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SERVICE
August 15, 2012
Mr. Cliff GuffeyPresidentAmerican Postal Workers
Union, AFL-CIO1300 L Street, N.W.Washington, DC 20005-4128
Dear Cliff:
Certified Mail Tracking Number:7 )11 2000 0002 7189 3638
As information, enclosed is a copy of the first Post Implementation Review for the FortDodge, Iowa Area Mail Processing (AMP).
If you have any questions, please contact Rickey Dean at extension 7412.
Sincerely,
Patrick M. DevineManagerContract Administration (APWU)
Enclosure
(CA2012-594)
Mar-31-2012
May 7,2010
07-21-201217:12
Type of Distribution Consolidated: Orig & Dest
Facility Name &Type: Fort Dodge CSMPC
Street Address: 3440 Maple Dr
City: Fort Dodge
State: IA
5D Facility ZIP Code: 50501
District: HawkeyeArea: Western
Finance Number: 183231
Current 3D ZIP Code(s): 505
Miles to Gaining Facility: 91.1
EXFC office: Yes
Plant Manager:Senior Plant Manager: Jeffrey Harris
District Manager: Jim Herrmann
Facility Name & Type: Des Moines IA P&DC
Street Address: 1165 2nd Ave
City: Des Moines
State: IA
5D Facility ZIP Code: 50318
District: Hawkeye
Area: Western
Finance Number: 182414
Current 3D ZIP Code(s): 500-503, 509, 525
EXFC office: Yes
Plant Manager:Senior Plant Manager: Jeffrey Harris
District Manager: Jim Herrmann
Approval Date: July 15, 2011
Implementation Date: Oct-01-2011
PIR Type: 1st PIR
Date Range of Data: Oct-01-2011 :
Processing Days per Year: 310
Bargaining Unit Hours per Year: 1,742
EAS Hours per Year: 1,819
Date of HQ memo, DAR Factors/Cost of Borrowing!New Facility Start-up Costs Update 1----------------;
Date & Time this workbook was last saved:
Area Vice President: Sylvester Black
Vice President, Network Operations: David E. Williams
Area AMP Coordinator: Steven P, Murray
NAI Contact: Barbara Brewington
PIR Data Entry Page
PIR Tv,.: ...;.1....st_P1_R~__
to Mar-31·2012
Approval Signatures
LOll", Facltltv N..... andTYPt: .;.~;;ortr.r.•• ~~~::':::JI.::..::.fA.:.:C::.::SMP::::::...:.F _Ftetlity ZIP CocM:~"'nme. NumINr. 183231
CurmttSCFZIP~t: ""!7J5n=:.::..:..------------------Type of DlstrtblJl:lon~: ..;:0ris;.;.;...&""".;;;.0eIt...... _
Gatlnl", Facility NaJM"'dTYPlt: .;Des.,"MomM:;r;:;;:;.:.;::.;::~IA_.;..P&;:;::OC:::..;:;.. _
=~ -i:IH•.·~.~;.,..4---------------ComnttSCflJPCodt(.t: .:~.:.;:·~.:::.:;.:::.,L..:509;.;:;=.1!..:::ft5=:...... _
ImpIemeIltatJon Da": ...:.1010.:;.;.;;...1;.;.../1~1 _
Dabt RMge of Data: 0Ct..()1-2011
4Cll.'NOWI.£DGDIENT OF ACCOOMTA!IUTY.I~ INIt I am 8CXlOllIlUIbfll lOt,.....,. ellCl tullPOItnO"~Ofell llIflCNf l*III ,...,.~~ tNncliIl,... and !hoM I'lIllIlIrIV llllllllYlplllnc:r ~(:oI1lnlClItIO. COIII~ or limiertIlfoI1IJ~..~l"~ofl'uMa. ..well .... ..,.toW\lloeDour~
LOIlNf fNt&lTY:
Plant MaMgw:
o
5 {f2-.'i /1.01 2-0Me
!MINIMj f4QI.JTY:
Plant Manager;
senior Plant Manager:
J,!f!!!Y Harris
HaaRIAru Vte. P...kMnC
SYlVester Black
5(1-o,{VJL~I5tiiit
COMIlIiIlta; - _
Last Saved July 21, 2012
Executive SummaryDate Range of Data
PIR Type: 1st PIROct-01-2011 - Mar-31-2012
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:
Current SCF ZIP Code(sj:
Savings/Costs
Function 1 Workhour Savings
Non-Processing Craft Workhour Savings(less MainVTrans)
PCES/EAS Workhour Savings
Transportation Savings
Maintenance Savings
Space Savings
Total Annual Savings
Total One-Time Costs
Total First Year Savings
Fort Dodge CSMPC3440 Maple DrFort DodgeIA505
Orig & Dest
Des Moines IA P&DC11652ndAveDes MoinesIA500-503, 509, 525
1st PIR vs Pre AMP 1st PIR vs Approved
$243,235 ($293,194) from Wotkhour Costs - Combined
($1,006,543) ($1,006,543) from Other Curr vs Prop
$183,368 $83,980 from Other Curr vs Prop
$696,658 $652,437from Transportation HCRand TransportatiOn pvs
$646,007 $264,442 tram Maintenance
$0 $0 from Space Evaluation and Other Costs
$762,725 ($298,877)
($486,749) $70,186 from Space Evaluation and Other Costs
$275,976 ($228,691)
StaffingCraft Position Loss
PCES/EAS Position Loss
Service
First-Class Mail Service Performance (EXFC O/N)
First-Class Mail Service Performance (EXFC 2 Day)
First-Class Mail Service Performance (EXFC 3 Day)
Customer Experience MeasurementOverall Satisfaction Residential at PFC level
Customer Experience MeasurementOverall Satisfaction Small Business at PFC level
3
(9)
4
Losing Current Qtr
92.76%
91.26%
86.14%
89.00%
86.88%
(15)
15
Gaining Current Qtr
97.21%
94.21%
92.27%
from staffing-Craft
from staffing-PCESIf;AS
from Service PertOl7T1ance & CSM
from Service PertOI7T18nce & CSM
from Service PertOl7T1ance & CSM
from SeNlce Pert0l7T18nce & CSM
from Service Petf0l7T18nce & CSM
PIR Executive Summary
Calculation ReferencesCombined Losing and Gaining Facfffty Data: Pre AMP Proposed 1st PIR
Function 1 Workhour Costs $49,687,480 $49,151,052 $49,444,245Non-Processing Craft Workhour Costs
$5,591,023 $5,591,023 $6,597,567(less Maintenance & Transportation)
PCES/EAS Workhour Costs $5,229,245 $5,129,857 $5,045,877Transportation Costs $4,774,099 $4,729,878 $4,077,440
Maintenance Costs $11,869,977 $11,488,413 $11,223,970Space Savings $0 $0 $0
Total Annual Cost $77,151,825 $76,090,223 $76,389,100
Total One-Time Costs $0 ($556,935) ($486,749)
Total First Year $77,151,825 $75,533,288 $75,902,351
Staffing
Craft Position Total On-Rolls 841 835 850PCES/EAS Position Total On-Rolls 52 63 48
1st PIR vs Proposed1st PIR vs Pre-AMP (Approved) AMP Approved AMP
