.39% 1.% 97.2% 83.44% 94.24% 92.74% 91.82% 952% Gaining Facility: Albuquerque NM P&DC District:.:.A.:.:.r.:.:iz:.:o:.:...n:::a~------------- (15) Notes----------------------- Customer Satisfaction Measurement (CSM) became Customer Experience Measurement (GEM) 11 reflects most recently completed quarter available 1n GEM ;. =::.. ;==:.::..--'--==.:.::..-.Jlikely to recommend the USPS Overall Satisfaction (Overall Experience) Satisfaction w1th Rece1v1ng (Experience W<th rece1v1ng) Satisfaction with Sending (Experience With sending) Satisfaction with most frequently visited PO (Experience with most frequently visited PO) Satisfaction With most recent contact with USPS (Experience with most recent contact with USPS) PIR Service Performance and Customer Satisfaction Measurement
Combined Facilities L ------------~ Workhour Costs -Combined Facilities La'S! Saved November 26, 2~3 PIR Type : 1':'.~ 1.'~,-:::;=~;;;ru;a;;;i;Jf;<r:,;itr!R Type of Distribution Consolidated: 2.~19 & Dest Date Range of Data: --~ct..1-2~3_ to ~~p-j-213 """'- (1) Proposed - Q i5.. i5 ij ij 99 46.596 P!R Workhour Costs Combined Facilities
(1) ~"~'"'" /231 -~f5o7 14 /12 P!R Worl<hour Costs- Combined Facilities
(1) 2 "' J4.L.. 5 3 9 ~-- 11 14 ~ FHP Volume~ Annual TPH or NAT PH Volume Annual Work hours ---Annual ProdU~tlV!I r Co$ts ~~':!~~ PNAMP Propo$ed Fina!PlR PreAMP Proposed finaipir Pre'ANJP Proposed Fina!PIR Pre-AMP Proposed Flna!P!R PN!AMP Proposed Flna!P!R 114 o o o o 1,594 NoCa1c $65-; foo 115 176 $1 2E4 12 w ~~ o o o 4.28' s c.691 8_6,648 795, >1 1,1 ~5!3.' 38,526 ~ ~ - ~~--+- ~>1 ~$'6' ~- g.,,,,, il--- 1---- -+-- o 6 2 g a - 1--- I ~ -1. l- lr 'lt "'$' $( f---.-- ' ~~---! ~ fot -t $o $ $( $ $ '----~,,..(, ~Q e.------- g -- ~ il ~ $( f- ~~ ~; $ lf II.. Jl II IJ 11 II u ll +--- L_, - I II J 1[ $o To $., $ $( $ I P!R Woli<hour Costs- Combined Facilities
(11 16 Annual FHPVoiume Annual TPH or NATPH Volume AnnualWorkhours J:~a!~~ PreAMP Prop~s~d,-.. ~- PreAMP Proposed F!naiPIR Pt-eAM.P Proposed FlnaiPIR Prt-AMP Proposed Flna!PIR Pn{AMP Proposed FinaiPIR So. - $ ---'- $ D - -.- --- - -----:--- - D o - - : ~ - - - $ $ - - $.. $ $ $ $ $ ~ - $ o.. lr w o w w $. $..!. $ f------+---c--+ ~ ~ :g... j- - I -- o. lf - - w --+-- ---lp -~. ~ :~ $... w w AdJIAdj Jl-----:. -- ------ NoCalc... - - -~ $ I Totals I 88,$69...565~ 88,669,565 7,99,75 IL i,13z.t3.. ~,~1 2,132,93'9,21 1,933,488,754 723,85$ 722,613 67,1 2,947 2,952 2,885 $29.485,18 $29,437.298 $27,586,923 -- VananeesAnnua!FHPV~Iume -~ ~- ~ - - VarlancesAnnuaiTPHorNATPHVotume --- -.l --.l ---.l -- ~!---;.;;;- hange {17) (18} Change {19) {2) (:ll} (22) Change (23) (24} (25) (26) _;~-~- (17759.815} (1~7.759.815) f- Units -~'(199.45.267) 199.45.2671 Units 7c7i (7'2Y 77J!--' :,~~~ I ''"'' PIR" P«AMP ''"'' PIR ". P. copo d Analysis... I """ POR ~' P< AMP. ""'' PIR" P<opo"'" ~;:,~~~ ''""' PIR " "' AMP ""'' PIR" Pmpo oo "'E'lysis 7 """ PIR ~ p,. AMP ""'' PIR" Pmpo d ;::,;:,~ """' PIR ~ p,. AMP """' PIR" P<opM"" Units (61 (66! Units 77 W? i" i;l ($1 957''''71 Percent \ 133% -133% Percent \ -9_4% -94% Percent.',",;;,,_ -~ I Percent I ";?2-2.2"/,, Percent ~1 e;;;-,-,_ 1 f. / ~-- (27)NOTES:~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~===~~~~ 1~ 114/26 $ $..!2. PIR Workhour Costs+ Combined FaciliTies
