October 23, 2014 Mr. Mark Dimondstein President

October 23, 2014
Mr. Mark Dimondstein
President
American Postal Workers
Union, AFL-CIO
1300 L Street, NW
Washington, DC 20005-4128
Certified Mail Tracking Number:
7013 3020 0002 3616 9524
Dear Mark:
As information, enclosed is a copy of the second and final Post Implementation Review (PIR)
for the Binghamton, New York 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.
Enclosures
(CA2014-818)
REDACTED
Type of Distribution Consolidated:
Facility Name & Type:
Street Address:
City:
State:
50 Facility ZIP Code:
District:
Area:
Finance Number:
Current 30 ZIP Code(s):
Miles to Gaining Facility:
EXFC office:
Postmaster:
Senior Plant Manager:
District Manager:
Destinating
Binghamton CSMPC
115 Henry Street
Binghamton
NY
13902
Albany
Northeast
350705
137-139
81
Yes
Lona Miller
David Mikolajczyk
Michael Rakes (A)
Facility Name & Type:
Street Address:
City:
State:
50 Facility ZIP Code:
District:
Area:
Finance Number:
Current 30 ZIP Code(s):
EXFC office:
Plant Manager:
Senior Plant Manager:
District Manager:
Syracuse P&DC
5640 E. Taft Road
Syracuse
NY
13220
Albany
Northeast
358361
130-136
Yes
James Nice
David Mikolajczyk
Michael Rakes (A)
Approval Date:
Implementation Date:
PIR Type:
Date Range of Data:
Processing Days per Year:
Bargaining Unit Hours per Year:
EAS Hours per Year:
February 20, 2012
Jul-01-2013
Final PIR
Jul-01-2013: Jun-30-2014
310
1,745
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:
Area Vice President:
Vice President, Network Operations:
Area AMP Coordinator:
NAI Contact:
09-19-201413:19
Richard P. Uluski
David E. Williams
George Fusaro/Adyani Torres
Monique Packer/Barbara Brewington
PIR Data Entry Page
t~r~l,~m~t~t~tlon o,t~·
f'-~1H! R7n:!1?
of
tl~~"~1~
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2
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Executive Summary
Last Saved:
September 19, 2014
PIR Type: Final PIR
Date Range of Data
Jul-01-2013
Jun-30-2014
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:
Savings/Costs
Final PIR vs Pre AMP
Final PIR vs Approved
Function 1 Workhour Savings
from Workhour Costs Combined
Non-Processing Craft Workhour Savings
(less Maint!Trans)
from Other Curr vs Prop
PCES/EAS Workhour Savings
from Other Curr vs Prop
from Transportation HCR
and Transportation PVS
Transportation Savings
Maintenance Savings
from Maintenance
Space Savings
$0
$0
Total Annual Savings
{$1 ,962,805)
($6,869,424)
Total One-Time Costs
($603,087)
($68,587)
from Space Evaluation and Other Costs
from Space Evaluation and Other Costs
Total First Year Savings
Staffing
Craft Position Loss
Service
FCM Service Performance (EXFC & PFCM 0/N)
FCM Service Performance (EXFC & PFCM 2 Day)
FCM Service Performance (EXFC & PFCM 3 Day)
from Staffing-Craft
Losing Current Qtr
Gaining Current Qtr
95.69%
97.47%
from Service Pe,iformance & CSM
93.43%
95.53%
from Service Performance & CSM
91.56%
88.95%
from Serv1ce Performance & CSM
Customer Experience Measurement
Overall Satisfaction Residential at PFC level
Customer Experience Measurement
Overall Satisfaction Small Business at PFC level
from Service Performance & CSM
90.13%
from Service Peiformance & CSM
PIR Executive Summary
3
Calculation References
PreAMP
Proposed
$29,425,977
$26,553,817
$29,752,888
Total Annual Cost
$8,733,315
$4,765,313
$2,854,147
$12,486,819
$0
$58,265,572
$8,724,843
$4,065,243
$2,887,090
$11,127,960
$0
$53,358,953
$9,740,289
$4,598,987
$2,586,795
$13,549,419
$0
$60,228,377
Total One-Time Costs
$0
$534,500
$603,087
Total First Year Costs
$58,265,572
$53,893,453
$60,831,464
Combined Losing and Gaining Facility Data:
Function 1 Workhour Costs
Non-Processing Craft Workhour Costs
(less Maintenance & Transportation)
PCES/EAS Workhour Costs
Transportation Costs
Maintenance Costs
Space Savings
Final PIR
Staffing
Craft Position Total On-Rolls
662
641
669
PCES/EAS Position Total On-Rolls
37
42
41
Final PIR vs Pre-AMP
Function 1 Workhour Savings
Non-Processing Craft Workhour Savings
(less MainVT rans)
PCES/EAS Workhour Savings
Transportation Savings
Maintenance Savings
Approved AMP
($326,910)
($1 ,006,974)
($3, 199,070)
($1 ,015,446)
$2,872,160
$8,472
$166,326
$267,352
($1 ,062,600)
($533,744)
$300,295
($2,421 ,458)
$700,070
($32,943)
$1,358,859
$0
$4,906,619
($603.087)
($68,587)
($534,500)
Space Savings
Total Annual Savings
Total One-Time Costs
$4,372,119
Total First Year
Staffing
Craft Position Loss
(7)
(28)
21
PCES/EAS Position Loss
(4)
1
(5)
PIR Executive Summary
4
Summary Narrative
Last Saved:
Losing Facility Name and Type:
Current SCF ZIP Code(s):
Type of Distribution Consolidated:
Gaining Facility Name and Type:
Current SCF ZIP Code(s):
September 19, 2014
Binghamton CSMPC
137-139
Destinating
Syracuse P&DC
130-136
Background:
The Albany Performance Cluster with assistance from the Northeast Area office has completed an Area Mail
Processing (AMP) project relocating the Binghamton, NY destinating mail volumes for processing at the
Syracuse, NY P&DC.