Function 1 Workhour Savings $243,235 ($293,194) $536,429Non-Processing Craft Wor1<hour Savings ($1,006,543) ($1,006,543) ($0)(less MaintfTrans)
PCES/EAS Workhour Savings $183,368 $83,980 $99,388Transportation Savings $696,658 $652,437 $44,221
Maintenance Savings $646,007 $264,442 $381,565Space Savings $0 $0 $0
Total Annual Savings $762,725 ($298,877) $1,061,602
Total One-Time Costs ($486,749) $70,186 ($556,935)
Total First Year Savings $275,976 ($228,691) $504,667
StaffingCraft Position Loss (9) (15) 6
PCES/EAS Position Loss 4 15 (11 )
4PIR Executive Summary
Losing Facility Name and Type:Current SCF ZIP Code(s):
Type of Distribution Consolidated:
Summary NarrativeLast Saved: July 21,2012
Fort Dodge CSMPC505Orig & Dest
Gaining Facility Name and Type:Current SCF ZIP Code(s):
Des Moines IA P&DC500-503, 509, 525
Background:
The Hawkeye Performance Cluster with assistance from the Western Area office has completed the 1st
(6-month) Post Implementation Review (PIR) of the Fort Dodge, IA Area Mail Processing (AMP). This 1st
PIR projects a full year savings and determines whether the Postal Service increased efficiency byrelocating the Fort Dodge, IA Customer Service Mail Processing Center (CSMPC) volume to the DesMoines, IA Processing & Distribution Center (P&DC). The AMP encompassed mail processing for the505 ZIP Code and was approved on July 15th
, 2011, with a vast majority of operations moved bySeptember 6, 2011 and full implementation completed by October 1, 2011.
The Fort Dodge CSMPC is an owned facility that functioned as the 505 Sectional Center Facility (SCF)and continues to function as a transportation hub and spoke for the 505 area. Previously, Mondaythrough Friday, the Fort Dodge CSMPC consolidated and canceled mail for the 505 ZIP Code andprovided an outgoing sortation. On Saturdays, all originating volumes from Fort Dodge CSMPC were,and still are, processed at the Des Moines Processing & Distribution Center (P&DC). The Fort DodgeCSMPC also processed destinating volume, including letter Delivery Point Sequencing (DPS) and flatcarrier route/5 digit automated sorting. With the approved AMP, all SCF 505 originating and destinatingprocesses in the Fort Dodge CSMPC were transferred approximately 91 miles to the Des Moines P&DC.
Financial Summary:
Financial savings identified during this first PIR study for the consolidation of Originating and Destinatingoperations are as follows:
Total First Year Savings: $275,976Total Annual Savings: $762,725
Combined Losing and Gaining Facility Data:
Pre AMP Proposed 1st PIR
Function 1 Workhour Costs $49,687,480 $49,151,052 $49,444,245
Non-Processing Craft Workhour Costs $5,591,023 $5,591,023 $6,597,567(less Maintenance & Transportation)
PCES/EAS Workhour Costs $5,229,245 $5,129,857 $5,045,877
Transportation Costs $4,774,099 $4,729,878 $4,077,440
Maintenance Costs $11,869,977 $11,488,413 $11,223,970
Space Savings $0 $0 $0
Total Annual Cost $77,151,825 $76,090,223 $76,389,100
Total One·Time Costs $0 ($556,935) ($486,749)
Total First Year $77,151,825 $75,533,288 $75,902,351
The consolidation shifted an approximate average daily volume (ADV) of 364,618 total mail pieceshandled (TPH) from the Fort Dodge CSMPC to the Des Moines P&DC.
'Function 1 Workhour Costs' show an estimated $243,235 annualized savings compared to Pre·AMPdata. Additional savings were negated by Postal Quarter 1 including an approximate $2,192,153additional annualized costs related to Christmas volumes/hours and a Christmas Annex.
PIR Summary Narrative
5
'Non-Processing Craft Workhour Costs' show an estimated $1,006,543 annualized cost compared to PreAMP data. This is attributed to DUO which involved the relocation of Webster City, Clare and Badgercarriers and the associated additional costs reflected for Fort Dodge.
'PCES/EAS Workhour Costs' show an estimated $183,368 annualized savings compared to Pre-AMPData. These savings are primarily unrelated to the AMP and associated with the filling or vacating ofapproved positions.
PVS savings of $114,765 at Des Moines is unrelated to the AMP.
Customer Service Considerations:
Effective with the approved AMP for Quarter 1 of Fiscal Year 2012, two 2-day service pairs wereupgraded to overnight (O/N) and five O/N pairs were downgraded to 2-day service. National Distributionand Labeling list changes were submitted as appropriate for L002, L005 and L201.
Originating/Destinating EXFC service percentages are as follows:
Fort Dod e CSMPCFiscal Overnight 2 Day 3 Day
Quarter Percenta e Percenta e Percenta eQ1 2011 98.15% 91.28% 88.61%Q22011 93.59% 90.07% 85.66%Q32011 97.96% 92.21% 90.86%
Q42011 94.75% 91.39% 86.35%Q12012 91.74% 92.56% 94.40%Q22012 92.76% 91.26% 86.14%Q32012Q42012
Des Moines P&DFFiscal Overnight 2 Day 3 Day
Quarter Percenta e Percenta e Percenta eQ1 2011 95.20% 91.02% 91.37%Q22011 96.11% 91.22% 89.42%Q32011 96.75% 94.52% 92.97%
Q42011 96.79% 94.97% 92.76%Q12012 96.07% 93.14% 91.45%Q22012 97.21% 94.21% 92.27%Q32012Q42012
6
External First-Class Measurement (EXFC) for the first two quarters of implementation indicate nodegradation to service due to the AMP, except for the overnight percentage for Fort Dodge. While thelower score for Quarter 1 cannot be narrowed down to one specific issue, Quarter 2 was impacted by azero bundle unrelated to the AMP. Without the zero bundle Quarter 2 would have ended atapproximately 96.01 %. It is expected that Quarters 3 and 4 will continue to trend upwards.