Losing Facility: Socor~? NM CSMPC.. -- -------- -- --- Workhour Costs - Losing Facility Last Saved November 26, 213 PIR Type": ~; :~:.~ ~;;,... ::;:r::;:;,:;;:::.. ::-:::::::::::::.";::;;::; ;::;-~;. Type of Distribution Consolidated: Orig & I?~~e"'-st'---- Date Range of Data: -~... ~~1-212 to S~p:-3-213 ~ ~.. - PIR Work hour Costs- Losing
PIR Workhour Costs- Losing
PIR Workhour Costs~ Losing
PIR Workhour Costs- Losing
PIR Workhour Costs Losing
~.. - ~ ~.. Gaining Facility: Albuquerq~~ NM P&OC Workhour Costs -Gaining Facility Last Saved November 25, 213 PIR Type~: r-1na1 t"lk ;,:;::;~--~~-.:..-::;:::;:~.:;-.;. Type of Distribution Consolidated: Orig & De.~!. Date Range of Data: Oct-1*212 --.. ---- to.. ~~.~ 213 -- PIR Workhour Costs Gaining
PIR Worl<hour Costs- Gaining
PIR Workhour Costs Gaining
PIR Workhour Costs- Gaining
(27)NOTES' ------------------------------------------------------------------------------------------------------------------------------------------------------------- PIR Workhour Costs- Gaining
I Other Workhour Move Analysis l PI R Other Worl<hour Costs
PIR Other Workhour Costs
P!R Other Workhour Costs
PIR Other Work hour Costs
PI R Other Work hour Costs
Losing facility Summary Proposed Anriual Proposed Annual PI R Other Workhour Costs
Staffing -Craft Last Saved: November 26, 213 PIR Type: Final PIR Data Extraction Date: 1/7/13 Losing Facility: Socorro NM CSMPC Finance#: 348232 Craft Positions (1} (2) (3) (4) (5) (6 (7) (8) (9) Casuai/PSE On-Rolls Part Time On-Rolls Full TimE On-Rolls Total On-Rolls PreAMP I Final PIR PreAMP Final PIR PreAMP Final PIR PreAMP Pro::;+ Final PI: II ~1-Cierk. 4- Clerk 1 1 1 5 4. 6 5 6 1 - Mail Handler Function 4 - Mail Handler Function 3A- Vehicle Service Fuf1c!ion 38 - Maintenan<;~ ~ Functions 67-69- Lmtd/qehabl' rv Other Functions 1 3 3 4 4!Total 11 1 2 8 7 9 1 ~ Variances Total On-Rnll«(1) (11) Change 1st PIR vs 1st PIR vs Analysis Pre AMP Proposed Positions 1 Percent %, 11.1% l Gaining Facility: Albuquerque NM P&DC Finance#: 34148 {12) (13) {14) J15) _116) (17) (18} (19) (2) Craft Positions Casuai/PSE On-Rolls Part Time On-Rolls Full Time On-Rolls Tot l On-Rolls PreAMP Final PIR PreAMP Final PIR PreAMP Final PIR PreAMP Proposed Final PIR,Function 1 - Clerk 3 43 24 21 27 27 244 Function 1 - Mail Handler 33 15 2 145 126 16 16 161 Function 3A- Vehicle Service Function 38 - Maintenance 131 117 131 131 117 Functions 67-69- Lmtd/ :,. ' IV 3 2 3 3 2.. Other Functions I 6 5 6 6 5 Total I 3 76 15 2 525 451 7 57 _529 ---... :::::llooc l Variances Total On-Rolls r------------,------------l I (23) I (24) I Change Analysis (21) (22) Final PIR vs Final PIR vs I Final PIR vs Pre AMP I Final PIR vs Proposed I Pre AMP Proposed Positions (41) (41) Total Craft Position Loss: I 41 I 4 I Percent 7.2% -7.2% I I I '(A'b;;,;;;;;,;;t;e7;";; ;;:;r.;;r;;rwar'dtc;"th;"e;etuilvts'7,;;;;;;;.;y) rev 4/5/1. PIR Staffing - Craft
