~~~trick Devi~~
39
January 23, 2015 Mr. Mark Dimondstein President American Postal Workers Union, AFL-CIO 1300 L Street, NW Washington, DC 20005-4128 Dear Mark: Certified Mail Tracking Number: 7013 3020 0002 3617 1992 As information, enclosed is a copy of the second and final Post Implementation Review (PIR) for the Farmington, New Mexico Customer Service Mail Processing Center (CSMPC) Area Mail Processing (AMP). In accordance with the Non-Disclosure Agreement dated February 11, 2013, the Postal Service is providing both redacted and un-redacted copies of the PIR. If there are any questions, please contact Rickey Dean at extension 7412. Sincerely, 't l Manager Contract Administration (APWU) Enclosures (CA2015-45)
Transcript of ~~~trick Devi~~
Union, AFL-CIO 1300 L Street, NW Washington, DC 20005-4128
Dear Mark:
Certified Mail Tracking Number: 7013 3020 0002 3617 1992
As information, enclosed is a copy of the second and final Post Implementation Review (PIR) for the Farmington, New Mexico Customer Service Mail Processing Center (CSMPC) Area Mail Processing (AMP).
In accordance with the Non-Disclosure Agreement dated February 11, 2013, the Postal Service is providing both redacted and un-redacted copies of the PIR.
If there are any questions, please contact Rickey Dean at extension 7 412.
Sincerely,
Enclosures
(CA2015-45)
City: Farmington
State: NM
Area: Western Finance Number: 342982
Current 30 ZIP Code(s): 874
Miles to Gaining Facility: 180
EXFC office: Yes
Facility Name & Type: Albuquerque NM P&DC
Street Address: 1135 Broadway Blvd NE
City: Albuquerque
State: NM
District: Arizona
Area: Western
EXFC office: Yes
PIR Type: Final PIR
Processing Days per Year: 310
Bargaining Unit Hours per Year: 1, 745
EAS Hours per Year: 1,822 Date of DAR Factors/Cost of Borrowing!
New Facility Start-up Costs Update June 16, 2011
Date & Time this workbook was last saved: I 12-03-2014 01:37
Area Vice President: Drew Aliperto
Vice President, Network Operations: David E. Williams
Area AMP Coordinator: Joel Greene
NAI Contact: Cindy Venable I Daniel Mahnke
PIR Data Entry Page
Approval Signatures
Losing FacllftV Nama and Type: on NMCSMPC Facility ZIP Codlt: Finance HumiiW:
CUrl'llnt SCF ZIP Coda(a):
Typt of Dlatrlbutlon ContoUdated:
Balnlng Facility N.lme and Type: NMP&DC Fatlllty ZIP Codlt: FiMnce Ht.~mber:
Cufl'llnt I!ICF ZIP Codt(a):
PIR Type: ~flna! PIR
Scp-30.2014
~
01'!W ~Ui!rtO ~···· Pf!nlll ~~
David E. Wlllamt
Executive Summary Last Saved December 3, 2014 Date Range of Data:
Losing Facility Name and Type: Street Address:
City: State:
City: State:
PCES/EAS Workhour Savings
Customer Experience Measurement Overall Satisfaction Residential at PFC level
Customer Experience Measurement Overall Satisfaction Small Business at PFC level
Final PIR vs Pre AMP Final PIR vs Approved
Losing Current Qtr Gaining Current Qtr
98.05%
from Workhour Costs Combined
from Transportation HCR and Transportation PVS
from Maintenance
from Staffing-Craft
from Staffing-PCES!EAS
Calculation References Combined Losing and Gaining Facility Data: Pre AMP Proposed Final PIR
Function 1 Workhour Costs $29,891 ,385 $29,635,302 $27,124,311 Non-Processing Craft Workhour Costs
$4,972,903 $4,972,903 $4,393,105 (less Maintenance & Transportation)
PCES/EAS Workhour Costs $5,118,322 $5,118,322 $4,436,570 Transportation Costs $1,404,313 $1,299,677 $1,371,250
Maintenance Costs $12,386,587 $12,386,629 $11,777,881 Space Savings $0 $0 $0
Total Annual Cost $53,773,510 $53,412,833 $49,103,117
Total One-Time Costs $0
Staffing
Craft Position Total On-Rolls 616 610 529 PCES/EAS Position Total On-Rolls 48 44 44
Final PIR vs Proposed
Function 1 Workhour Savings $2,767,073 $2,510,990 $256,083 Non-Processing Craft Workhour Savings $579,798 $579,798 $0 (less Maint/Trans)
PCES/EAS Workhour Savings $681,752 $681,752 $0 Transportation Savings $33,063 $104,636
Maintenance Savings $608,706 $608,748 Space Savings $0 $0 $0
Total Annual Savings $4,670,392 $4,309,716 $360,677
Total One-Time Costs $0 $0 $0
Total First Year $4,670,392 $4,309,716 $360,677
Staffing Craft Position Loss 87 81 6
PCES/EAS Position Loss 4 0 4
PIR Executive Summary
Type of Distribution Consolidated:
Gaining Facility Name and Type: Current SCF ZIP Code s :
BACKGROUND
Farmington NM CSMPC 874 Orig & Dest
Albuquerque NM P&DC 870-872 875
The Arizona Performance Cluster, with the assistance of the Western Area, has completed the Final 12- month Post Implementation Review (PIR) for the Farmington CSMPC Area Mail Processing (AMP) project. The AMP Study called for the consolidation of both originating and destinating mail from the Farmington CSMPC (874) to the Albuquerque P&DC (870) due to the significant decline in mail volume the USPS is experiencing and to increase operational efficiencies. The first day of processing all of Farmington 874 mail at the Albuquerque P&DC was Saturday, July 6, 2013.
The Farmington CSMPC is a USPS-leased facility located 180 miles north of the Albuquerque P&DC. There have been no changes to local mail collection-box pick-up times due to AMP. Additionally, there been no changes to retail or BMEU operations because of the AMP implementation and Mailers are able to deposit their mail through the Farmington Post Office BMEU as done before AMP implementation. A local Farmington postmark is still available.
FINANCIAL SUMMARY
The 12-month PIR data is from the period October 1, 2013 through September 30, 2014. Financial savings identified during the first PIR study for the consolidation of originating and destinating operations are:
Total Annual Savings
Function 1 Workhour Costs
PCES/EAS WorkhourCosts
Transportation Costs
Maintenance Costs
Space Savings
$49,103,117
$0
$49,103,117
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 $360, 677.
CUSTOMER & SERVICE IMPACTS
National Distribution and Labeling List changes were submitted as appropriate for lists L002, L005 & L607, and published in PB22365 6/13/2013.
PIR Summary Narrative
The Farmington's EXFC First Class Mail Service performance from TTMS for the AMP impacted ZIP Codes are:
J Fiscal Quarter Overnight 2 Day 3 Day Percentage Percentaae l Percentage
012013 95.56% 98.43% 98.43%
MP 02 2013 100.00% 98.11% 95.92% 03 2013 97.78% 99.22% 96.58%
j 04 2013 96.76% 91.65% 96.43% 012014 91.15% 99.23% 91.51%
p 02 2014 96.46% 97.28% 89.90% 032014 99.44% 94.12% 94.37% After AM 04 2014
The Albuquerque EXFC First Class Mail Service performance from TTMS for the AMP impacted ZIP Codes are:
Fiscal Quarter Overnight 2 Day 3 Day Percentage Percentage Percentage
012013 96.38% 97.52% 97.52%
IBefo reAMP 02 2013 97.24% 97.40% 94.54% 03 2013 97.53% 97.65% 96.97% 04 2013 96.05% 96.74% 96.51% 012014 96.60% 96.25% 90.24%
rAMP 02 2014 97.56% 97.32% 90.84% 03 2014 98.19% 97.62% 94.71% i Afte 04 2014
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 Farmington, NM postmark is still available from local offices.