PIR Summary Narrative
7
Transportation Considerations:
The approved Fort Dodge CSMPC AMP projected an annual transportation savings of $44,221. The firstPIR projects an estimated annualized savings of $696,658. The additional savings were achieved by; (1)modifying routes under the temporary AMP route name of 505XX, (2) modification of HCR routes 50590and 510BE, (3) the elimination of HCR routes 50511 and 505A1, and (4) Postal Vehicle Service (PVS)savings unrelated to the AMP.
(1) Routes 500M8, 500M9, 505L4 and 505A6 were modified under 505XX for an additional savingsof $19,923 instead of an additional cost of $235,887.
(2) Route 50590 and 510BE modifications resulted in an additional savings of $341,346 instead of anadditional savings of $176,009.
(3) Routes 50511 and 505A1 were completely eliminated for an additional savings of $220,624instead of an additional savings of $104,099.
(4) The PIR does show the Des Moines PVS saving an estimated $114,765 annualized savingsunrelated to the AMP.
Staffing Impacts:
The approved AMP proposed a net reduction of 22 craft employees in Fort Dodge. The AMP proposed aclerk staffing reduction from 30 to 12; however, due to a recent Window Operations staffing review theclerk staffing number has been determined to be 17. The first PIR reflects 21 clerks on the rolls, or anexcess of 4. Mail handler staffing was reduced from 1 to 0 as proposed. Maintenance staffing wasproposed to be reduced from 8 to 5. The first PIR reflects 6 maintenance positions on the rolls, or anexcess of 1. Complement management at the losing site was impacted by the execution (post-AMPproposal) of the APWU (2010-2015) Contract. The terms of the new contract limits the excessing ofAPWU/Maintenance AMP-impacted employees outside the installation to within 50 miles. The newcontract term/provision affects complement/costs at both the gaining and losing sites (the approximatedistance from Fort Dodge to Des Moines is 91 miles). The 'Other Function' positions were proposed toremain unchanged at 40, however, due to the DUO of Webster City, Clare, and Badger, along with vacantcarrier positions being filled by excessed Fort Dodge employees this number increased to 51. The AMPproposed a total one-time cost of $50,000 to cover eligible employee relocations; however, there were noemployee relocation costs.
The AMP also proposed a net addition of 16 craft employees in Des Moines. An increase in clerk staffingfrom 368 to 379 was proposed and the first PIR shows 374 on the rolls, or an increase of 6. An increasefrom 257 to 260 for mail handler craft staffing was also proposed, however, due to staffing changesunrelated to the AMP the Des Moines mail handler staffing was reduced to 252, or a decrease of 5.Vehicle service positions were proposed to remain unchanged, however, a staffing change unrelated tothe AMP reduced the number from 28 to 27, or a decrease of 1. The AMP maintenance craft staffing forDes Moines proposed an increase from 103 to 105, which was completed successfully. In addition,maintenance craft staffing was affected by the unrelated filling of previously approved vacancies, whichrelated in an overall net gain of 11. Also, unrelated to the AMP, 1 LDC 67 employee was reduced to O.The Des Moines P&DC is actively seeking transfers to fill their complement.
Overall EAS authorized staffing for Fort Dodge was proposed to be reduced by 2, however, due to vacantpositions no EAS employees on the rolls were affected. No changes were proposed for Des Moines EASstaffing relating to the AMP and any changes that have occurred are unrelated to the AMP andassociated with the filling or vacating of approved positions.
PIR Summary Narrative
SOOs to Craft 1
(1 :25 target)
Not Applic
1 : 35
MOOs+SOOs to Craft 1
(1 :22 target)
Not Applic
1 : 27
SOOs to Craft 1
(1 :25 target)
Not Applic
1 : 42
MOOs+SOOs to Craft j
(1 :22 target)
Not Applic
1 : 35
8
1 Craft .. FTR+PTR+PTF+Casuals
2 Crall" Fl + F4 at Loslr\9: F1 only at Gaining
All affected employees that were reassigned to other postal facilities were subject to processes outlined inthe National Labor Agreements. Pursuant to the Work Adjustment and Retraining Notification Act(WARN), the USPS is complying with the National Labor Agreements in reassigning employees.
Maintenance Impacts:
The AMP proposed a net annual maintenance savings of $381 ,565. The first PIR projects an annualizedsavings of $646,007.
Space Impacts and One-Time Facility Costs:
The Fort Dodge CSMPC also served as the Main Post Office (MPO) for Fort Dodge, lA, which remains.The operations layout was reconfigured to optimize mail flow and supervision. The AMP projected a onetime cost of $556,935, which included $50,000 for employee relocation, $46,935 for mail processingequipment relocation and $460,000 for facility modification. The PIR shows a one-time cost of $486,749due to un-utilized employee relocation costs, mail processing equipment relocated as planned, and theDes Moines P&DC facility modification requiring $20,186 less than projected.
Conclusion:
The Hawkeye District's AMP of all Originating and Destinating mail for Zip Code 505 has realizedsignificant savings captured by the elimination of duplication in allied operations, reduced maintenancecosts, reduced transportation costs and a positive return-on-investment to date.
PIR Summary Narrative
Service Performance and Customer Satisfaction MeasurementLast Saved: July 21, 2012
PIR Type:Implementation Date:
Losing Facility: Fort Dodge CSMPCDistrict: Hawkeye
1st PIR10/01/11
After AMP
012011
022011
32011042011
012012
022012
032012
042012
OvernightPercenta e
98.15%
93.59%
97.96%94.75%
91.74%
92.76%
Gaining Facility: Des Moines IA P&DCDistrict: Hawkeye
After AMP
·-·----·----+-·-,O::O-v-e-r-ni:-g-:-ht··-+--::-=----1---:3 'Day---Fiscal Quarter Percenta e Percenta e
01 2011 95.20% 91.37%
022011 96.11% 89.42%
032011 96.75% 92.97%042011 96.79% 92.76%
01 2012 96.07% 91.45%
022012 97.21% 92.27%
032012
042012
(15) Notes: _
Customer Satisfaction Measurement (CSM) became Customer Experience Measurement2010. Data reflects most recently completed quarter available in CEM.