Staffing- PCES/EAS Last Saved: November 26, 213 PIR Type: Final PIR Losing Facility: Socorro NM CSMPC Data Extraction Date 1/31213 Finance# _3_48_2_3_2 PCES/EAS Positions Authorized Staffing On-Rolls (1) (2) (3) {4) (5) (6) (7) Lin Position Title Level PreAMP Final PIR 1 POSTMASTER EAS-2 1 1 2 3 4 5 6 7 8 9 1 11 12 13 14 15 16 17 18 19 2 21 22 23 o I 24 25 26 27 28 ffit 29 I 331 1 341 ~ 37 38 39 4 41 42 43 44 45 46 ' 47 48 49 I 5,' 51 52 53 54 55 56 57 58 59 6 Totals 1 1 PreAMP Proposed Final P!R 1 1 1 ~±±= () (! I o () () m.... ~. ' o I!) 1 1 1 ~ Variances Total On~Rolls (15) (16) Change Final PIR vs Final PIR vs Analysis Pre AMP Proposed Positions Percent.%.% PIR Staffing- PCES/EAS
Gaining Facility: Albuquerque NM P&DC Finance#.:3.:..4::_1:..;4.:..8 Data Extraction Date: 113/213 PCES/EAS Positions Authorized Staffing On-Rolls (19) (2) ~ (22) (23) (24) (25) Line Position Title Level Final PIR PreAMP Proposed Final PIR 1 PLANT MANAGER (4) PCES-1 1 1 1 2 MGR MAINTENANCE (LEAD) EAS-24 F* 1 1 1 3 MGR DISTRIBUTION OPERATIONS EAS-22 2 1 1 1 4 MGR IN-PLANT SUPPORT EAS-21 1 1 5 MGR MAINTENANCE OPERATIONS EAS-21 2 2 2 2 6 OPERATIONS INDUSTRIAL ENGINEER (FI EAS-21 t! I 2 2 2 2 2 7 MGR DISTRIBUTION OPERATIONS EAS-2 1 j. 2 2 8 MGR MAINT ENGINEERING SUPPORT EAS-2 1 1 1 9 MGR FIELD MAINT OPRNS (LEAD) EAS-19 1 1 1 * 1 MGR MAINTENANCE OPERATIONS SUPPT EAS-19 1 1 1 1 11 MGR TRANSPORTATION/NETWORKS EAS-18 1 1 12 NETWORKS SPECIALIST EAS-18 1 1 13 OPERATIONS SUPPORT SPECIALIST EAS-18 2 1 1 14 OPERATIONS SUPPORT SPECIALIST EAS-17 3 3 2 2 2 15 SUPV DISTRIBUTION OPERATIONS EAS-17 2 15 2 17 15 16 SUPV MAINTENANCE OPERATIONS EAS-17 8. 7 6 6 7. 17 NETWORKS SPECIALIST EAS-16 1 1 1 18 SECRETARY (FLD) EAS-12 1 1 19 PLANT MANAGER (3) PCES-1 1 ==t 1 2 MGR IN-PLANT SUPPORT EAS-23 1 1 21 MGR MAINTENANCE EAS-23 1 22 MGR TRANSPORTATION/NETWORKS EAS-21 1 1 23 OPERATIONS SUPPORT SPECIALIST EAS-2 1 24 MAINTENANCE ENGINEERING SPECIALIST EAS-19 1 25 NETWORK SPECIALIST EAS-17 1 26 ADMINISTRATIVE ASSISTANT (FLD) EAS-12 1 1 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 o I 57 58 59 6 Totals l>' 41 44 42 42 ~ Variances Total On~Rolls (33) (34) Change Analysis Final PIR vs Pre AMP Final P1R vs Proposed Positions (2) Percent -4.5%.% ~~-#--------------~--------------r-------------, 1371 1381! Total PCES/EAS 1 1 1! Position Loss! 2!! '------------------.L..-------------...1.-------------' (Above numbers are carried forward to the Execut1ve Summary) PIR Staffing- PCES/EAS