The Binghamton office now operates as hub for the collection mail. It also houses administrative offices,
delivery and retail services, and a Bulk Mail Entry Unit (BMEU). The Binghamton facility is approximately 81
miles from the Syracuse P&DC.
Prior to the timeframe of this final PIR, the Utica Originating and Destinating AMP into Syracuse P&DC had
completed moving operations and equipment that impacted the volumes, work hours and staffing at
Syracuse P&DC along with transportation adjustments not included in the original AMP.
Financial Summary:
Proposed
Combined Lo8ing and Gaining Facility Data:
Final PIR
$26,553,817
$29,752,888
Total Annual Cost
$8,733,315
$4,765,313
$2,854,147
$12,486,819
$0
$58,265,572
$8,724,843
$4,065,243
$2,887,090
$11,127,960
$0
$53,358,953
$9,740,289
$4,598,987
$2,586,795
$13,549,419
$0
$60,228,377
Total One-Time Costs
$0
$534,500
$603,087
Total First Year Costs
$58,265,572
$53,893,453
$60,831,464
FLnCtion 1 Workhotr Costs
Non-Processirg Craft Workhour Costs
(less Maintenance & Transportation)
PCESIEAS Workhour Costs
Transportation Costs
Maintenance Costs
Space Savirgs
PIR vs. Pre-AMP
Total Annual Savings
Total One-Time Costs
Total First Year Savings
($1,962,805)
($603,087)
($2,565,892)
PIR vs. Proposed
($6,869,424)
($68,587)
($6,938,011)
On July 31, 2012, a deviation for one-time costs was approved in the amount of $345,000, which reduced the
expected first year savings from the original $4,372,119 to $4,027,119. The final PIR shows a first year cost
of $2,565,892, which were affected by the following activities:
•
•
•
Utica originating and destinating AMP, implemented in August 2012, with an increase to Syracuse's
operating costs of $6,068,210.
Delivery Service costs at Binghamton Post Office, which are not related to the AMP and with an
increase to Binghamton's operating costs of $899,204.
Postal Vehicle Services (PVS) savings of $230,399, not related to the AMP.
Adjusting for the above impacts and initiatives, which total $6,737,015, the adjusted first year savings of
Binghamton's AMP is $4,194,752, greater than the adjusted first year expected savings of $4,027,119.
5
Customer Service Considerations:
Overnight EXFC scores for both facilities were roughly the same as Pre-AMP scores for the first quarter of
FY 2014, but 2-Day and 3-Day scores have dropped noticeably during the second and third quarter of FY
2014. While some of this drop is weather related, Syracuse P&DC is actively investigating areas of
improvement in service for our neighboring Eastern NY (120-129) and Western NY (140-149) offices.
Staffing Impacts:
The approved Binghamton AMP package identified a net reduction of 21 craft positions with the consolidation
of operations into Syracuse. All Binghamton employees report to the Binghamton Post Office. Additional
employees at Syracuse are due to concurrent AMP of Utica to Syracuse.
' Craft= Career+
Non~career
The staffing impacts on Management-to-craft ratios are summarized below;
1
Craft= Career+ Non-career
Transportation Changes:
The original AMP package submitted was based on Network Rationalization and a 2-Day service
environment. Changes were initiated to maintain service as required.
Binghamton
1) HCR 13717 is still needed to support the volume arrival profile for the Syracuse P&DC.
2) HCR 18015B did get dissolved due to the overnight piece going away with Scranton, PA.
3) HCR 137XX was not put in place
Syracuse
1) HCR 13011 was dissolved and added to HCR 13029.
2) 13029 had the miles added from HCR 13011 and the 3 round trips to support the AMP in an overnight
environment.
3) 176,904 extra miles were needed on HCR 13029 to support the 0/N Binghamton AMP.