EMPLOYEE IMPACTS
The approved Farmington AMP projected a reduction of six craft employee at Farmington with no changes in Albuquerque craft staffing as a result of this AMP. The EAS positions in the approved package projected a reduction of one position in Farmington and Albuquerque reducing three.
The PIR shows that Farmington craft staffing reducing by three with clerk staffing increased by two being offset by a reduction of four maintenance positions and one in Other functions. This increase in F4 staffing from the proposed is based upon CSV authorized staffing of 14.5 earned positions for the office. Albuquerque has seen a reduction of 84 craft employees from the Pre-AMP with clerks reducing by 54, mail handlers reducing by 14, maintenance reducing by 13 and Other Function/67-69 reducing by three. This reduction of 84 is the result of attrition from the January 31, 2013 VERA and increased efficiencies.
The PIR identifies that Farmington has reduced the one EAS position as projected, and Albuquerque reducing by three EAS from the Pre-AMP and one over the authorized positions in the new Plant Staffing matrix.
PIR Summary Narrative
' Craft= Career+ Non-career
The staffing impacts on Management to Craft ratios as a result of this AMP are:
1 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 Farmington CSMPC is exclusively HCR. The approved Farmington AMP projected annual transportation savings of $104,636 with the 12-month PIR data identifying an annual savings of $33,063.
Existing HCR routes were realigned and modified as necessary to accommodate transportation of originating and destinating mail to the Albuquerque P&DC as projected.
• 87014 serviced multiple New Mexico locations, the Albuquerque to Roswell trips were eliminated from the contract.
The PIR identifies PVS savings of $159,463 from the approved AMP. These costs reported as Postal Vehicle Services in the PIR are for the authorized Network Transportation administrative staff at the Albuquerque P&DC. These costs are not related to this AMP project and are anticipated to continue with Albuquerque at authorized staffing.
EQUIPMENT RELOCATION AND MAINTENANCE IMPACTS
The approved AMP package did not project any equipment moves or one-time costs associated with the AMP of Farmington volumes to the Albuquerque P&DC and none were incurred. The increase identified in the PIR of one LCUS was the result of this equipment not being reported in WebEOR previously at the time of the AMP package completion.
PIR Summary Narrative
The AMP proposed an annual maintenance savings of $42 as a result of the AMP. The 12-month PIR identifies a reduction of these costs by $608,706 with Farmington labor reducing by $233,681 and Parts & Supplies by $17,369 as a result of new maintenance staffing package. Albuquerque has had a labor reduction of $458,004 with Parts & Supplies increasing by $100,348 from the Pre-AMP period. These changes are primarily the result of attrition due to the VERA and the maintenance staffing package.
SPACE IMPACTS
The Farmington CSMPC 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
PIR Type: Final PIR Implementation Date: 10/01/13
Losing Facility: Farmington NM CSMPC District: Arizona
~~~---------------------------
~~~---------------------------
Overall Satisfaction (Overall Experience)
Satisfaction with Receiving (Experience with receiving)
Satisfaction with Sending (Experience with sending)
.. ;:::;:;_::: ............ ( ........................... , ................................ 1 satisfaction with most frequently visited PO (Experience with most frequently visited P< Satisfaction with most recent contact with USPS (Experience with most recent contact •
.._ _ __:::.;..: __ _,_ _____ -'-------'Likely to recommend the USPS
PIR Service Performance and Customer Satisfaction Measurement
Workhour Costs ·Combined Facilities
PIR Type*: :,:::.:·:~·~~ .-... L,....,..,..., ,., ,..,,..,,.,.,..,c~ .,~ ~=>D!R
Type of Distribution Consolidated: Otig & Dest Date Range of Data: ~ to Sep-30-2014
PIR Workhour Costs- Combined Facilities
PIR Work hour Costs - Co-mbined F aciliHes
PIR Workhour Costs- Combined Facilities
(27)NOTES: __________________________________________________________________________________________________________________________________________________ ___
Losing Facility: Farmmgton NM CSMPC
Type of Distribution ConsoHdat~: --~& Oest ~~
Workhour Costs~ Losing Facility Last Sawd: Oacember 3, 2014
PtR Type"': .;,~~:'Cno':'',~:~;.;~R"'"'"'"""~=•"~"'o"'""'-'=""•~=F~<
Date Range of Data: ~ to S...p-.30~
P!R Workhour Costs- Losmg
Gaining Facility: Albuquerque NM P&DC
Type of Distribution Consolidated: Orig & Dest
Workhour Costs - Gaining Facility Last Saved· December 3, 2014
PIR Type*: :~~:·,.: ~·~~ ""t, ., ,., """"~.,.,,.unr ~ • ...,.t
Date Range of Data: Oct-01-2013 to 5eP"'30*2014
PIR Workhour Costs- Gaining
PIR Workhour Cosls - Gaining
PIR Workhour Costs- Gaining
PIR Other Workhour Costs
PIR Other Workhour Costs
PIR Other Workhour Costs
PIR Other Workhour Costs
Adjustments at the Losing Facili
1'1 ~ !'ropo- Proposed ~ MODS Anntllll ..... ...,'
Operatiolt WOrldlours w-!lumber Cost{$1
0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0
Total Adj 0 $0
PIR Other Workhour Costs
PIR Type: Final PIR Data Extraction Date: 04/04114
Losing Facility: Farmington NM CSMPC Finance #: 342982
(1) (2) •. (3) (4) (5) (6 {7) (8) (9)
Non-Career On-Rolls Part Time On-Rolls Full Time On-Rolls Total On-Rolls Craft Positions
PreAMP Final PIR Pre.AMP Final PIR PreAMP Final PIR PreAMP Proposed Final PIR
Function 1 -Clerk 0 0 .. 0 0 0 0 0 ~4-Cierk ···. 0 2 0 0 1< 10 · .. 10 7 12
1 - Mail Handler .. 0 0 .... 0 .. 0 0 0 0 0
t 0 t 0
... 0 0
Function 3A- Vehicle Service ... 0 0 .. · . 0 0 . 0 0 Function 3B- "'"'" """""""'
~ 0 ·• ... · 0 . .· 1 · .. 5 2 1
Functions 67-69- Lmtd/Rehab!WC 0' · .•
0 ,. .. 0 •· .·· 0 0 Other Functions 0 :31 30 31 31 30 ,Total 0 21 .• ·. . . () 0 .... 46 41 I ·.·.46 40 43 --- ::::110>< 1
Variances Total On-Rolls
Change (10) (11)
Gaining Facility: Albuquerque NM P&DC Finance#: 340148
.(12) (13) . (14) ·. (15) I ·. (1()) .· I (17) (18) I (19) (20)
• Non-Career On-Rolls Part Time On-Rolls Full Time On-Rolls Total On-Rolls Craft Positions
PreAMP. Final PIR Pre.AMP Final PIR PreAMP ""'' PIR I ... AMP! • .,., ... Final PIR
I Function 1 -Clerk • 3 34 • 0 . 0 44U 182 uu 216 IFun~ction 1 -Mail Handler 26 1 1 14! 119 160 146 I Function 3A- Vehicle Service ... 0 : .·· . 0 0 0 0 I Function 3B- Maintenance
~ 0( ... 0 / 13' 118 .. 131 131 118
I Functions 67-69 - Lfl,idl '"''"'"'/ vVC 0 1 3 3 1 l()ther Functions o I ···. 0 0 ....... 6 5 .·. • .. ·· ... ·. 6 6 5 !Total I 30 6o 1 .11$ 1 525 425
fi70 ~ Var:::::Total 0 Ro::;.