Transportation - PVS Last Saved: November 26, 213 PIR Type: Final PIR Date Range of Data: Oct-1-212 - to -- Sep-3-2 13 Losing Facility: Socorro NM CSMPC Finance Number:..:3_4-'-82.:.3:.c:2:; Gaining Facility: Albuquerque NM P&DC Finance Number:...:3..:4.:...:..14.:.:8::; (1) (2) (3) (4) (5) (6) (7) (8) (9) (1) Variance Variance Variance Variance PreAMP Proposed Final PIR Final PIR vs Final PIR vs PreAMP Proposed PIR Final PIR vs Final PIR vs PreAMP Prooosed PreAMP Prooosed PVS Owned Equipment PVS Owned Equipment Seven Ton Trucks Seven Ton Trucks. Eleven Ton Trucks Eleven Ton Trucks Single Axle Tractors Single Axle Tractors Tandem Axle Tractors Tandem Axle Tractors Spotters Spotters PVS Transportation PVS Transportation Number of Schedules Number of Schedules Total Annual Mileage Total Annual Mileage Total Mileage Costs.$ $ $ $ Total Mileage Costs $ $ $ PVS Leases PVS Leases Total Vehicles Leased Total Vehicles Leased Total Lease Costs $ $ $ $ $ Total Lease Costs $ $ $ $ $ PVS Workhour Costs PVS Workhour Costs LDC 31 (617, 679, 764) $ $ $ LDC 31 (617, 679, 764) $293,45 $293,45 $262,146 ($3.899) ($3,119~1) LDC 34 (765, 766) $ $ $ LDC 34 (765, 766) $ $ $ Total Workhour Costs ~ $ $ $ $ Total Workhour Costs $293,45 $293,45 $262,146 ($3,899)! ($.3,899) (11) Total Final PIR vs Pre AMP Transportation-PVS Savings:...:..:...:..:...:..:.::..t. (This number added to (12) Total Final PIR vs Proposed Transportation-PVS Savings: ---...l..'---'---'- (This number added to the Executive Summary) (13) Notes=-------------------------------------------------- rev1/8/28 PIR Transportation- PVS
Transportation - HCR Last Saved: November 26, 213 Losing Facility: Socorro NM CSMPC PIR Type: Final PIR Type of Distribution Consolidated: Orig & Dest Data of HCR Data File: 1/1/13 CT for Outbound Dock: 2: (1) (2) (3) (6) (7) (1) Route# Final PIR PreAMP Final PIR Annual Cost Proposed Annual Final PIR PIR Transportation HCR- Losing
Totals Notes: ( 11) Change Analysis Final PIR vs Pre AMP Final PIR vs PIR Transportation HCR- Losing
Gaining Facility: Albuquerque NM P&DC Type of Distribution Consolidated: Orig & Dest Date of HCR Data File: 1/1/13 (4) Final PIR Transportation - HCR Last Saved: November 26, 213 CET for Inbound Dock: CET for Cancellations: 21:1 (5) (6) Proposed Annual Cost I Final PIR Annual Cost PIR Type: Orig & Oest CET for OGP: 22:3 CT for Outbound Dock: 3: (9) (1) PIR Transportation HCR- Gaining
Summary HCR Losing & Gaining (13) 1 (14) Final PIR vs Losing Gaining (13) Total Final PIR vs Pre AMP Transportation-HeR Savings: (from losing and gaining facilities) Notes: (14) Total Final PIR vs Proposed Transportation-HeR Savings: (from losing and gaining facilities) TotaiTransportation HCR PVS (15) Final PIR vs Pre AMP (16) Final PIR vs (15) Total Final PIR vs Pre AMP Transportation (PVS & HeR): (This number carried forward to the Executive Summary) (16) Total Final PIR vs Proposed Transportation (PVS & HeR): (This number carried forward to the Executive Summary) $29 PIR Transportation HCR- Gaining