9 PIR Service Performance and Customer Satisfaction Measurement
PIR Type'; ,,,~;:cS~,",P-'::,",P,"IR;-:,C:01tiC:'''''''=C:~C:8MU=aIlz"'''::e<l=fOC::FC:''''=PIR
(1)
I Combined Facilities I
TyP4 of Otstnbution Consolidated: Orig & Dest
10
Workhour Costs· Combined FacilitiesLast saved: July 21,2012
~Function 4
Date Range of Data: 0Ct..Q1-2011 to M.,--31.-2012
ANNUALIZED --l,.15tPtR
$1.175.781$23.155
$187.66e$490
$1.192.786$108.703
$4,285,757$0
$536.817$0
$579900$763.750
$1.015.8-41$0$0
$2.712.739$733207$171.<167
$17.725$37.891
$888.899$0
$814.486$0$0
$433$0$0$0$0
$1.171.886$93.315
$435.919$0$0
$73.844$0$0$0$0$0$0
$60.403$179._
$0$28-4.311$245.058
$2.012$5,193
$28.486$45.434$25.491
$4.585$4.625$3.386
$51.219$23.400$20262
1.110.967$1.036.ot6$1.8-49.001$1.113
$0$1.566267
$869$858
PtR Workhour Costs ~ Combined Facilities
(t)
Q.-ratlonNumben
113811391150116011681169r1701175117811801181118512001208121012121m123112321233123<112351264
1271d1273128112821283121>11m1'15>6132!J132113241325132613281329134ll13811383
1401d140214031404
1406d1468
l<ald1<a31m14891549155415551560156115631S6<415851607161216161619162016301677In5In61793
1891d1692
1893d18941895I B9B189718961m
191ed1919d
1930198419681212140181438'438
..htPiR
$0$l22.<al$270,664
$0$872.710$699,115
$7,333$0
$79,146$637,464
$0$214,126
$0$0
$690.638$263,959
$0$0$0$0$0
$1,1"',706$77,812
$0$0$0
$8,231$0
$292$0
$881,687$0
$154,689$0$0$0
$518,037$92.114$70,734
$2,304,475$1,000,<a7
$8,910$915
$0$0$0
$82,719$0
$781$0
$118$63,055
$872,642$106,959
$55,165$1.357
$0$0
$327,93<1$0$0
$260,718$18.572
$1.275,824$1.175,730
PI R Workhour Costs - Combined Fadlities
(1}
Operallon!Wm....
1439105511791~7
100510'210171565
$763257$112,842
$63$76
$327$0
$76,218$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$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$0$0$0$0$0
PIR Workhour Costs + Combined Facilities
{II
{'.}1.t Plfl: V1I PTOfXI.-d
17,I16,t1l
1.6%
5,59t,m
02% -1.2%
,.'S1P1R
$0$0$0$0$0ro$0ro$0$0ro$0$0$0$0$0$0$0$0$0$0ro$0$0$0ro$0$0$0$0$0ro$0$0ro$0$0$0ro$0$0$0ro$0$0$0ro$0$0$0ro$0$0$0$0$0$0$0ro$0$0$0$0~$0$0
$49,4«,245
$293,194
0.6%
(27) NOTES: ===========================================================================_______________________________________________________~~'_..1i~.
13
PI R WOrkhoUf Costs ~ Combined Facilities
PIR Type'; -;'~f.s;:';::+'~nCiRp,"IR'-;;"""":;;;mn;;;,;-;.;C.;;;n:;;;n"-';';;;'.:::.d;;;"'=F""';;tPIR
(1)
Losing Facility; Fort Dodge CSMPC
Type of Distribution Consolldat&d: aria & Dest
11
12
"14
""11
"I ANNUADZEO I
Workhour Costs - Losing FacilityLast Saved July 21, 2012
Function ..
Date Range of Data: Oct-Q1-2011 to Mat-.31-.2012
,--AllWA!JZEl'l--l
1.. PtR
$93.363
$938.420$0$0$0$0$0$0$0$0$0$0$0$0
$69,056$11,725$37.891
$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$0$0$0$0$0$0$0
PIR WQr'K.hoUf Costs + Losing
$0$0
$0
$.(80,$09
lotPlR
(>011stptR 'is PropoMd
Units I ($1.091.055'
Varl.tnce$ Annual Workhour Costs
Change~Analys;is I 1ti! f"tR w Pr. Al'oF
(73)
(U)1st PtR w Proposed
(2,291)Units
ChangeAnalysis,
7,U7
(22)
1st P1R .... PropoMd
12.:1941UnH:s
ChangeAnalysiS
o II Units I (133.085..... )1 114.107
1tfPlRPrOpclOo<l
Annual HIP Volume
(17) I (I.) II Change I (191 I (20)11t~nllr.AW 1stffiw~ Analysis 1st PlRw f'fe AMP 1st~VSProposed
Units:
ChangeAna.lysis
;i~-:~ ----- r=:=:v;'ri~A,,~';"T';H;"'''ATPHVolU;'''
(1)
Percent IQIV/Ol IONIOI Percent -95.8% 2.0% Percent -50,9% 36.3% Percent ·91.4% ·26.2% Percent I -47.1% 63.9%
Ysf!f)000s¥ffiiriR~¥irf~1~¥@J;BF========================================------------(27) NOTES: ================_
15PIR WOf1<hour Costs - Losing
PIR Type": -i;~"s:":-i:il~:-;P""R,,,,,=":Omn:;;,C:.;-:.;::n:;;n";::';;;"':;;ed""'=F:;;","1PIR
(1)
Gaining Facility: Des MOlOes IA P&DC
Type of Distribution Consolidated: Qng & Dest
16
Workhour Costs· Gaining Facilitylast Sailed: July 21, 2012
Function 111 I $39..-s11 $35.3313 $4128
$35,02$38.03
Date Range of Data: Oct...o1-2011 to Mar..J1-.2012
,-A1lIlUAUZEO - 1,.