,------·---------~----------------~ Change (21) (22)
I (23) I (24) I Analysis Final PIR vs Final PIR vs
f Final PIR vs Pre AMP f Final PIR vs Proposed j Pre AMP Proposed
Positions IB4l 1841 Total Craft Position Loss:L ____ a7 _____ j _____ ~ _____ j Percent ·14.7% -14.7% (Above numbers are carried forward to the Executive Summary)
.rev 4/5/1()
PCES/EAS Positions Authorized Staffing
1 POSTMASTER ~~,. £V CUSTOMER SERVICES EAS-17 2
0 4 5 0 6 0 7 ·, -.· : 0 8 ·•' .. -· 0 9 . · : ': ' 0 10 : 0 11 .. 0 12 : 0 13 ,' 0 14 , .... 0 15 I .-.. 0
Sf ~ 0 0
20 21 0 22 ·'· · .. · 0 23 : 0 24 I 0 25 ··.:.:: 0 26 0 27 '•: .... •. 0 28 0 29 '.>', 0 30 -: .:: 0 31 .... ' _,·:: 0 32 0
l : 0
; ' : 0 .:_ 0
m 0 0
··-·
Totals ~- .-· 3
PIR Type: Final PIR
.··· v 1 1
·~ 2 0 0
'§ 0 0 0 0
.· .. _ I I 0
Change Final PIR vs Final PIR vs Analysis PreAMP Proposed
Positions (1) 0 Percent -25.0% 0.0%
PIR Staffing PCES/EAS
PCES/EAS Positions Authorized
1 PLANT MANAGER (4) PCES-01 ;, 1- • 0 1 1 0
2 MGR MAINTENANCE (LEAD) EAS-24 1 ... 0 •• L 1 0 3 MGR DISTRIBUTION OPERATIONS EAS-22 •1 ··- 2 1~ 1 2 4 MGR IN-PLANT SUPPORT EAS-21 1 -· .. - 0 1 1 0 5 MGR MAINTENANCE OPERATIONS EAS-21 --- 2 ' 2
I 2 2
6 OPERATIONS INDUSTRIAL ENGINEER (FI EAS-21 2 --· 2 2 2
7 MGR DISTRIBUTION OPERATIONS EAS-20 .. 3 1 1 1
8 MGR MAINT ENGINEERING SUPPORT EAS-20 · ..•. _ 1 0 1 0 9 MGR FIELD MAINT OPRNS (LEAD) EAS-19 -·· 1 ; 0 1 0
10 MGR MAINTENANCE OPERATIONS SUPPT EAS-19 1 ._ .. 1 1 1 11 MGR TRANSPORTATION/NETWORKS EAS-18 1 0 _1 1 0 12 NETWORKS SPECIALIST EAS-18 1 0 0 0 0
13 OPERATIONS SUPPORT SPECIALIST EAS-18 2 0 1 '' 1 0 14 OPERATIONS SUPPORT SPECIALIST EAS-17 .-.- 3 3 2. '' 2 3 15 SUPV DISTRIBUTION OPERATIONS EAS-17 20 13 20 ·--. 17 15 16 SUPV MAINTENANCE OPERATIONS EAS-17 .-. 8 7 6 6 17 NETWORKS SPECIALIST EAS-16 1 0 '' 1"" 1 0 18 SECRETARY (FLD) EAS-12 1 0 1 1 0 19 PLANT MANAGER (3) PCES-01 ··-·-·- .·- 1 I ... _ •• 1
20 MGR IN-PLANT SUPPORT EAS-23 . 1 ·_._ 1
21 MGR MAINTENANCE EAS-23 : ,. 1 1
22 MGR TRANSPORTATION/NETWORKS
~: .. . 1
23 OPERATIONS SUPPORT SPECIALIST ; 1 24 MAINTENANCE ENGINEERING SPECIALIST 1 .-- 1
25 NETWORK SPECIALIST 2 2 26 ADMINISTRATIVE ASSISTANT (FLD) EAS 12 ..•••.•• 1 .::._ ~ 1
27 0 0
28 -- .-,, 0 0
29 0 ,'• 0
38 0 -.. 0
39 . 0 0
1421 0 0
43 .. -•-· 0 0
46 --" 0 47
50 0 0 51 ..... 0
~ 0
55 . 0 0
Totals 1·· 1>1 4u 4:4 41 I 41
~ Variances Total On-Rolls
PreAMP Proposed
r----------------~-------------,-------------, j Total PCES/EAS' 137
) ' 138
) '
j Position Lossj 4 j 0 j ~-~-·-·-·-·-·----~--------·---~~~-·-·-·-----~~ (Above numbers are carried forward to the Executive Summary)
PIR Staffing - PCES/EAS
--~~-----------
.····.~·~;-·j·:. Proposed
PVS Owned Equipment I· ······:::.> Seven Ton Trucks ' •. <·· 0 0 Eleven Ton Trucks I ,:, .. ' · 0 0 Single Axle Tractors ·T<.: .tr 0 Tandem Axle Tractors I' ·: •:< '0 0 Spotters ;:'/, :0 0
PVS Transportation ! ·.• . ·•··· .•. Number of Schedules ,•. : .: j)S. () 0 Total Annual Mileage ~. ·~ ·•" ·o 0
Total Mileage Costs • •..•. ••••·· .$()
Total Lease Costs ......... , ~9· $0 . : .. •· .. .• ... · ·~
PVS Workhour Costs :;c;~ .....
LDC 31 (617, 679, 764) · ·· .. T.•i••$0. $0 LDC 34 (765, 766) .··.· ·• .. ·· <•.!o $0
Total Workhour Costs . ;·x.· $0. $0
I··· .. '. :.'"
.
(5) Variance
Gaining Facility: Albuquerque NM P&DC Finance Number: 340148
~~~------------
. ... .•.. (6) \ (7) (8) (9) (10)
~:··.~·.:•·'·~· Variance Variance 1 ·Pre ·,. Proposed PIR Final PIR vs Final PIR vs 1.·· :. Pre AMP Prooosed
PVS Owned Equipment .? • •·· :·•::•· ··' Seven Ton Trucks .• . :.< :0' 0 Eleven Ton Trucks i • ••, •·.;:; ••. •:cO 0 Single Axle Tractors : ~ >,.;: ~.o 0 Tandem Axle Tractors · • :•::;:,~:: ·•··o 0 Spotters >• ·· ···• ,,..:•:,:{o 0
PVS Transportation :. ·.· ·'•··> •· • . Number of Schedules .. • ., ;;.•.; 0 0 Total Annual Mileage \' •: :: •:· • ,:0 · 0
Total Mileage Costs '¥·< :.11 $0 $0 $0 . .. ) .......... ,.