MPE Inventory Last Saved: November 26, 213 Data Extraction Date: PIR Type: Final PIR Date Range of Data: Oct-1-212 --to- Sep-3-213 Losing Facility: Socorro NM CSMPC Gaining Facility: Albuquerque NM P&DC Equipment (1) (2) (3) (4) (5) (6) (7) (8) (9) Proposed Final PIR Variance in PreAMP Proposed Final PIR PreAMP Proposed Final PIR Relocation Relocation Costs Equipment. Costs Costs AFCS AFCS 4 4 1 $ $ $ AFCS 2 AFCS 2 3 $ $ $ AFSM-ALL AFSM-ALL 3 3 3 $ $ $ APPS APPS 1 1 1 $ $ $ ClOSS ClOSS 2 2 2 $ $ S\1 CSBCS CSBCS $ $ $\I DBCS DBCS 13 14 16 $ $ $ DBCS-OSS Q DBCS-OSS 3 $ $ so DIOSS Q DIOSS 3 6 3 $ $ $\I FSS FSS $ $ $\I SBPS SBPS $ $ $ UFSM Q UFSM $ $ ~;() FC I MICRO MARK 1 FC I MICRO MARK $ $ $() ROBOT GANTRY ROBOT GANTRY $ $ ~;o HSTSI HSUS HSTS I HSUS $ $ so LCTSI LCUS LCTS I LCUS 2 2 2 $ $ so LIPS LIPS $ $ $() MLOCR-ISS MLOCR-ISS $ $ $ MPBCS-OSS MPBCS-OSS $ $ ~\(} TABBER INDUSTRIAL $ $ TABBER INDUSTRIAL LCREM.. LCREM ' (1) Notes: I 1 Proposed Equipment set based upon full implementation of Network Op timization and sse. Totals 31 32 I< 31 $ $ $ ;,....<:::: ;,.. Carried to Space Evaluation and Other Costs PIR MPE Inventory
Maintenance Last Saved November 26, 213 PIR Type*: _F_in_a::_l '-P'-IR-'-------- Date Range of Data: Oct-1-212 Sep-3-213 Losing Facility: Socorro NM CSMPC Gaining Facility: Albuquerque NM P&DC Worl<l1cnn Attivity PmAMPJ Costs (2) Proposed Costs (3) (4) Variance Final PIR Final PIR to Costs Pre AMP (5) Variance Final PIR to Proposed Worktlour Activity (6) PmAMP Costs (7) (8) (9) (1) Variance Variance Proposed Final PIR Final PIR to Final PIR to Costs Costs Pre AMP Pre Proposed LDC 36 Mail Processing $ Eauioment $ $ 65 $ $ 65 I LDC 36 Mail Processing $ Eauioment 5,87,855 $ 5,87,855 $ 5,923,217 $ ILDC 37 LDC 38 LDC39 Building Equipment $ Building Services $ (Custodial Cleanmg) $ = $ = $ $ $ $ 64 $ 64 $ 9,418 $ 9A18 $ $ $ I LDC 38 I LDC 39 Building Equipment $ $ Building Services $ 2,41;16 $ (Custodral C/eanmg) :=:::::::::::::::::::= 624,934 $ 1,59,717 $ 1,52,692 $ 2,41,16 $ 1,862,573 $ 624,934 $ 558,189 $ ILDC 93 Maintenance $ $ $ $ 97,41 $ 97,41 $ 77,917 $ - $ $ $ 9,546 $ $ 9546 $ 1,225,14 1,225,14 9,942,588 $ Parts ana Supplies Parts anti Supplies Total Maintenance Stockroom $ and Supplies 32,2 $ 32,2 $ 27,53 $ 1,76,59 1,897,372 $ Adjustments $ $ $ $ $ Adjustments $ $ -'--'--'-'--- $ $ Grand!11'otal $ 32,2 32,2 $ 37,49 $ 5,47 $ 5,47 Grand!11'otal $ 11,985,523 11,839,96 $ (11) Final PIR vs Pre AMP -Maintenance Savings: (12) Final PIR vs Proposed- Maintenance Savings: (These numbers carried forward to the ExecutiVe Summary) (These numbers carried forward to the Executive Summary) (13) Notes: oata m PIR columns Js annuahzed for Ftrst PIR fbv 1/8128 PIR Maintenance
Distribution Changes Last Saved: November 26, 213 Losing Facility : Socorro NM CSMPC PIR Type: Final PIR Type of Distribution Consolidated: Orig & Dest Date Range of Data: Oct-1-212 -- 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 < 2 l PB 22339 June 14, 212 Identify the date of the Postal Bulletin that contained DMM labeling list revisions. X DMM L2 DMM L21 DMM L3 DMM L61 Was the Service Standard Directory updated for the approved AMP? DMM L4 DMM L62 < 3 J Yes X DMM L5 DMM L63 DMM L6 DMM LOO? 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 Facility Name Month Losing I Gaining Facility Code Aug '13 Losing Facility 878 Socorro Total No-Show Late Arrival en Schd Count % Count % Count % N/A Closed Count % Unschd Count Sep '13 Losing Facility 878 Socorro N/A Aug '13 Gaining Facility 87 Albuquerque 253 76 3.4% 48 18.97%.% 177 69.96% 3 Sep '13 Gaining Facility 87 Albuquerque 282 94 33.33% 52 18.44%.% 188 66.67% 4 (5JNotes: ================ rev 1/8128 PIR Distribution Changes