1:1tPlR
$1,100,0%$23,155$94,302
$<90$254,300$10ll,703
$<,285,757$0
$538,817$0
$579,900$783,750
$1,015,841$0$0
$2,712,739$733,207$102,<12
$0$0
$888,899$0
$8H,486$01 $0
$0$<33
$0$0$0$0
$1,171,888$93,315
$<35,819$0$0
$73.844$0$0$0$0$0$0
$80,403$179,668
$0$284.311$245,058
$2.012$5,193
$28.488$<5.434$25,491
$<,585$<,825$3,366
$51,219$23,400$20,282
$1,110,987$1,038.018$1,849,001$1,113,265
$0
PIR WorKhOUf Costs - Gaining
(1)
1.tPIR
$1,566,267$0$0$0
$869$858
$0$122,481$270,664
$0$672,710$699,115
$7,333$0
$79,148$637,46<1
$0$214,126
$0$0
$1,172,20<$170,596
$3,839,774$1,655,370
$0$355,713
$0$1,078,577
$0$0$0$0
$25,854$0$0$0$0
$140$1,505,371
$24,234$0$0
$690,836$283,959
$0$0$0$0$0
$1,144,708$77,612
$0$0$0
$6,231$0
$292$0
$681,887$0
$154,889$0$0$0
$518,037$92,114$70,734
$2,304.475$1.000,467
$8,910$915
$0$0$0
$82,719$0
$761$0
$116$63,055
$872,642
PIR WO\i(.hOUf Cos.t~ - Ga"loing
lltPIR
$106,959$55,165
$1,357$0$0
$327,9~
$0$0
$2eO,718$18,572
$1.275,824$1,175.730
$783.257$112,842
$63$7e
$327$0
$76,218$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$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
PIR Workhour Costs - Gaining
$0
('1<7,>15)
$0
..{},4%
1stPIR
$863,821
La%Percent
(16)
<U%U%Percent
10,280
0.8%
36,667
3,1%Percent
5,.482,a.t3
0.2%
Units \ 138,&8.2.AM
Percent I 4_9%
Change I (19) (20)Analysis 1. PIA: w P... AMP
'6%
1.-t PlR:
17,415,618
1.6%
Units
Perc:ent
C"-ngeAMlyais
:'M"~~"l~ 'i"~'"'' V.ri.""",,'A~TPH"'NATPHVolume
(27) NOTES: _
_______________________________________________________________~=___~===========IJI.%W.l0.iIii&fi~Bili%~
19P1R Workhour Costs - Gaining
1st PIR PIR Other Gaining Craft Workhours
39 745 $4098 $0 $10555 3938 747 $272782 $231 865 $308 129 38 747 $217303938 750 $472 407 $0 $186 896 36 750 $4,756 28779 001 $108333 $108333 $131,393 79 001 $048 065 $552,357 $552,357 $337,083 48 065 $049 085 $134 $134 $0 49 085 $045 355 $45586 $45,586 $75,506 45 355 $025 421 $495,648 $495648 $932,164 25 421 $089 470 $104 $104 $0 89 470 $033 647 $28723 $28,723 $17,573 33 647 $022 713 $1,779,043 $1779043 $2,414,956 22 713 $021 714 $1,018,912 $1,018,912 $1,240,207 21 714 $027 731 $18,434 $18,434 $24420 27 731 $023 733 $1509 $1,509 $3,855 23 733 $028 743 $5,923 $5,923 $4,894 26 743 $037 753 $78,506 $78,506 $59,791 37 753 $1262,468
89 510 $089 515 $1,74965 566 $14,62182 570 $7971434 614 $039 616 $389131 617 $276939 624 $1,72158 633 $2552763 653 $7,53383 666 $48,18731 679 $1037139 680 $236,40465 691 $032 761 $36231 763 $18770931 764 $90,31734 765 $1,05992434 768 $1,050,42102 582 $195,77503 581 $732,74505 545 $28,66621 632 $15139 790 $56064 648 $38103 $0
PIR Other Wor1<hour Costs
Totals 120,52. 109,8<18 138,792 $4,882A99 $4,365,077 $5,747,«3
21
Totals 282,742 286,989 269,588 $12,747,589 $12,949,147 $12,309,216
PIROther Worl<hour Costs
$199.603$0
$542.008$1.142.319
$115.337$97,635
$298,684$407.250$295,608$112,714
$179.248$0$0$0$0
$114,656$396.271$287,799
$89.840$95.073
$115,482$0
$2.211.110
PIR Other Wofkhour Costs
Totals 11,258 6,805 6,_ $493,738 $313,271 $307,475
23
Totals 91,609 93,257 92,088 $4,735,507 $4,816,586 $4,738,402
PIR Other Workhour Costs
93 'vv
92 78294 78498 78893 78990 78091 781
Totals 4,809 4,809 7,145 $165,532 $165,532 $235,585
I Distribution to Other PIR Worksheet Tabs I
Op$ 61 7. 67g,7~(31)
Op$ 765, 700(34)
lfJ!i"iti4AJ ,hin %"';41 Eka"';;:;1 7831 v:~~~l"
24
PIR Other Workhour Costs
153,389 $6,505,1 $ 20,551 15.47 $993,641 ,803 20,551 154,. $993,641 18.03%
51,089 $2,213,80 737 1.46 -$114,765 -4,93 737 146 -$114,765 -4,93
208,685 $9,528,8 -7,615 +3.5 -$47,723 -0.50 +14,128 -0.34 .$366,961 -371
98,954 $5,045,87 +1,107 -1.11 -$83,980 -1.&4 ~3.912 ~3,80 -$183,368 -3.51
3,758 $92,37 1,080 40,31 $12,902 16.24 1,080 40.31 $12,902 1624
515,876 $23,386,04 $ 13,647 2.7 $760,074 3.36 4,329 0,85 $341,449 1.48
13,64 27 760,07 3.36 4,32 0.85 341,4. 148
18tPIR - CombinedPre AMP Combl....d Pi sed ~ Combined-. ""'"" """"""'" """"
"Other Cr.ft" Opsl,IeSI Ops going to 'Traf\1,-.flYS''MaintenOlince' Tabs 132,837 $5,511,55 132,837 $5,511,55
TraMPOf1..-tion Ooa/oQino to Tren~...pyS tab 50,352 $2.328,56 50,352 $2,328,56
Maintenance Opa laclnQ to Maintenance tab 222,812 $9,895,76 216,300 $9.576,52t
SO"-ONO.. 102,867 $5,229,2. 100,001 $5,129,85/
SutlefVlaor/Cuft Jok\g Opt 2,679 $79,471 2,679 $79;471
Tot 511,547 $23,04.(,59 502,22!l1 $22,625,97
-. """"Special Adlustmit-nlS-.. """"
4,
ummaryby Grou,1st Pllfto Proposed - Change
WKln """"" Ie"'"'" "'-""'I DoIIan """"'" I "-" """.....