PVS Leases ~.·. :.i ··:···•••··.:· Total Vehicles Leased ~ : ;~·~ ·, 0 0 0
Total Lease Costs;>.;:~, \:>•.'$() $0 $0 $0 $0
1''>.,•>·+••· \ .. PVS Workhour Costs [> ' <~': ··
LDC 31 (617, 679, 764) '· .$293,045 $293,045 $133,582 ($159,463) ($169,463) LDC 34 (765, 766) ! . ;;; $0. $0 $0
Total Workhour Costs .$293;045 $293,045 $133,582 ($169.463) ($159,463)
: ... · .... ·.··' -· -··
(11) Total Final PIR vs Pre AMP Transportation-PVS Savings: ($159,463) :12) Total Final PIR vs Proposed Transportation-PVS Savings: ($159,463) (This number added to the Executive Summary (This number added to the Executive Summary)
(13) Notes:------------------------------------------------
Type of Distribution Consolidated: Orig & Dest
Data of HCR Data File: 10/01/14
Transportation - HCR Last Saved: December 3, 2014
PIR Type: Final PIR
CT for Outbound Dock:
Transportation - HCR Last Saved: December 3, 2014
CET for Inbound Dock:
PIR Transportation HCR - Gaining
$0
Final PIR vs Proposed
$0 Gaining $126 $231,035
(13) Total Final PIR vs Pre AMP Transportation-HeR Savings: (from losing and gaining facilities)
$126,400
(14) Total Final PIR vs Proposed Transportation-HeR Savings: (from losing and gaining facilities)
Total Transportation
(15)
HCR
PVS
(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)
(16)
MPE Inventory Last Saved: December 3, 2014
Data Extraction Date: ----- PIR Type: Final PIR Date Range of Data: Oct-01-2013 --to- Sep-30-2014
Losing Facility: Farmington NM CSMPC Gaining Facility: Albuquerque NM P&DC
(1) (2) (3) ·.· {4) (5) (6) (7) (8) (9)
··PreAMP Proposed Final PIR Equipment ·. · .. ·.·
Proposed Final PIR Variance in PreAMP Proposed Final PIR Relocation Relocation
Costs Equipment .... .·.· Costs Costs
AFCS .•. 0 .... 0 0 AFCS •.• 4 .. : ·.· 4 1 $0 $0
AFCS200 .•... · ll ·. 0 0 AFCS200 ' 0 0 3 $0
AFSM -ALL .. o··· •.• 0 0 AFSM -ALL 3 ... 3 3 $0 $0
APPS .• 0 .•• 0 0 APPS . · .. • 1 1 1 $0 $0
ClOSS .i Q. '· ... 0 0 ClOSS •.. 2 2 2 $0 so CSBCS 0, ··.·· ... ~ 0 0 CSBCS ·o · .. 0 0 $0 $0
DBCS •• 0 . 0 0 DBCS 13 14 16 $0 so DBCS-OSS ...• • '() >. 0 0 DBCS-OSS
· .. 3 . ..... 0 0 $0 $0
DIOSS . 0 . <· 0 0 DIOSS 3 .• 6 3 $0 $0
FSS .··· 0 .·. 0 0 FSS .. :: 0 ·· .. 0 0 $0 $0
SPBS 1 .. ;.Qi • 0 0 SPBS 0 ••. 0 0 $0 $0
UFSM i .o .. 0 0 UFSM o.·· ....••... 0 0 $0 $0
FC I MICRO MARK i·· ···.···1 .... 0 0 FC I MICRO MARK .·: Q •:.< 0 0 $0 $0
ROBOT GANTRY ....... o.···· 0 0 ROBOT GANTRY •· ... · .• 0 • 0 0 $0 so HSTS/HSUS r> D 0 0 HSTSIHSUS 0 ·•··· .. ··· 0 0 $0 $0
. ·· . ·•· •· .... ··. . ..
.·· ·.· .· .·•.·
.. .. ·. .. I 1 ... 0 0 i Totals .• 32 33 33 $0 $0 $0
~ L'.:::. (10) Notes:
Proposed EquipmentSet based upon full implementation of Netw Carried to
•ork Optimization and SSG Space Evaluation and Other Costs
PIR MPE Inventory
Losing Facility: Farmington NM CSMPC
%
Gran<tliotal
(12) Final PIR vs Proposed- Maintenance Savings:
PIR Type*: _F_in...:ca_I_P:.:_IR.:__ ____ _
;;v-= ;; "~ ""
$
$ 5,870,855 $ 5,870,828 $
$ 1,590,717 $ 1,665,662 $
$ 2,041,106 $ 1,753,234 $
624,934 $ 367,465 $
(10) Final PIR to
reviJ81200a
Losing Facility : Farmington NM CSMPC PIR Type: Final PIR
Type of Distribution Consolidated: Orig & Dest Date Range of Data: Oct-01-2013 --to-- Sep-30-2014
Place a "X" next to the DMM labeling list(s) revised as result of the approved AMP.
DMM L001 DMM L011
DMM L003 DMM L601
DMM L004 DMM L602
DMM L006 DMM L604
DMM L007 DMM L605
DMM L008 DMM L606
DMM L010 DMM L801
Identify the date of the Postal Bulletin that contained DMM labeling list revisions.
<2l PB22365 6/13/2013
Was the Service Standard Directory updated for the approved AMP?
(3)
FAST Appointment Summary Report NASS
Facility Name Total No-Show Late Arrival O~en
Month Losing/ Gaining Facility Code Schd Count % Count % Count %
14-Aug Losing Facility
14-Sep Losing Facility
14-Aug Gaining Facility 870 Albuquerque 272 88 32.35% 51 18.75% 0 0.00%
14-Sep Gaining Facility 870 Albuquerque 295 95 32.20% 70 23.73% 5 1.69% ·--
(5) Notes:
Data Extraction Date:-"170tc=:o"'1t:-:'14-=------
3-Digit ZIP Code: 874 3-Digit ZIP Code: PreAMP _·· .. · •. PIR
····· PreAMP
1. Collection Points Moo.-Fri. ' : Sat; Mon.~ Fri. Sat. Mon.•Frl. · .. Sat Mon.~ Fri. Number picked up before 1 p.m. ,'' .3 ....... 15 3 15 ()'· ,' .. ()
Number picked up between 1-5 p.m. 51· ... -· 36 54 36 0 0 Number picked up after 5 p.m. 3 , .. () ' 0 0 -0 ()
Total Number of Collection Points ~------ ~51_~ --------~-- 51 -- ~--5~----- ~ - 0 - 0-
2. How many collection boxes are currently designated for "local delivery"? [ --0-1
3. How many "local delivery" boxes were removed as a result of AMP? 1- o I 4. Delivery Performance Report
Final PIR p~ Ouarter/FY Percent
%Carriers returning after 1700 J Qt 2o13l ··· 47.8% 01 2014 47.5%
38'.2%. 02 2014 34.6%
36.4%. 03 2014 20.5%,~
3-Digit ZIP Code:
0 ', ()
()_ 0 0 0 ,_ 0
5. Retail Unit Inside Losing Facility (Window Service Times) 6. Business (Bulk) Mail Acceptance Hours
Monda
Tuesda
Wednesda
Thursda
Frida
Saturda
8:36 17:00 ,,
8:30 ,. .17:00.
10:00 ..•. :: 13:00
Proposed Final PIR Start End Start End 8:30 17:00 8:30 17:00
8:30 17:00 8:30 17:00
8:30 17:00 8:30 17:00
Thursday
10:00 13:00 1000 13:00 Saturdavl
7. can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual?
8. Notes:
9. What postmark is printed on collection mail?
Final PIR Start End 9:00 16:00
9:00 16:00
16:00 9:00 I 16:00 900 16:00 9:00
~ 9:00 16:00
Yes
Q 0
Space Evaluation and Other Costs Last Saved: December 3, 2014
Losing Facility: Farmington NM CSMPC
1. Affected Facility
2. One-Time Costs
3. Savings Information
Space Savings ($): __ ..::;$.::..0 __
4. Did you utilize the acquired space as planned? Explain.
5. Notes:
Facility Costs (from above)
Total One-Time Costs $0
$0 $0 (These numbers shown below under One-Time Costs section.)