Losing Facility: Socorro NM CSMPC 5-Digit ZIP Code: 8781 Data Extraction Date:...;1c;;.;:;11C;1';;11"'3------ Customer Service Issues Last Saved: November 26. 213 3-Digit ZIP Code: 878 PreAMP.. PIR 1. Collection Points Mon.-Fri. Sat. Mon.~ Fri. Number picked up before 1 p.m. 8 18. 2 Number picked up between 1 5 p.m. 12 1 9 Number picked up after 5 p.m. 4 4 Total Number of Collection Points 24 23. 29 3-Digit ZIP Code: PreAMP PIR 3-Digit ZIP Code: PreAMP PIR Sat. Mon. Fri. Sat. Mon.~ Fri. Sat. Mon.-Fri. Sat. Mon.~ Fri. Sat. 12 18. 3 3-Digit ZIP Code: Pre.AMP PIR M.on. -Fri. Sat. Mon.- Fri. Sat. 2. How many collection boxes are currently designated for "local delivery"? 3. How many "local delivery" boxes were removed as a result of AMP? 4. Delivery Performance Report PreAMP Final PIR Ouarter/FY Percent Quarter/FY Percent % Carriers returning before 5 p.m. 1 212 55.% 1 213 52.2% 2 212 63.2% 2 213 61.8%l 3 212 6.1% 3 213 61.6% Q4 212 55.6% Q4 213 61.3% 5. Retail Unit Inside Losing Facility (Window Service Times) 6. Business (Bulk) Mail Acceptance Hours Monda Tuesda y Wednesda y Thursda y Frida y Saturda y Start 8:3 8:3 8:3 ll:so 8:3 9: PreAMP End 17:. 17:. 17: 17: 17: 12: Proposed Start End 8 3 17: 8 3 17: 8:3 17: 83 17: 8:3 17: 8:3 12: Final PIR Start End 83 17: Monday 8:3 17 Tuesday 8:3 17 Wednesday 83 17 Thursday 8:3 17 Friday 83 12 Saturday AMP Proposed Final PIR Start--:- End Start End Start End 9: 15:3 9: 15:3 9. 153 9: 15:3 9: 153 9 15 3 9: 15:3 9: 15:3 9 153 9: 15:3 9: 15:3 9 153 9: 15:3 9: 15:3 9 153 Closed Closed Closed Closed Closed Closed 7. Can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual? Yes 8. Notes: Gaining Facility: Albuquerque NM P&DC 9. What postmark is printed on collection mail? ALBUQUERQUE 87 DATE/TIME rev.119128 PIR Customer Service Issues
Losing Facility: Socorro NM CSMPC Space Evaluation and Other Costs Last Saved November 26. 213 Date: 1 Affected Facility 2. One-Time Costs 3. Savings Information Enter any one-time costs:...;:.$:; $ $ (These numbers shown below under One-Time Costs section ) Space Savings ($):...;$;:; $ carried forward to the Executive Summary) 4. Did you utilize the acquired space as planned? Explain. Remaining operations were reconfigured to optimize mail ftow and hub operations. 5. Notes: Employee Relocation Costs Mail Processing Equipment Relocation Costs (from MPE Inventory) Facility Costs (from above) Total One-Time Costs $ $ P!R costs carried forward to Executive Summary) $ $ Losing Facility: -=-=-=-:=~:.:_:::...:c";.;.;_::: _ Pre-AMP FY 211 Range of Report Gaining Facility: Albuquerque NM P&DC PIR FY 212 YTD (1) {2) (3) (4) (5) (6) 17) (8) (9) (1) Product Final PIR Cost per 1, Images Product Final PtR Final P1R Cost per 1, Images iev 1 1912& PIR Space Evaluation and Other Costs