Type of Distribution to Consolidate: Destinating MODS/BPI Office Facility Name & Type: Street Address: City: Staten Island State: NY 5D Facility ZIP Code: 10314 District: Triboro Area: Northeast Finance Number: 358172 Current 3D ZIP Code(s): Miles to Gaining Facility: 16 EXFC office: Yes Plant Manager: Senior Plant Manager: District Manager: Facility Type after AMP: Post Office Facility Name & Type: Street Address: City: State: NY 5D Facility ZIP Code: 11256 District: Triboro Area: Northeast Finance Number: 350996 Current 3D ZIP Code(s): EXFC office: Yes Plant Manager: Senior Plant Manager: District Manager: Start of Study: 04/07/11 Date Range of Data: Apr-01-2010 : Mar-31-2011 Processing Days per Year: 310 Bargaining Unit Hours per Year: 1,742 EAS Hours per Year: 1,819 May 7, 2010 12/2/2011 7:41 Area Vice President: Vice President, Network Operations: Area AMP Coordinator: HQ AMP Coordinator: rev 09/13/2010 ----- AMP Data Entry Page ----- Staten Island P&DF 550 Manor Road William Ryan 1. Losing Facility Information Barbara Brewington 103 William Ryan Frank Calabrese Richard P. Uluski David E. Williams Frank Calabrese Brooklyn P&DC 1050 Forbell St William Ryan 4. Other Information William Ryan Brooklyn 112, 116 2. Gaining Facility Information Stu Teger Date & Time this workbook was last saved: 3. Background Information Date of HQ memo, DAR Factors/Cost of Borrowing/ New Facility Start-up Costs Update Package Page 1 AMP Data Entry Page
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1. Losing Facility Information - USPS › streamlining-operations › staten... · 2012-04-23 · Frank Calabrese Richard P. Uluski David E. Williams Frank Calabrese Brooklyn P&DC
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Type of Distribution to Consolidate: Destinating MODS/BPI OfficeFacility Name & Type:
Street Address:City: Staten Island
State: NY5D Facility ZIP Code: 10314
District: TriboroArea: Northeast
Finance Number: 358172Current 3D ZIP Code(s):
Miles to Gaining Facility: 16EXFC office: Yes
Plant Manager:Senior Plant Manager:
District Manager:Facility Type after AMP: Post Office
Facility Name & Type:Street Address:
City:State: NY
5D Facility ZIP Code: 11256District: Triboro
Area: NortheastFinance Number: 350996
Current 3D ZIP Code(s):EXFC office: Yes
Plant Manager:Senior Plant Manager:
District Manager:
Start of Study: 04/07/11Date Range of Data: Apr-01-2010 : Mar-31-2011
Processing Days per Year: 310Bargaining Unit Hours per Year: 1,742
EAS Hours per Year: 1,819
May 7, 2010
12/2/2011 7:41
Area Vice President:Vice President, Network Operations:
Area AMP Coordinator:HQ AMP Coordinator:
rev 09/13/2010
----- AMP Data Entry Page -----
Staten Island P&DF550 Manor Road
William Ryan
1. Losing Facility Information
Barbara Brewington
103
William RyanFrank Calabrese
Richard P. UluskiDavid E. Williams
Frank Calabrese
Brooklyn P&DC1050 Forbell St
William Ryan
4. Other Information
William Ryan
Brooklyn
112, 116
2. Gaining Facility Information
Stu Teger
Date & Time this workbook was last saved:
3. Background Information
Date of HQ memo, DAR Factors/Cost of Borrowing/ New Facility Start-up Costs Update
Package Page 1 AMP Data Entry Page
Losing Facility Name and Type:Street Address:
City, State:Current 3D ZIP Code(s):
Type of Distribution to Consolidate:
Gaining Facility Name and Type:Current 3D ZIP Code(s):
= $896,249
= $18,148
= $271,114= ($511,518) from Transportation (HCR and PVS)
= $220,896 from Maintenance
= $0 from Space Evaluation and Other Costs
= $894,889
= $150,000 from Space Evaluation and Other Costs
= $744,889
= 33 from Staffing - Craft
= 3 from Staffing - PCES/EAS
= 703,878 from Workhour Costs - Current
= 3,752,633 from Workhour Costs - Current
=
ADV ADV ADV %First-Class Mail® 100.0%
Priority Mail® 100.0%Package Services 100.0%
Periodicals N/A*Standard Mail N/A*
* - Periodical and Standard mail origin 3-digit ZIP Code to destination 3-digit ZIP Code volume is not available
Unchanged + Upgrades