$0 $0 (These numbers carried forward to the Executive Summary)
$0
Losing Facility: Farmington NM CSMPC
Pre-AMP: FY 2012 Range of Report
Gaining Facility: Albuquerque NM P&DC
PIR: FY 2013
Dear Mark:
Certified Mail Tracking Number: 7013 3020 0002 3617 1992
As information, enclosed is a copy of the second and final Post Implementation Review (PIR) for the Farmington, New Mexico Customer Service Mail Processing Center (CSMPC) Area Mail Processing (AMP).
In accordance with the Non-Disclosure Agreement dated February 11, 2013, the Postal Service is providing both redacted and un-redacted copies of the PIR.
If there are any questions, please contact Rickey Dean at extension 7 412.
Sincerely,
Enclosures
(CA2015-45)
City: Farmington
State: NM
Area: Western Finance Number: 342982
Current 30 ZIP Code(s): 874
Miles to Gaining Facility: 180
EXFC office: Yes
Facility Name & Type: Albuquerque NM P&DC
Street Address: 1135 Broadway Blvd NE
City: Albuquerque
State: NM
District: Arizona
Area: Western
EXFC office: Yes
PIR Type: Final PIR
Processing Days per Year: 310
Bargaining Unit Hours per Year: 1, 745
EAS Hours per Year: 1,822 Date of DAR Factors/Cost of Borrowing!
New Facility Start-up Costs Update June 16, 2011
Date & Time this workbook was last saved: I 12-03-2014 01:37
Area Vice President: Drew Aliperto
Vice President, Network Operations: David E. Williams
Area AMP Coordinator: Joel Greene
NAI Contact: Cindy Venable I Daniel Mahnke
PIR Data Entry Page
Approval Signatures
Losing FacllftV Nama and Type: on NMCSMPC Facility ZIP Codlt: Finance HumiiW:
CUrl'llnt SCF ZIP Coda(a):
Typt of Dlatrlbutlon ContoUdated:
Balnlng Facility N.lme and Type: NMP&DC Fatlllty ZIP Codlt: FiMnce Ht.~mber:
Cufl'llnt I!ICF ZIP Codt(a):
PIR Type: ~flna! PIR
Scp-30.2014
~
01'!W ~Ui!rtO ~···· Pf!nlll ~~
David E. Wlllamt
Executive Summary Last Saved December 3, 2014 Date Range of Data:
Losing Facility Name and Type: Street Address:
City: State:
City: State:
PCES/EAS Workhour Savings
Customer Experience Measurement Overall Satisfaction Residential at PFC level
Customer Experience Measurement Overall Satisfaction Small Business at PFC level
Final PIR vs Pre AMP Final PIR vs Approved
Losing Current Qtr Gaining Current Qtr
98.05%
from Workhour Costs Combined
from Transportation HCR and Transportation PVS
from Maintenance
from Staffing-Craft
from Staffing-PCES!EAS
Calculation References Combined Losing and Gaining Facility Data: Pre AMP Proposed Final PIR
Function 1 Workhour Costs $29,891 ,385 $29,635,302 $27,124,311 Non-Processing Craft Workhour Costs
$4,972,903 $4,972,903 $4,393,105 (less Maintenance & Transportation)
PCES/EAS Workhour Costs $5,118,322 $5,118,322 $4,436,570 Transportation Costs $1,404,313 $1,299,677 $1,371,250
Maintenance Costs $12,386,587 $12,386,629 $11,777,881 Space Savings $0 $0 $0
Total Annual Cost $53,773,510 $53,412,833 $49,103,117
Total One-Time Costs $0
Staffing
Craft Position Total On-Rolls 616 610 529 PCES/EAS Position Total On-Rolls 48 44 44
Final PIR vs Proposed
Function 1 Workhour Savings $2,767,073 $2,510,990 $256,083 Non-Processing Craft Workhour Savings $579,798 $579,798 $0 (less Maint/Trans)
PCES/EAS Workhour Savings $681,752 $681,752 $0 Transportation Savings $33,063 $104,636
Maintenance Savings $608,706 $608,748 Space Savings $0 $0 $0
Total Annual Savings $4,670,392 $4,309,716 $360,677
Total One-Time Costs $0 $0 $0
Total First Year $4,670,392 $4,309,716 $360,677
Staffing Craft Position Loss 87 81 6
PCES/EAS Position Loss 4 0 4
PIR Executive Summary
Type of Distribution Consolidated:
Gaining Facility Name and Type: Current SCF ZIP Code s :
BACKGROUND
Farmington NM CSMPC 874 Orig & Dest
Albuquerque NM P&DC 870-872 875
The Arizona Performance Cluster, with the assistance of the Western Area, has completed the Final 12- month Post Implementation Review (PIR) for the Farmington CSMPC Area Mail Processing (AMP) project. The AMP Study called for the consolidation of both originating and destinating mail from the Farmington CSMPC (874) to the Albuquerque P&DC (870) due to the significant decline in mail volume the USPS is experiencing and to increase operational efficiencies. The first day of processing all of Farmington 874 mail at the Albuquerque P&DC was Saturday, July 6, 2013.
The Farmington CSMPC is a USPS-leased facility located 180 miles north of the Albuquerque P&DC. There have been no changes to local mail collection-box pick-up times due to AMP. Additionally, there been no changes to retail or BMEU operations because of the AMP implementation and Mailers are able to deposit their mail through the Farmington Post Office BMEU as done before AMP implementation. A local Farmington postmark is still available.
FINANCIAL SUMMARY
The 12-month PIR data is from the period October 1, 2013 through September 30, 2014. Financial savings identified during the first PIR study for the consolidation of originating and destinating operations are:
Total Annual Savings
Function 1 Workhour Costs
PCES/EAS WorkhourCosts
Transportation Costs
Maintenance Costs
Space Savings
$49,103,117
$0
$49,103,117
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 $360, 677.
CUSTOMER & SERVICE IMPACTS
National Distribution and Labeling List changes were submitted as appropriate for lists L002, L005 & L607, and published in PB22365 6/13/2013.
PIR Summary Narrative
The Farmington's EXFC First Class Mail Service performance from TTMS for the AMP impacted ZIP Codes are:
J Fiscal Quarter Overnight 2 Day 3 Day Percentage Percentaae l Percentage
012013 95.56% 98.43% 98.43%
MP 02 2013 100.00% 98.11% 95.92% 03 2013 97.78% 99.22% 96.58%
j 04 2013 96.76% 91.65% 96.43% 012014 91.15% 99.23% 91.51%
p 02 2014 96.46% 97.28% 89.90% 032014 99.44% 94.12% 94.37% After AM 04 2014
The Albuquerque EXFC First Class Mail Service performance from TTMS for the AMP impacted ZIP Codes are:
Fiscal Quarter Overnight 2 Day 3 Day Percentage Percentage Percentage
012013 96.38% 97.52% 97.52%
IBefo reAMP 02 2013 97.24% 97.40% 94.54% 03 2013 97.53% 97.65% 96.97% 04 2013 96.05% 96.74% 96.51% 012014 96.60% 96.25% 90.24%
rAMP 02 2014 97.56% 97.32% 90.84% 03 2014 98.19% 97.62% 94.71% i Afte 04 2014
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 Farmington, NM postmark is still available from local offices.