4,
fatPIR to Pre-AMP ~ Clian\'WJ'nChllJ"lQe I~ChanoeI··~~~ I Perom~
0 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $00 0 $0 0 0 $0
Total Ad; 0 $0 Total Ad; 0 $0
25
PIR Other Wor1<hour Costs
Staffing - CraftLast Saved: july 21, 2012
PIR Type: 1st PIR
Losing Facility: Fort Dodge CSMPC
Craft Positions
Function 1 - ClerkFunction 4 - ClerkFunction 1 - Mail HandlerFunction 4 - Mail HandlerFunction 3A - Vehicle ServiceFunction 38 - MaintenanceFunctions 67-69 - Lmtd/RehablWCOther Functions
Total
Craft Positions
Function 1 - ClerkFunction 1 - Mail HandlerFunction 3A - Vehicle ServiceFunction 38 - MaintenanceFunctions 67-69 - Lmtd/RehablWCOther Functions
Total
Data Extraction Date: 05/17/12
(9)
1st PIR
o21ooo6o
51
78
Variances Total On-Roils(10) (11)
Change 1st PIR vs 1st PIR vsAnalysis Pre AMP Proposed
Positions 1 21Percent -1% 36.8%
1st PIR
374252
27114
o5
772
Variances Total On-Rolls(21) (22)
Change 1st PIR vs 1st PlR vsAnalysis Pre AMP Proposed
~._---------~------------~I (23) I (24) I
! 1st PIR vs Pre AMP ! 1st PIR vs Proposed !Total Craft Position Loss=L,_,_,(9~_,_,1_,_,£,,5),_,_J
(Above numbers are carried forward to the Executive Summary)
Positions
Percent
101.3%
6-0.8%
26 PIR Staffing - Craft
Staffing - PCES/EASLast Saved: July 21,2012
PIR Type: 1st PIR
Losing Facility: Fort Dodge CSMPCData Extraction Date: 511712012
lin
234567891011
1213141516
17181920212223242526272829
31323334353637383940
4142434445464748495051525354555657585960
PCES/EAS Positions(1)
Position Title
POSTMASTERMGR MAINTENANCESUPV CUSTOMER SERVICESPOSTMASTER
otals
(2)
Level
EA8-22EAS-17EA8-17EAS-21
Finance # ..:1.:.83::2:.:3.:..1 _
On-Rolls
(7)
lstPIR
oo2ooooooooooooooooooooooooooooooooo
ooooooooooooooooo
(16)
ChangeAnalysis
1st PIR vs 1st PIR VI.
Pre AMP Propond
27 Percent 100.0% -33.3°k
PIR Staffing - PCES/EAS
Gaining Facility: Des Moines IA P&DCOlta Extrlctlon Oltl: 6/17/2012
PCES/EAS Positions
(19)
Un Position Title1 SR PLANT MANAGER (2)2 MGR IN-PLANT SUPPORT3 MGR DISTRIBUTION OPERATIONS4 MGR MAINTENANCE (LEAD)5 MGR DISTRIBUTION OPERATIONS6 MGR MAINTENANCE OPERATIONS7 OPERATIONS INDUSTRIAL ENGINEER (FI8 MGR MAINT ENGINEERING SUPPORT9 MGR TRANSPORTATION/NETWORKS10 OPERATIONS SUPPORT SPECIALIST11 MAINTENANCE ENGINEERING SPECIALIST12 MGR DISTRIBUTION OPERATIONS13 MGR FIELD MAlNT OPRNS (LEAD)14 MGR MAINTENANCE OPERATIONS SUPPT15 OPERATIONS SUPPORT SPECIALIST18 OPERATIONS SUPPORT SPECIALIST17 SUPV DISTRIBUTION OPERATIONS18 SUPV MAINTENANCE OPERATIONS19 SUPV TRANSPORTATION OPERATIONS20 NETWORKS SPECIALIST
21 SECRETARY (FLD)22 ADMINISTRATIVE ASSISTANT (FLD)
2324
252627
282930313233343536373839404142434445464748495051525354555657565960
Totals
(20)
Level
PCES-01EAS-25EAS-24EA8-24EA8-22EAS-21EAS-21EAS-20EAS-20EAS-20EA8-19EAS-19EAS-19EAS-19EAS-18
EA8-17EAS-17EAS-17EAS-17EAS-16EAS-12EAS-12
Finance # _1...;82...;4...;14 _
(25)
1stP1R
a
223
15722
a
oaaoooooooaaaaaaaaooooaaaaoaaoaoaaaaao
ChanoAnolysls
Positions
Percent
1st P1R VI. 1st PlR VIPre AMP Proposed
28
r#_#_#_#_#_#_#_#_-~#_#_-_#_#---#-,-#_#_#_-_#_#_~
; Total PCES/EASj (37) j (38) j
j Position Loss; 4 ; 15 I~#_#_#_#_# # ~ #_j #_J.(Above numbers are cafTi.8d forward to the Executive Summary)
PIR Staffing - PCES/EAS
Transportation - PVSLast Saved: July 21, 2012
1st PIR
- to - Mar-31-2012
PIR Type: .:..=..:.---.;.~__
Oct-01-2011Date Range of Data:---------Losing Facility: Fort Dodge CSMPC
Finance Number: -:1.::.8.::;32:.:3:..:,1 _Gaining Facility: Des Moines IA P&DC
Finance Number: ...;1~8-=2..:.4.;..14.:- _
(4) (5)Variance 1st Variance 1stPIR vs Pre PIR vs
AMP ProDosed
$0
(10)Variance 1st
PIRvsProDosed
$0
$0
$0
(9)Variance 1stPIR vs Pre
AMP
(8)
$0
o
PIR
$103,457
$2,213,802
$2,110,346
Total Vehicles Leased
Total Lease Costs
Total Mileage Costs
Total Workhour Costs
LOG 34 (765, 766)
LDG 31 (617,679,764)
Number of Schedules
Total Annual Mileage
Tandem Axle Tractors
Spotters
Seven Ton Trucks
Single Axle Tractors
Eleven Ton Trucks
PVS Workhour Costs
PVS Leases
PVS Transportation
PVS Owned Eaui
$0
$0
$0
$0
$0
$0
o
$0
$0
$0
$0
(3)
1st PIR
Total Lease Costs
Total Workhour Cos
LDG 34 (765, 766)
Total Vehicles Leased
LOG 31 (617,679, 764
Tandem Axle Tractors
Spotters
Sinale Axle Tractors
Seven Ton Trucks
Eleven Ton Trucks
PVS Workhour Costs
PVS Leases
PVS Owned Eaul
(11) Total 1st PIR vs Pre AMP Transportation-PVS Savings: ($114,765)(This number added to the Executive Summary
(12) Total 1st PIR vs Proposed Transportation-PVS Savings: ($114,765)(This number added to the Executive Summary)
(13) Notes: _
29PIR Transportation - PVS
Losing Facility: Fort Dodge CSMPC
Type of Distribution Consolidated: Orig & Dest
Data of HCR Data File:
(1)
Route #
505xx5051150590505A1510BE
oooooooooooooooooooooo
30
Transportation - HeRLast Saved: July 21,2012
(7)
1st PIR AnnualCost
PIR Type: 1st PIR
CT for Outbound Dock:
(10)
#DIVlO!