Executive SummaryLast Saved: December 2, 2011
Staten Island P&DF550 Manor RoadStaten Island, NY103Destinating Miles to Gaining Facility: 16
Brooklyn P&DC112, 116
Summary of AMP WorksheetsSavings/Costs
Mail Processing Craft Workhour Savings from Workhour Costs - Proposed
Non-MP Craft/EAS + Shared LDCs Workhour Savings (less Maint/Trans) from Other Curr vs Prop
PCES/EAS Supervisory Workhour Savings from Other Curr vs Prop
Transportation SavingsMaintenance Savings
Space Savings
Total Annual Savings
Total One-Time Costs
Total First Year Savings
Staffing PositionsCraft Position Loss
PCES/EAS Position Loss
Volume
Service
rev 10/15/2009
Total FHP to be Transferred (Average Daily Volume)
Current FHP at Gaining Facility (Average Daily Volume)
Losing Facility Name and Type:Current 3D ZIP Code(s):
Type of Distribution to Consolidate:
Gaining Facility Name and Type:Current 3D ZIP Code(s):
rev 06/10/2009
December 2, 2011
112, 116
Destinating
Summary NarrativeLast Saved:
Staten Island P&DF
Brooklyn P&DC
103
The Triboro District with assistance from the Northeast Area office has completed an Area Mail Processing(AMP) study to determine the feasibility of relocating the Staten Island P&DF destinating mailvolumes/operations for processing at the Brooklyn P&DC. The proposal encompasses mail processed for ZIP code 103. BACKGROUND Staten Island P&DF is a postal owned facility that processes a sizable portion of the destinating volumes for ZIPcode 103. Along with processing operations, the Staten Island P&DF houses a Post Office (Retail), administrative offices and a Business Mail Entry Unit (BMEU). Currently, the Brooklyn P&DC processes all ofStaten Island’s originating volumes and a portion of the destinating volume as their AADC. Queens P&DCprocesses a portion of their destinating volume as their ADC. With the approval of the AMP, most of Staten Island P&DF destinating mail processing will be transferred to theBrooklyn P&DC. The plants are located approximately 16 miles apart from each other within the boundaries of New York City. To accomplish the AMP, Brooklyn will need an AFSM100 equipped with ATHS and AI. Due to logistics and to protect service, a reduced mail processing operation will remain in Staten Island P&DF.Staten Island current collection consolidation will remain in the building and be sent to Brooklyn P&DC forprocessing. Staten Island P&DF will serve as a hub to receive in the morning all mail processed in BrooklynP&DC and dock transfer to the corresponding 14 stations. In addition, Registry and Incoming/Outgoing Express operations will remain. Staten Island destinating Priority and Parcel Posts processed in the New York L&DCand New Jersey Network Distribution Center respectively will be send to Staten Island P&DF for dock transfer to the stations. Manual secondary’s previously processed at the Staten Island P&DF in operations 160 for lettersand 175 for flats will be processed by Customer Service delivery units with 6,796 annual workhours (22.5 daily)from the Staten Island P&DF workhour allotment. Staten Island P&DF current transportation schedules will remain, as all 14 stations will be served out of this building. A total of six (6) clerks, seventeen (17) mailhandlers and one (1) Supervisor Distribution Operations will remain under Finance Number 35-8172 to support the Function 1 operations. FINANCIAL JUSTIFICATION SUMMARY Annual baseline data is from April 1, 2010 – March 31, 2011. Financial savings proposed for the consolidation ofdestinating operations are:
Total Annual Savings: $ 894,889 Total First Year Savings: $ 744,889
The total FHP (average daily volume) to be transferred to Brooklyn is 703,878 pieces. In addition to thisvolume, there is an estimate ADV of 75,000 pieces that is currently being processed in the Queens P&DC and Brooklyn P&DC. CUSTOMER & SERVICE IMPACTS First-Class Mail (FCM) overnight service standards will be eliminated by March 2012 in this day plus one environment.