EMPLOYEE IMPACTS
The approved Farmington AMP projected a reduction of six craft employee at Farmington with no changes in Albuquerque craft staffing as a result of this AMP. The EAS positions in the approved package projected a reduction of one position in Farmington and Albuquerque reducing three.
The PIR shows that Farmington craft staffing reducing by three with clerk staffing increased by two being offset by a reduction of four maintenance positions and one in Other functions. This increase in F4 staffing from the proposed is based upon CSV authorized staffing of 14.5 earned positions for the office. Albuquerque has seen a reduction of 84 craft employees from the Pre-AMP with clerks reducing by 54, mail handlers reducing by 14, maintenance reducing by 13 and Other Function/67-69 reducing by three. This reduction of 84 is the result of attrition from the January 31, 2013 VERA and increased efficiencies.
The PIR identifies that Farmington has reduced the one EAS position as projected, and Albuquerque reducing by three EAS from the Pre-AMP and one over the authorized positions in the new Plant Staffing matrix.
PIR Summary Narrative
' Craft= Career+ Non-career
The staffing impacts on Management to Craft ratios as a result of this AMP are:
1 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 Farmington CSMPC is exclusively HCR. The approved Farmington AMP projected annual transportation savings of $104,636 with the 12-month PIR data identifying an annual savings of $33,063.
Existing HCR routes were realigned and modified as necessary to accommodate transportation of originating and destinating mail to the Albuquerque P&DC as projected.
• 87014 serviced multiple New Mexico locations, the Albuquerque to Roswell trips were eliminated from the contract.
The PIR identifies PVS savings of $159,463 from the approved AMP. These costs reported as Postal Vehicle Services in the PIR are for the authorized Network Transportation administrative staff at the Albuquerque P&DC. These costs are not related to this AMP project and are anticipated to continue with Albuquerque at authorized staffing.
EQUIPMENT RELOCATION AND MAINTENANCE IMPACTS
The approved AMP package did not project any equipment moves or one-time costs associated with the AMP of Farmington volumes to the Albuquerque P&DC and none were incurred. The increase identified in the PIR of one LCUS was the result of this equipment not being reported in WebEOR previously at the time of the AMP package completion.
PIR Summary Narrative
The AMP proposed an annual maintenance savings of $42 as a result of the AMP. The 12-month PIR identifies a reduction of these costs by $608,706 with Farmington labor reducing by $233,681 and Parts & Supplies by $17,369 as a result of new maintenance staffing package. Albuquerque has had a labor reduction of $458,004 with Parts & Supplies increasing by $100,348 from the Pre-AMP period. These changes are primarily the result of attrition due to the VERA and the maintenance staffing package.
SPACE IMPACTS
The Farmington CSMPC 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
PIR Type: Final PIR Implementation Date: 10/01/13
Losing Facility: Farmington NM CSMPC District: Arizona
~~~---------------------------
~~~---------------------------
Overall Satisfaction (Overall Experience)
Satisfaction with Receiving (Experience with receiving)
Satisfaction with Sending (Experience with sending)
.. ;:::;:;_::: ............ ( ........................... , ................................ 1 satisfaction with most frequently visited PO (Experience with most frequently visited P< Satisfaction with most recent contact with USPS (Experience with most recent contact •
.._ _ __:::.;..: __ _,_ _____ -'-------'Likely to recommend the USPS
PIR Service Performance and Customer Satisfaction Measurement
Workhour Costs ·Combined Facilities
PIR Type*: :,:::.:·:~·~~ .-... L,....,..,..., ,., ,..,,..,,.,.,..,c~ .,~ ~=>D!R
Type of Distribution Consolidated: Otig & Dest Date Range of Data: ~ to Sep-30-2014
PIR Workhour Costs- Combined Facilities
PIR Work hour Costs - Co-mbined F aciliHes
PIR Workhour Costs- Combined Facilities
(27)NOTES: __________________________________________________________________________________________________________________________________________________ ___
Losing Facility: Farmmgton NM CSMPC
Type of Distribution ConsoHdat~: --~& Oest ~~
Workhour Costs~ Losing Facility Last Sawd: Oacember 3, 2014
PtR Type"': .;,~~:'Cno':'',~:~;.;~R"'"'"'"""~=•"~"'o"'""'-'=""•~=F~<
Date Range of Data: ~ to S...p-.30~
P!R Workhour Costs- Losmg
Gaining Facility: Albuquerque NM P&DC
Type of Distribution Consolidated: Orig & Dest
Workhour Costs - Gaining Facility Last Saved· December 3, 2014
PIR Type*: :~~:·,.: ~·~~ ""t, ., ,., """"~.,.,,.unr ~ • ...,.t
Date Range of Data: Oct-01-2013 to 5eP"'30*2014
PIR Workhour Costs- Gaining
PIR Workhour Cosls - Gaining
PIR Workhour Costs- Gaining
PIR Other Workhour Costs
PIR Other Workhour Costs
PIR Other Workhour Costs
PIR Other Workhour Costs
Adjustments at the Losing Facili
1'1 ~ !'ropo- Proposed ~ MODS Anntllll ..... ...,'
Operatiolt WOrldlours w-!lumber Cost{$1
0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0
Total Adj 0 $0
PIR Other Workhour Costs
PIR Type: Final PIR Data Extraction Date: 04/04114
Losing Facility: Farmington NM CSMPC Finance #: 342982
(1) (2) •. (3) (4) (5) (6 {7) (8) (9)
Non-Career On-Rolls Part Time On-Rolls Full Time On-Rolls Total On-Rolls Craft Positions
PreAMP Final PIR Pre.AMP Final PIR PreAMP Final PIR PreAMP Proposed Final PIR
Function 1 -Clerk 0 0 .. 0 0 0 0 0 ~4-Cierk ···. 0 2 0 0 1< 10 · .. 10 7 12
1 - Mail Handler .. 0 0 .... 0 .. 0 0 0 0 0
t 0 t 0
... 0 0
Function 3A- Vehicle Service ... 0 0 .. · . 0 0 . 0 0 Function 3B- "'"'" """""""'
~ 0 ·• ... · 0 . .· 1 · .. 5 2 1
Functions 67-69- Lmtd/Rehab!WC 0' · .•
0 ,. .. 0 •· .·· 0 0 Other Functions 0 :31 30 31 31 30 ,Total 0 21 .• ·. . . () 0 .... 46 41 I ·.·.46 40 43 --- ::::110>< 1
Variances Total On-Rolls
Change (10) (11)
Gaining Facility: Albuquerque NM P&DC Finance#: 340148
.(12) (13) . (14) ·. (15) I ·. (1()) .· I (17) (18) I (19) (20)
• Non-Career On-Rolls Part Time On-Rolls Full Time On-Rolls Total On-Rolls Craft Positions
PreAMP. Final PIR Pre.AMP Final PIR PreAMP ""'' PIR I ... AMP! • .,., ... Final PIR
I Function 1 -Clerk • 3 34 • 0 . 0 44U 182 uu 216 IFun~ction 1 -Mail Handler 26 1 1 14! 119 160 146 I Function 3A- Vehicle Service ... 0 : .·· . 0 0 0 0 I Function 3B- Maintenance
~ 0( ... 0 / 13' 118 .. 131 131 118
I Functions 67-69 - Lfl,idl '"''"'"'/ vVC 0 1 3 3 1 l()ther Functions o I ···. 0 0 ....... 6 5 .·. • .. ·· ... ·. 6 6 5 !Total I 30 6o 1 .11$ 1 525 425
fi70 ~ Var:::::Total 0 Ro::;.