#DIV/O!
#DIV/O!
#DIVlO!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIVlO!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIVlO!
#DIV/O!
#DIV/O!
#DIV/OI
#DIV/O!
PIR Transportation HeR - Losing
#DIV/O!
#DIV/O!
#DIVlO!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/O!
926,277Total
ooo
oooo
ooo
oo
o
Variances Total Annual Costs
(11 ) (12)Change Analysis
1st PIR vs Pre AMP I 1st PIR vs Proposed
Dollars
Percent
31PIR Transportation HeR - Losing
Transportation - HeRLast Saved: July 21, 2012
#DIVlOI
#DIV/OI
#DIV/OI
#DIV/OI
#DIV/OI
#DIV/OI
#DIV/o!
#DIV/Ol
#DIV/OI
#DIV/O!
#DIV/OI
#DIV/OI
#DIV/O!
#DIV/OI
#DIV/OI
#DIV/O!
#DIV/OI
#DIVlOI
#DIV/OI
#DIV/O!
#DIV/OI
#DIV/OI
#DIV/OI
#DIVlO!
#DIV/OI
#DIV/O!
#DIVlO!
#DIV/O!
#DIV/OI
#DIV/O!
#DIV/OI
(10)
1st PIR AnnualCost/Mile
PIR Type: Orig & Dest
CETforOGP:------CT for Outbound Dock:
(7)
1st PIR AnnualCost
Gaining Facility: Des Moines IA P&DC
Type of Distribution Consolidated: Orig & Dest
Date of HCR Data File:~i===._.~i
(1) (4)
Route #1st P
505xx
0-0-0-0-00-0-0-00-0-0-0-0
0-0
0-0-0-0
0-0-0-0-0-0
PIR Transportation HeR - Gaining
Variances Total Annual Costs
#DIV/O!
#DIV/O!
#DIV/O!
#DIV/OI
#DIV/Ol
#DIV/O!#DIV/O!
#DIV/Ol
1st PIR vs Proposed
(12)(11)
$0#DIV/OI
1st PIR vs Pre AMP I 1st PIR vs Proposed
Dollars
Percent
Change Analysis
oo
oo
o
o
oo
o
(13) Total 1st PIR vs Pre AMP Transportation-HCR Savings:(from losing and gaining facilities)
($581,893)
(14) Total 1st PIR vs Proposed Transportation-HCR Savings:(from losing and gaining facilities)
($537,672)
HCR
PVS
(15) Total 1st PIR vs Pre AMP Transportation (PVS & HCR): ($696,658)(This number carried forward to the Executive Summary)
(16) Total 1st PIR vs Proposed Transportation (PVS & HCR):(This number carried forward to the Executive Summary)
($652,437)
33PIR Transportation HeR - Gaining
Data Extraction Date: 05/22112
Losing Facility: Fort Dodge CSMPC
MPE InventoryLast Saved: July 21,2012
PIR Type: 1st PIR Date Range of Data: Oct-01-2011 - to - Mar-31-2012
Gaining Facility: Des Moines IA P&DC
Carried toSpace Evaluation and
Other Costs
EauiDmentAFCS
AFSM-ALL
APPS
ClOSS
CSBCS
DBCS
DBCS-OSS
DIOSS
FSS
SBPS
UFSM
FC I MICRO MARK
ROBOT GANTRY
HSTSI HSUS
LCTSI LCUS
LIPS
MLOCR-ISS
MPBCS-OSS
TABBER
POWEREDINDUSTRIAL
VEHICLE
(10) Notes:
AFCS at Des Moines = 4 AFCS and 4 AFCS200
(3)
1st PIR
2
EauiDment
AFSM-ALL
APPS
ClOSS
CSBCS
DBCS
DBCS-OSS
DIOSS
FSS
SBPS
UFSM
FC I MICRO MARK
ROBOT GANTRY
HSTS/HSUS
LCTSI LCUS
LIPS
MLOCR-ISS
MPBCS-OSS
TABBER
POWEREDINDUSTRIAL
VEHICLE
(6) (8) (9)1st PIR
Variance inRelocation
CostsCosts
$0 $0
$0 $0
$0 $0
$0 $0
$0 $0
$35,490 $0
$0 $0
$11,445 $0
$0 $0
$0 $0
$0 $0
$0 SO$0 $0
$0 $0
$0 $0
$0 $0
$0 $0
$0 $0
$0 $0
$0 $0
$46,935
~A PIR MPE Inventory
[email protected]§1$}~_~;grJ1@**m&1li%£
MaintenanceLast Saved July 21, 2012
Losing Facility: Fort Dodge CSMPC
Date Range of Data:
Gaining Facility:
PIR Type*:_1.::.;st'-P_IR _
Oct-01-2011 Mar-31-2012
Des Moines IA P&DC
$ 59,791
(7) (8) (9) (10)Variance 1st Variance 1st
Proposed 1st PIR PIR to Pre PIR to PreCosts Costs AMP Proposed
5,069,451 $ 4,756,287 (115.671) $ (313.154)
1,201,234 $ 1.262,468 51,234 $ 61,234
2,336,598 $ 2,173,039 (163,559) $ (163,5591
556,450 $ 580,498 28,113 $ 24,048
102,422 $ 190,237 87,814 $ 87,814
9,266,155 $ 8,962,528 (102,0£9) $ (303.625)
$ 1.641,272 (195,615) $ (195,615)
.~. O~ 0
$ 10,603,800 (297,684) $ (499,241)
$
$' ,:1(MlOt:4114 $Grand Total
Maintenance Stockroom $and S ,.