RETAIL AND BUSINESS MAIL ENTRY UNIT (BMEU) IMPACTS Staten Island General Post Office (10314) retail operation will not be affected. Staten Island BMEU operations will not be affected. EMPLOYEE IMPACTS The impacts include a reduction of 33 craft and 3 EAS positions.
Due to current initiatives, attrition and future events which may include voluntary reassignments/retirements, anexact number of employees that may be impacted as a result of this AMP may be influenced. The PostalService ensures that its standard practices comply with the Worker Adjustment and Retraining Notification(WARN) Act. TRANSPORTATION CHANGES A hub and spoke concept at the Staten Island P&DF is being proposed. Therefore, Staten Island P&DF currentschedules will not change. There is an estimated annual increase of $498,659 in PVS costs and $12,860 inHCR costs due to additional transportation needed to transport the destinating mail from the Brooklyn P&DC toStaten Island P&DF and maintain service and efficiency. Scenario - Hub and Spoke at Staten Island GPO, New Dorp Station, and South Shore Annex. • Brooklyn MVS to operate two 0600 departing tractor-trailer trips into Staten Island GPO with DPS mail and
working mail, six days per week, and connect with the existing station transportation network. The arrival at Staten Island GPO would be 0700.
• The connecting morning trips from Staten Island GPO to its stations leave beginning at 0545; beginning at 0710; and beginning at 0810
• Approximately 40% of Staten Island's destinating volume is for New Dorp Station and the South Shore Annex. As a result, Brooklyn will operate direct, tractor-trailer service to both locations leaving Brooklyn at 0600 and operating six days per week. It would reduce cross-docking and double-handling at Staten Island GPO.
• The above would result in a 45-min earlier arrival to both locations, benefitting both Functions 2 and 4. • There is also existing service to Staten Island leaving at 0410 which is currently carrying approximately 30%
volume and can be used for advancing mail before the planned 0600 trips. • The average daily volume for destinating Staten Island mail is 82 postcons of DBSC automation letter mail;
12 postcons of manual Flats; 15 hampers of manual Letters; 19 hampers of IPPS; and 36 postcons of automation Flats. The total count is 163 container units.
• If the above AMP plan is approved and implemented there would be a follow-up plan to zero-base the existing Staten Island MVS schedules within 90 days and remove any resulting redundant and unnecessary transportation.
Additional items and issues: • There would be no changes to the current L&DC and NDC transportation networks. Both Networks
currently provide 5-digit container separations for Priority Mail and Parcel Post. It would continue to dock-transfer at Staten Island GPO. There is no service or cost benefit to be gained by changing the current arrangement.
• We would reduce one NJ STC round-trip from the current HCR route and the volume would be re-routed to the HCR route operating between the NJ STC and Brooklyn.
• The planned route of travel between Brooklyn and Staten Island is via the Verrazano Bridge. • Should there be a bridge closure for any reason (high winds, icy road conditions, or any other unplanned-
for reasons), the alternative route of travel will be via the Mid-Town Tunnel in Manhattan; across 34th Street; to the Lincoln Tunnel; to the NJ Turnpike South; and then over the Goethals Bridge to Staten Island. Note: this would add an additional one hour travel time to the route of travel via the Verrazano Bridge.