,------·---------~----------------~ Change (21) (22)
I (23) I (24) I Analysis Final PIR vs Final PIR vs
f Final PIR vs Pre AMP f Final PIR vs Proposed j Pre AMP Proposed
Positions IB4l 1841 Total Craft Position Loss:L ____ a7 _____ j _____ ~ _____ j Percent ·14.7% -14.7% (Above numbers are carried forward to the Executive Summary)
.rev 4/5/1()
PCES/EAS Positions Authorized Staffing
1 POSTMASTER ~~,. £V CUSTOMER SERVICES EAS-17 2
0 4 5 0 6 0 7 ·, -.· : 0 8 ·•' .. -· 0 9 . · : ': ' 0 10 : 0 11 .. 0 12 : 0 13 ,' 0 14 , .... 0 15 I .-.. 0
Sf ~ 0 0
20 21 0 22 ·'· · .. · 0 23 : 0 24 I 0 25 ··.:.:: 0 26 0 27 '•: .... •. 0 28 0 29 '.>', 0 30 -: .:: 0 31 .... ' _,·:: 0 32 0
l : 0
; ' : 0 .:_ 0
m 0 0
··-·
Totals ~- .-· 3
PIR Type: Final PIR
.··· v 1 1
·~ 2 0 0
'§ 0 0 0 0
.· .. _ I I 0
Change Final PIR vs Final PIR vs Analysis PreAMP Proposed
Positions (1) 0 Percent -25.0% 0.0%
PIR Staffing PCES/EAS
PCES/EAS Positions Authorized
1 PLANT MANAGER (4) PCES-01 ;, 1- • 0 1 1 0
2 MGR MAINTENANCE (LEAD) EAS-24 1 ... 0 •• L 1 0 3 MGR DISTRIBUTION OPERATIONS EAS-22 •1 ··- 2 1~ 1 2 4 MGR IN-PLANT SUPPORT EAS-21 1 -· .. - 0 1 1 0 5 MGR MAINTENANCE OPERATIONS EAS-21 --- 2 ' 2
I 2 2
6 OPERATIONS INDUSTRIAL ENGINEER (FI EAS-21 2 --· 2 2 2
7 MGR DISTRIBUTION OPERATIONS EAS-20 .. 3 1 1 1
8 MGR MAINT ENGINEERING SUPPORT EAS-20 · ..•. _ 1 0 1 0 9 MGR FIELD MAINT OPRNS (LEAD) EAS-19 -·· 1 ; 0 1 0
10 MGR MAINTENANCE OPERATIONS SUPPT EAS-19 1 ._ .. 1 1 1 11 MGR TRANSPORTATION/NETWORKS EAS-18 1 0 _1 1 0 12 NETWORKS SPECIALIST EAS-18 1 0 0 0 0
13 OPERATIONS SUPPORT SPECIALIST EAS-18 2 0 1 '' 1 0 14 OPERATIONS SUPPORT SPECIALIST EAS-17 .-.- 3 3 2. '' 2 3 15 SUPV DISTRIBUTION OPERATIONS EAS-17 20 13 20 ·--. 17 15 16 SUPV MAINTENANCE OPERATIONS EAS-17 .-. 8 7 6 6 17 NETWORKS SPECIALIST EAS-16 1 0 '' 1"" 1 0 18 SECRETARY (FLD) EAS-12 1 0 1 1 0 19 PLANT MANAGER (3) PCES-01 ··-·-·- .·- 1 I ... _ •• 1
20 MGR IN-PLANT SUPPORT EAS-23 . 1 ·_._ 1
21 MGR MAINTENANCE EAS-23 : ,. 1 1
22 MGR TRANSPORTATION/NETWORKS
~: .. . 1
23 OPERATIONS SUPPORT SPECIALIST ; 1 24 MAINTENANCE ENGINEERING SPECIALIST 1 .-- 1
25 NETWORK SPECIALIST 2 2 26 ADMINISTRATIVE ASSISTANT (FLD) EAS 12 ..•••.•• 1 .::._ ~ 1
27 0 0
28 -- .-,, 0 0
29 0 ,'• 0
38 0 -.. 0
39 . 0 0
1421 0 0
43 .. -•-· 0 0
46 --" 0 47
50 0 0 51 ..... 0
~ 0
55 . 0 0
Totals 1·· 1>1 4u 4:4 41 I 41
~ Variances Total On-Rolls
PreAMP Proposed
r----------------~-------------,-------------, j Total PCES/EAS' 137
) ' 138
) '
j Position Lossj 4 j 0 j ~-~-·-·-·-·-·----~--------·---~~~-·-·-·-----~~ (Above numbers are carried forward to the Executive Summary)
PIR Staffing - PCES/EAS
--~~-----------
.····.~·~;-·j·:. Proposed
PVS Owned Equipment I· ······:::.> Seven Ton Trucks ' •. <·· 0 0 Eleven Ton Trucks I ,:, .. ' · 0 0 Single Axle Tractors ·T<.: .tr 0 Tandem Axle Tractors I' ·: •:< '0 0 Spotters ;:'/, :0 0
PVS Transportation ! ·.• . ·•··· .•. Number of Schedules ,•. : .: j)S. () 0 Total Annual Mileage ~. ·~ ·•" ·o 0
Total Mileage Costs • •..•. ••••·· .$()
Total Lease Costs ......... , ~9· $0 . : .. •· .. .• ... · ·~
PVS Workhour Costs :;c;~ .....
LDC 31 (617, 679, 764) · ·· .. T.•i••$0. $0 LDC 34 (765, 766) .··.· ·• .. ·· <•.!o $0
Total Workhour Costs . ;·x.· $0. $0
I··· .. '. :.'"
.
(5) Variance
Gaining Facility: Albuquerque NM P&DC Finance Number: 340148
~~~------------
. ... .•.. (6) \ (7) (8) (9) (10)
~:··.~·.:•·'·~· Variance Variance 1 ·Pre ·,. Proposed PIR Final PIR vs Final PIR vs 1.·· :. Pre AMP Prooosed
PVS Owned Equipment .? • •·· :·•::•· ··' Seven Ton Trucks .• . :.< :0' 0 Eleven Ton Trucks i • ••, •·.;:; ••. •:cO 0 Single Axle Tractors : ~ >,.;: ~.o 0 Tandem Axle Tractors · • :•::;:,~:: ·•··o 0 Spotters >• ·· ···• ,,..:•:,:{o 0
PVS Transportation :. ·.· ·'•··> •· • . Number of Schedules .. • ., ;;.•.; 0 0 Total Annual Mileage \' •: :: •:· • ,:0 · 0
Total Mileage Costs '¥·< :.11 $0 $0 $0 . .. ) .......... ,.