Workhour Activity
Parts and Supplies
o
234,799
(21,104)
(5)Variance 1st
PIRtoProposed
(285,511) $ 186,896Mail Processing $
Equipment
(18,715) $ (18.715) LDC 37 Building Equipment $
35,347 $ 76,264 LOC 38 Building Services $
- (Custodial Cleaning)
Ul:linton~n""A nl"Y:Jlr~tinnCl:
6,457 $ 10,555 LOC 39---
(2,470) $ 903
---(264,892) $ 255.903
(4)Variance 1st
PIR to PreAMP
903
10,555
566,274
308,129
(3)
1st PIRCosts
$
$
$
$ 186,896
Parts and Supplies
LOC 39
LOC 38
(11) 1st PIR vs Pre AMP - Maintenance Savings:
(12) 1st PIR vs Proposed - Maintenance Savings:
($646,007) (These numbers carried forward to the Executive Summary)
($264,442) (These numbers carried forward to the Executive Summary)
(13) NoteS: -============================-Data in ptR columns i$ annualized for Fm PtR.
%~%~:i10~1f4:4~{t&~~ltw%lg;i~j~:i)iM~
35
PIR Maintenance
Distribution ChangesLast Saved: July 21,2012
Losing Facility: Fort Dodge CSMPC
Type of Distribution Consolidated: Orig & Dest
PIR Type: 1st PIR
Date Range of Data: Oct-01-2011 -- to -- Mar-31-2012
(1 )
Place a ..x.. next to the DMM labeling Iist(s) revisedas result of the approved AMP.
DMM LOO1 DMM L011
X DMM LOO2 X DMM L201
DMM LOO3 DMM L601
DMM LOO4 DMM L602
X DMM LOO5 DMM L603
DMM LOO6 DMM L604
DMM LOO7 DMM l605
DMM lOO8 DMM l606
DMM LOO9 DMM l607
DMM L010 DMM L801
Identify the date of the Postal Bulletin that contained DMM labeling list revisions.
(2) Postal Bulletin 22321, Oct 06-2011
Was the Service Standard Directory updated for the approved AMP?
(3) Yes
(4) Drop Shipments for Destination Entry Discounts
505 I FORT DODGE
144 121.30%1 178 126.33%
24
33
UnschdCount
78.70%
80.54%
5320.00%
oo
5.75%127 119.01% I 17668
676
TotalSchd
Facility Name
DES MOINES
DES MOINES
FORT DODGE
500
500
505
NASSCode
Gaining Facility
Apr'12
Apr'12
Mar'12
(5) Notes: 2g:.§Q!?1!!:2£f~.§!1~~~~ ========
36PIR Distribution Changes
Customer Service IssuesLast Saved July 21.2012
Losing Facility: Fort Dodge CSMPC
5·D191t ZIP Code: 50501Data Extraction Date: -=0""'5/"'2721:-:-12-=------
o
Sat.
o
PIR
·n. -Fri.
o
Sat.
PIR
o
Mon.-Fri.
o
Sat.
o
Mon. -Fri.
41
6
153
106
Sat.29
13
205
163
Mon. -Fri.1. Collection PointsNumber picked up before 1 p.m
Number picked up between 1-5 p.m.
Number picked up after 5 p.m.
Total Number of Collection Points
2. How many collection boxes are currently designated for "local delivery"?,U_-
o_uJ
3. How many "local delivery" boxes were removed as a result of AMP? '-o---J4. Delivery Performance Report
% Carriers returning before 5 p.m.
1st PIR
Ouarter/FY
01 2012
02 2012
03 2012
04 2012
Percent
58,4%
64.3%
5. Retail Unit Inside Losing Facility (WIndow Service Times) 6. Business (Bulk) Mail Acceptance Hours
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
1stPIRStart
700 a.m.
7:00a.m
7:00am
7:00 a.m
7:00 a.m.
7:00 a.m.
End
5:00 p.m.
5:00 p.m
5:00 p.m.
5:00p.m.
5:00p.m.
12:00 pm.
1stPIRStart I End
1100 a.m. I 3:30 p.m.
11:00 a.m. 3:30 p.m.
1100 am. 330 p.m.
11:00 am. 3:30 pm.
11:00 a.m. 3:30 pm.
dosed I dosed
7. Can customers obtain a local postmart< In accordance with applicable policies In the Postal Operations Manual? Yes
8. Notes:
Gaining Facility: Des Moines fA P&DC
9. What postmark is printed on collection mall?
DES MOINES IA 500
~~~
37PIR Customer Service Issues
· ' ..Space Evaluation and Other Costs
last Saved: July 21, 2012
Losing Facility: Fort Dodge CSMPC Date:__--'=0"'-5/:..=2.::::;5/,.:.1:..2 _
1, Affected FacilityFacilrty Name: Fort Dodge CSMPC
Street Address: 3440 Maple DrCity, State ZIP: Fort Dod e IA
2, One-Time Costs
Enter anyone-time costs: ........::;$46Q;:::;;:,,;:,ooo::::::........ $439,814 ($20186)(These numbers shown below under One-Time Costs section,)
3, Savings Information
Space Savings, .• __..... _ $0 $0(These numbers carried fOlWard to the Executive SummaI}')
4, Did you utilize the acquired space as planned? Explain, Yes, remaining space was reconfigured to optimize mail flow and supervision,
5, Notes: FSO costs of $37,520,52, Engineering costs of $314,725.28 and Des Moines P&DC costs of $87,568,31,
Employee Relocation Costs $50,000 $0 ($50,000)
Mail Processing Equipment Relocation Costs(from MPE Invenfory)
$46.935 $46,935 $0
Facility Costs(from above)
$460.000 $439,814 ($20,186)
Total One-Time Costs $556.935 $486,749 ($70,186)PtR costs carried forward to ExtteUtive Summary)
1st PIR 1st PIR Cost perAssociated REC 1,000 Images
(10)(9)
1st PIR 1st PlR Cost perAssociated REC 1,000 Images
Gaining Facility: Des Moines IA P&DC
PIR: FY 2012 YTD
(6)
Product
Range of Report
fS)(4)
Losing Facility: Fort Dodge CSMPC
Pre-AMP: FY 2011
(1)
Product
38PIR Space Evaluation and Other Costs