DAR / EXPANSION OR RENOVATION To accomplish the AMP, The Brooklyn P&DC will require an additional AFSM100 with ATHS/AI. EQUIPMENT RELOCATION AND MAINTENANCE IMPACTS One (1) AFSM100 with ATHS/AI will be required into the Brooklyn P&DC. As all mail processing equipment would be removed in an AMP environment, the nine (9) ET and two (2) MPEpositions at Staten Island P&DF will be impacted. Fourteen (14) custodial, three (3) BME, two (2) MM, two (2)support and two (2) EAS positions will remain in Staten Island P&DF to support the building maintenance andthe 14 Staten Island stations. Five (7) MPE positions will be added in the Brooklyn P&DC to support theadditional mail processing equipment. OTHER CONCURRENT ACTIVITIES There are concurrent AMP studies that will remove originating processing from the Brooklyn P&DC to theMorgan P&DC and will add the Queens P&DC destinating volumes to the Brooklyn P&DC. SUMMARY Consolidation of the destinating operations from Staten Island P&DF into the Brooklyn P&DC will benefit the Postal Service with an estimated annual savings of $894,889 with a first year savings of $744,889.
Package Page 6 AMP Summary Narrative
Losing Facility Name and Type:Current 3D ZIP Code(s):
Type of Distribution to Consolidate:
Gaining Facility Name and Type:Current 3D ZIP Code(s):
13-Nov SAT 11/13 STATEN ISLAND P&DF #VALUE! 98.9% 100.0%20-Nov SAT 11/20 STATEN ISLAND P&DF #VALUE! 95.7% 100.0%27-Nov SAT 11/27 STATEN ISLAND P&DF #VALUE! 98.5% 100.0%4-Dec SAT 12/4 STATEN ISLAND P&DF #VALUE! 92.0% 97.7%
11-Dec SAT 12/11 STATEN ISLAND P&DF #VALUE! 93.3% 93.0%18-Dec SAT 12/18 STATEN ISLAND P&DF #VALUE! 97.0% 99.2%25-Dec SAT 12/25 STATEN ISLAND P&DF #VALUE! 92.1% 99.0%
1-Jan SAT 1/1 STATEN ISLAND P&DF #VALUE! 100.0% 100.0%8-Jan SAT 1/8 STATEN ISLAND P&DF #VALUE! 98.9% 100.0%
15-Jan SAT 1/15 STATEN ISLAND P&DF #VALUE! 98.8% 89.1%22-Jan SAT 1/22 STATEN ISLAND P&DF #VALUE! 100.0% 100.0%29-Jan SAT 1/29 STATEN ISLAND P&DF #VALUE! 99.3% 100.0%5-Feb SAT 2/5 STATEN ISLAND P&DF #VALUE! 99.8% 97.5%
12-Feb SAT 2/12 STATEN ISLAND P&DF #VALUE! 99.5% 100.0%19-Feb SAT 2/19 STATEN ISLAND P&DF #VALUE! 99.7% 100.0%26-Feb SAT 2/26 STATEN ISLAND P&DF #VALUE! 100.0% 100.0%5-Mar SAT 3/5 STATEN ISLAND P&DF #VALUE! 100.0% 99.2%
12-Mar SAT 3/12 STATEN ISLAND P&DF #VALUE! 99.9% 100.0%19-Mar SAT 3/19 STATEN ISLAND P&DF #VALUE! 100.0% 100.0%26-Mar SAT 3/26 STATEN ISLAND P&DF #VALUE! 98.9% 100.0%
2-Apr SAT 4/2 STATEN ISLAND P&DF #VALUE! 99.9% 100.0%
24 Hour Indicator Report
Package Page 5 AMP 24 Hour Clock
Last Saved:
Losing Facility Name and Type:Current 3D ZIP Code(s):
Miles to Gaining Facility:
Gaining Facility Name and Type:Current 3D ZIP Code(s):
rev 03/20/2008
112, 116
MAPStaten Island P&DF
Brooklyn P&DC
103
December 2, 2011
16
Package Page 6 AMP MAP
Overnight % Change All Others % Change Total % Change All % Change All % Change All % Change All % Change All % ChangeUPGRADE 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.6% 0.0%DOWNGRADE 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%TOTAL 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.6% 0.0%NET UP+NO CHNG 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.6% 0.0%
VOLUME TOTAL