PVS Leases ~.·. :.i ··:···•••··.:· Total Vehicles Leased ~ : ;~·~ ·, 0 0 0
Total Lease Costs;>.;:~, \:>•.'$() $0 $0 $0 $0
1''>.,•>·+••· \ .. PVS Workhour Costs [> ' <~': ··
LDC 31 (617, 679, 764) '· .$293,045 $293,045 $133,582 ($159,463) ($169,463) LDC 34 (765, 766) ! . ;;; $0. $0 $0
Total Workhour Costs .$293;045 $293,045 $133,582 ($169.463) ($159,463)
: ... · .... ·.··' -· -··
(11) Total Final PIR vs Pre AMP Transportation-PVS Savings: ($159,463) :12) Total Final PIR vs Proposed Transportation-PVS Savings: ($159,463) (This number added to the Executive Summary (This number added to the Executive Summary)
(13) Notes:------------------------------------------------
Type of Distribution Consolidated: Orig & Dest
Data of HCR Data File: 10/01/14
Transportation - HCR Last Saved: December 3, 2014
PIR Type: Final PIR
CT for Outbound Dock:
Transportation - HCR Last Saved: December 3, 2014
CET for Inbound Dock:
PIR Transportation HCR - Gaining
$0
Final PIR vs Proposed
$0 Gaining $126 $231,035
(13) Total Final PIR vs Pre AMP Transportation-HeR Savings: (from losing and gaining facilities)
$126,400
(14) Total Final PIR vs Proposed Transportation-HeR Savings: (from losing and gaining facilities)
Total Transportation
(15)
HCR
PVS
(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)
(16)
MPE Inventory Last Saved: December 3, 2014
Data Extraction Date: ----- PIR Type: Final PIR Date Range of Data: Oct-01-2013 --to- Sep-30-2014
Losing Facility: Farmington NM CSMPC Gaining Facility: Albuquerque NM P&DC
(1) (2) (3) ·.· {4) (5) (6) (7) (8) (9)
··PreAMP Proposed Final PIR Equipment ·. · .. ·.·
Proposed Final PIR Variance in PreAMP Proposed Final PIR Relocation Relocation
Costs Equipment .... .·.· Costs Costs
AFCS .•. 0 .... 0 0 AFCS •.• 4 .. : ·.· 4 1 $0 $0
AFCS200 .•... · ll ·. 0 0 AFCS200 ' 0 0 3 $0
AFSM -ALL .. o··· •.• 0 0 AFSM -ALL 3 ... 3 3 $0 $0
APPS .• 0 .•• 0 0 APPS . · .. • 1 1 1 $0 $0
ClOSS .i Q. '· ... 0 0 ClOSS •.. 2 2 2 $0 so CSBCS 0, ··.·· ... ~ 0 0 CSBCS ·o · .. 0 0 $0 $0
DBCS •• 0 . 0 0 DBCS 13 14 16 $0 so DBCS-OSS ...• • '() >. 0 0 DBCS-OSS
· .. 3 . ..... 0 0 $0 $0
DIOSS . 0 . <· 0 0 DIOSS 3 .• 6 3 $0 $0
FSS .··· 0 .·. 0 0 FSS .. :: 0 ·· .. 0 0 $0 $0
SPBS 1 .. ;.Qi • 0 0 SPBS 0 ••. 0 0 $0 $0
UFSM i .o .. 0 0 UFSM o.·· ....••... 0 0 $0 $0
FC I MICRO MARK i·· ···.···1 .... 0 0 FC I MICRO MARK .·: Q •:.< 0 0 $0 $0
ROBOT GANTRY ....... o.···· 0 0 ROBOT GANTRY •· ... · .• 0 • 0 0 $0 so HSTS/HSUS r> D 0 0 HSTSIHSUS 0 ·•··· .. ··· 0 0 $0 $0
. ·· . ·•· •· .... ··. . ..
.·· ·.· .· .·•.·
.. .. ·. .. I 1 ... 0 0 i Totals .• 32 33 33 $0 $0 $0
~ L'.:::. (10) Notes:
Proposed EquipmentSet based upon full implementation of Netw Carried to
•ork Optimization and SSG Space Evaluation and Other Costs
PIR MPE Inventory
Losing Facility: Farmington NM CSMPC
%
Gran<tliotal
(12) Final PIR vs Proposed- Maintenance Savings:
PIR Type*: _F_in...:ca_I_P:.:_IR.:__ ____ _
;;v-= ;; "~ ""
$
$ 5,870,855 $ 5,870,828 $
$ 1,590,717 $ 1,665,662 $
$ 2,041,106 $ 1,753,234 $
624,934 $ 367,465 $
(10) Final PIR to
reviJ81200a
Losing Facility : Farmington NM CSMPC PIR Type: Final PIR
Type of Distribution Consolidated: Orig & Dest Date Range of Data: Oct-01-2013 --to-- Sep-30-2014
Place a "X" next to the DMM labeling list(s) revised as result of the approved AMP.
DMM L001 DMM L011
DMM L003 DMM L601
DMM L004 DMM L602
DMM L006 DMM L604
DMM L007 DMM L605
DMM L008 DMM L606
DMM L010 DMM L801
Identify the date of the Postal Bulletin that contained DMM labeling list revisions.
<2l PB22365 6/13/2013
Was the Service Standard Directory updated for the approved AMP?
(3)
FAST Appointment Summary Report NASS
Facility Name Total No-Show Late Arrival O~en
Month Losing/ Gaining Facility Code Schd Count % Count % Count %
14-Aug Losing Facility
14-Sep Losing Facility
14-Aug Gaining Facility 870 Albuquerque 272 88 32.35% 51 18.75% 0 0.00%
14-Sep Gaining Facility 870 Albuquerque 295 95 32.20% 70 23.73% 5 1.69% ·--
(5) Notes:
Data Extraction Date:-"170tc=:o"'1t:-:'14-=------
3-Digit ZIP Code: 874 3-Digit ZIP Code: PreAMP _·· .. · •. PIR
····· PreAMP
1. Collection Points Moo.-Fri. ' : Sat; Mon.~ Fri. Sat. Mon.•Frl. · .. Sat Mon.~ Fri. Number picked up before 1 p.m. ,'' .3 ....... 15 3 15 ()'· ,' .. ()
Number picked up between 1-5 p.m. 51· ... -· 36 54 36 0 0 Number picked up after 5 p.m. 3 , .. () ' 0 0 -0 ()
Total Number of Collection Points ~------ ~51_~ --------~-- 51 -- ~--5~----- ~ - 0 - 0-
2. How many collection boxes are currently designated for "local delivery"? [ --0-1
3. How many "local delivery" boxes were removed as a result of AMP? 1- o I 4. Delivery Performance Report
Final PIR p~ Ouarter/FY Percent
%Carriers returning after 1700 J Qt 2o13l ··· 47.8% 01 2014 47.5%
38'.2%. 02 2014 34.6%
36.4%. 03 2014 20.5%,~
3-Digit ZIP Code:
0 ', ()
()_ 0 0 0 ,_ 0
5. Retail Unit Inside Losing Facility (Window Service Times) 6. Business (Bulk) Mail Acceptance Hours
Monda
Tuesda
Wednesda
Thursda
Frida
Saturda
8:36 17:00 ,,
8:30 ,. .17:00.
10:00 ..•. :: 13:00
Proposed Final PIR Start End Start End 8:30 17:00 8:30 17:00
8:30 17:00 8:30 17:00
8:30 17:00 8:30 17:00
Thursday
10:00 13:00 1000 13:00 Saturdavl
7. can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual?
8. Notes:
9. What postmark is printed on collection mail?
Final PIR Start End 9:00 16:00
9:00 16:00
16:00 9:00 I 16:00 900 16:00 9:00
~ 9:00 16:00
Yes
Q 0
Space Evaluation and Other Costs Last Saved: December 3, 2014
Losing Facility: Farmington NM CSMPC
1. Affected Facility
2. One-Time Costs
3. Savings Information
Space Savings ($): __ ..::;$.::..0 __
4. Did you utilize the acquired space as planned? Explain.
5. Notes:
Facility Costs (from above)
Total One-Time Costs $0
$0 $0 (These numbers shown below under One-Time Costs section.)
$0 $0 (These numbers carried forward to the Executive Summary)
$0
Losing Facility: Farmington NM CSMPC
Pre-AMP: FY 2012 Range of Report
Gaining Facility: Albuquerque NM P&DC
PIR: FY 2013
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