* - Periodical and Standard mail origin 3-digit ZIP Code to destination 3-digit ZIP Code volume is not available
Overnight % Change All Others % Change Total % Change All % Change All % Change All % Change All % Change All % ChangeUPGRADE 0.0% 0.0% 0.0% 0.0% 0.3% 0.3% 0.3% 0.2%DOWNGRADE 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%TOTAL 0.0% 0.0% 0.0% 0.0% 0.3% 0.3% 0.3% 0.2%NET 0.0% 0.0% 0.0% 0.0% 0.3% 0.3% 0.3% 0.2%
Staten Island P&DF
103112, 116Gaining Facility 3D ZIP Code(s):
Service Standard Changes - PairsFCM PRI
PSVC
Service Standard Changes - Average Daily Volume (data obtained from ODIS is derived from sampling and may vary from actual volume)
PSVC ALL CLASSES
rev 10/16/2009
Losing Facility 3D ZIP Code(s):
4/11/2011
Selected summary fields are transferred to the Executive Summary
PER STD
December 2, 2011
Losing Facility:
Service Standard Impacts
PRI ALL CLASSESSTD *FCM PER *
Based on report prepared by Network Integration Support dated:
Last Saved:
Package Page 7 AMP Service Standard Impacts
Last Saved: Stakeholder Notification Page 1AMP Event: Start of Study
rev 07/16/2008
Stakeholders Notification Losing Facility:
December 2, 2011(WorkBook Tab Notification - 1)Staten Island P&DF
Package Page 8 AMP Stakeholders Notification
Last Saved:
04/01/10 <<=== : ===>> 03/31/11
LDC LDC LDC LDC
11 $42.55 41 $0.00 11 $49.04 41 $0.00
12 $43.62 42 $0.00 12 $48.27 42 $13.89
13 $0.00 43 $0.00 13 $41.16 43 $0.00
14 $45.34 44 $0.00 14 $37.80 44 $0.00
15 $0.00 45 $0.00 15 $38.08 45 $0.00
16 $0.00 46 $0.00 16 $0.00 46 $0.00
17 $39.96 47 $0.00 17 $41.82 47 $0.00
18 $36.81 48 $0.00 18 $39.14 48 $0.00
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)Current Current Current Current Current Current Current Current Current Current Current Current
Operation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs
Losing Facility: Gaining Facility:Date Range of Data:
Function 1
Gaining Current Workhour Rate by LDC
Function 4
Package Page 10 AMP Workhour Costs - Current
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)Current Current Current Current Current Current Current Current Current Current Current Current
Operation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs Numbers Workhour Costs
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)Current Current Current Current Current Current Current Current Current Current Current Current
Operation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)Current Current Current Current Current Current Current Current Current Current Current Current
Operation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)Current Current Current Current Current Current Current Current Current Current Current Current
Operation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)Current Current Current Current Current Current Current Current Current Current Current Current
Operation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs
0 No Calc 003 $9950 No Calc 009 $15,0050 No Calc 010 $89,2500 No Calc 012 $84,3490 No Calc 015 $489,6350 No Calc 016 $8200 No Calc 019 $382,5480 No Calc 020 $5,8010 No Calc 021 $96,2800 No Calc 022 $1,878
0 No Calc 035 $00 No Calc 066 $21,4120 No Calc 067 $16,8160 No Calc 083 $10,3330 No Calc 089 $11,0490 No Calc 090 $4460 No Calc 091 $980 No Calc 092 $23,5160 No Calc 093 $7,3760 No Calc 094 $4900 No Calc 095 $590 No Calc 096 $00 No Calc 097 $9,1420 No Calc 098 $7,2390 No Calc 099 $2450 No Calc 112 $627,2420 No Calc 114 $858,7710 No Calc 115 $228,4880 No Calc 117 $47,0480 No Calc 121 $52,0130 No Calc 122 $83,0350 No Calc 124 $1,027,7060 No Calc 126 $672,4080 No Calc 140dup $00 No Calc 141 $143,6440 No Calc 142 $18,0950 No Calc 145 $155,1650 No Calc 146dup $00 No Calc 181 $210 No Calc 186 $455,8180 No Calc 209 $306,0030 No Calc 225 $1,282,0690 No Calc 229 $3,537,3560 No Calc 230 $318,9760 No Calc 231 $1,688,1910 No Calc 244 $608,1140 No Calc 245 $5,7870 No Calc 246 $488,2170 No Calc 247 $365,4850 No Calc 248 $00 No Calc 249 $00 No Calc 256 $2,3620 No Calc 261 $4,4680 No Calc 265 $29,5870 No Calc 275 $490 No Calc 281 $207,0680 No Calc 285 $9,2350 No Calc 291 $740 No Calc 295 $2700 No Calc 381 $45,4090 No Calc 441 $00 No Calc 445 $00 No Calc 448 $00 No Calc 468 $00 No Calc 481 $618,6090 No Calc 485 $40,460
0 No Calc 488 $41,0630 No Calc 489 $16,2720 No Calc 491 $15,1980 No Calc 495 $930 No Calc 554 $323,0690 No Calc 560 $139,6960 No Calc 561 $2430 No Calc 618 $417,2290 No Calc 619 $886,6040 No Calc 620 $62,6420 No Calc 629 $450,5660 No Calc 630 $163,9320 No Calc 677 $7440 No Calc 776 $48,8400 No Calc 798 $10,3180 No Calc 891 $623,3220 No Calc 892 $164,4840 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc
0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc
0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc
0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc
Moved to Gain 0 24,859 13,834 2 $552,833 Impact to Gain 1,135,219,105 3,018,872,308 653,779 4,618 $29,091,031Impact to Lose 0 0 0 No Calc $0 Moved to Lose 0 0 0 No Calc $0Total Impact 0 24,859 13,834 2 $552,833 Total Impact 1,135,219,105 3,018,872,308 653,779 4,618 $29,091,031Non Impacted 6,516,317 12,890,789 33,250 388 $1,389,420 Non Impacted 3,616,879 4,707,499 151,581 31 $6,087,019
Gain Only 242,682,616 807,442,291 438,897 1,840 $18,566,340All 6,516,317 12,915,648 47,083 274 $1,942,253 All 1,381,518,600 3,831,022,098 1,244,256 3,079 $53,744,390
PVS Owned Equipment PVS Owned EquipmentSeven Ton Trucks 8 8 0 Seven Ton Trucks 43 43 0Eleven Ton Trucks 2 2 0 Eleven Ton Trucks 8 10 (2)Single Axle Tractors 2 2 0 Single Axle Tractors 16 18 (2)Tandem Axle Tractors 0 Tandem Axle Tractors 9 9 0Spotters 0 Spotters 3 3 0
PVS Transportation PVS TransportationTotal Number of Schedules 18 18 0 Total Number of Schedules 198 206 (8)Total Annual Mileage 269,889 269,889 0 Total Annual Mileage 1,807,077 1,857,783 (50,706)
Total Mileage Costs $396,737 $396,737 $0 Total Mileage Costs $2,656,403 $2,788,220 ($131,817)
(7) Notes:5 additional Tractor Trailer Operators (Level 8) are needed to transport mail from Brooklyn to Staten Island. Additional estimated work hours in LDC 34 are (5* 1742 ) = 8,710 Roundtrip Toll Estimate = (4 trips * 303.07 K7 frequency) * $47.26 = $57,292.35
rev 04/13/2009
Total Mileage Costs = Total Annual Mileage * $1.47 + Toll Costs ($57,279.12)
Total PVS Transportation Savings:
358172 350996
<<== (This number is summed with Total from 'Trans-HCR' and carried forward to the Executive Summary as Transportation Savings )
Transportation - PVS
Staten Island P&DF Brooklyn P&DC
Last Saved: December 2, 2011
Package Page 34 AMP Transportation - PVS
1 2 3 4 5 6 7 8 9 10 11 12 13 14Current Current Current Proposed Proposed Proposed Current Current Current Proposed Proposed Proposed
X DMM L201 Action Code* Column A - 3-Digit ZIP Code Prefix Group
DMM L601 D
DMM L602 CF
X DMM L603 To:
DMM L604 Action Code* Column A - 3-Digit ZIP Code Prefix Group
DMM L605 CTDMM L606
DMM L607
DMM L801
(3)
Action Code*
Action Code*
Action Code*
Action Code*
(4)
Count % Count % Count % Count %
Feb '11 103 101 1 1% 8 8% 0 0% 100 99% 0
Mar '11 103 113 1 1% 4 4% 0 0% 112 99% 0
Feb '11 112 591 125 21% 223 38% 0 0% 466 79% 2
Mar '11 112 734 167 23% 312 43% 0 0% 567 77% 2
(5) Notes:
*Action Codes: A=add D=delete CF-change from CT=change to
Important Note: Section 2 & 3 illustrate possible changes to DMM labeling lists. Section 2 relates to consolidation of Destination Operations. Section 3 pertains to Originating Operations. The Area Distribution Network group will submit appropriate requests for DMM changes after AMP approval.
Column A - Entry ZIP Codes Column B - 3-Digit ZIP Code Destinations Column C - Label to
Column A - Entry ZIP Codes Column B - 3-Digit ZIP Code Destinations Column C - Label to
SCF BROOKLYN NY 112
DMM L009
DMM L010
DMM L005
DMM L006
DMM L007
DMM L008
103, 112, 116
DMM L003
DMM L004 SCF BROOKLYN NY 112
DMM L001
DMM L002
112, 116
Upon approval of AMP, L002 will require changes.
Distribution Changes
Indicate each DMM labeling list affected by placing an "X" to the left of the list.
Losing Facility:Type of Distribution to Consolidate:
If revisions to DMM L005 or DMM L201 are needed, indicate proposed DMM label change below.
Last Saved: December 2, 2011
Staten Island P&DF
DMM Labeling List L005 - 3-Digit ZIP Code Prefix Groups - SCF Sortation
103
Column B - Label to
STATEN ISLAND NY 103 S
*Action Codes: A=add D=delete CF-change from CT=change to
Column B - Label to
rev 5/14/2009
With the approval of the AMP, labeling list changes will be coordinated with the area and local FAST coordinators.
Drop Shipments for Destination Entry Discounts - FAST Appointment Summary ReportMonth Losing/Gaining NASS
Code Facility Name Total Schd Appts
Unschd Count
Losing Facility Staten Island
Losing Facility Staten Island
No-Show Late Arrival Open Closed
Gaining Facility Brooklyn
Gaining Facility Brooklyn
DMM Labeling List L201 - Periodicals Origin Split
Column A - Entry ZIP Codes Column B - 3-Digit ZIP Code Destinations Column C - Label to
Column C - Label to
Column A - Entry ZIP Codes Column B - 3-Digit ZIP Code Destinations Column C - Label to
Grand Total $ 2,848,417 $ 1,887,540 $ (960,876) Grand Total $ 18,855,076 $ 19,595,057 $ 739,981
$220,896 (This number carried forward to the Executive Summary )
(7) Notes:
Annual Maintenance Savings:
rev 04/13/2009
Maintenance
The total current work hours of LDC37, 38, 39 in SI does not support the staffing to leave 21 employee at SI. In order to support those operations, the hours have been taken from LDC36.
Staten Island proposed costs included a reduction of $151,000 in excess inventory