4) Added 16,471 miles to HCR 13029 due to a need for a Saturday and Sunday frequency.
PVS
1) The PVS savings of $230,399 were not related to the AMP.
PIR Summary Narrativ
6
Equipment Relocation, Maintenance Impacts and One-Time Costs:
The Binghamton AMP was expected to save $1,358,859 in maintenance. The final PIR shows a cost of
$1,062,600.
Syracuse P&DC has undergone a lot of changes taking in mail volumes from multiple sites. Local
maintenance personnel were utilized to ready the Syracuse building for accepting the new equipment
including moving existing machines and conveyors to other locations on the workroom floor. They moved
the required equipment from Utica to Syracuse and moved one low cost tray sorter to Syracuse. The labor
costs for these activities are included in this PIR workbook. There are additional costs for equipment moves
in the Utica package.
In addition to the equipment moves, Syracuse maintenance personnel and workhours contain the impacts
from the Utica AMP. They expected to gain 10 maintenance positions from the Utica AMP and none from
Binghamton. Syracuse is currently at 129 positions. Based on WHEP (Work Hour Estimator Program)
authorized staffing for Syracuse maintenance is now 153. The PIR is below this and additional vacancies
are currently being filled.
Facilities costs of $288,244 was spent in Syracuse for the creation of an interior wall opening for the
universal sorter, relocation of the IPSS computer room and demolition of the former CFS unit for DBCS
relocation. Material Handling costs of $314,843 include material, shipping and modifications for the
additional Low Cost Tray Sorter.
Total one-time costs of $603,087 are below the total approved one-time costs of $879,500. The total
approved one-time costs include the original approved AMP costs of $534,500 plus the approved 7/31/12
deviation for an additional $345,000.
PIR Summary Narrative
7
Service Performance and Customer Satisfaction Measurement
Last Saved: September 19, 2014
PIR Type:
Implementation Date:
Final PIR
07/01/13
Losing Facility: Binghamton CSMPC
District: . ;. A. ;. Ib=a.;.;.n. Ly_ _ _ _ _ _ _ _ _ _ _ __
Gaining Facility: -,s....,y,....ra_c_u_s_e_P_&_o_c
_ _ _ _ _ _ _ _ _ __
District: ..;..A.:.:.;Ib::..:a:::.:.n.:.~.y_ _ _ _ _ _ _ _ _ _ _ _ __
(15) N o t e s : - - - - - - - - - - - - - - - - - - - - -
Satisfaction Measurement (CSM) became Customer Experience Measurement
Data reflects most recently completed quarter available in CEM.
8
PIR Service Performance and Customer Satisfaction Measurement
r--
Combined Facilities
I
Workhour Costs -Combined Facilities
Last Saved September 19, 2014
PIR Type":
~~,::.i~"'~"'1 :-;!~~:-:oo""lum=~-~-,-~---cl-oe-cd-;-fo-,,F"m=P'IR.
4
L-NIAIG$30.74
"
12
Type of Distribution Consolidated:
Destinating
15
r
18
41
42
43
44
l$38..9/G-NIA
l$30.3/ G-N/A
l-N!AiG$17.41
45
L$45.94/ G-NIA
.
L$38.52/G-NIA
l$40.041 Q.NJA
Date Range of Data:
Jul-01....2013
to
Jun-J.0-2014
46
"
11
L~N!AfG.$.43.94
L$37.311 G$44.54
L-NtAtG$42lJ3
I.
l•N!AIG$40.04
l-N/AIG$41.62
47
I
L$40.98! G-NIA
PIR Workhour Costs - Combined Facilitres
PIR Workhour Costs. Combined Facilities
PlR Workhour Costs- Combined Facilities
(V)NOTES: ______________________________________________________________________________________________________________________________________________________
12
PIR Workhour Costs~ Combined Facilities
Workhour Costs- Losing Facility
Last Saved September 19, 2014
Losing Facility: Binghamton CSMPC
PIR Type•:
Type of Distribution Consolidated:
Oestinating
Date Range of Data:
~:;c~~"!~~~,!:~~~~';,R-:;c::;olu:::m:::nc:c,-::.,-::an:::n:::ua:;ch:::ze"'d""fo"'c""Fiest PIR.
Jui..01-2013
to
Jun..J0-2014
13
PIR Wori<hour Costs- Losing
14
PlR Workhour Costs - Losing
Workhour Costs • Gaining Facility
Last Saved September 19 2014
Gaining Facility: -"S"-r"'a'-"cuo:;s:c:ec:P..=&"'D"C'------------------
Type of Distribution Consolidated:
Oestinating
PIR Type•: £i.r:>&!:~-,;-==;;;;;;;;;;z;;;,-;;;;c;;;s,
Date Range of Data:
Jul-01-2013
to
Jun...J0-2014
PIR Workhour Costs- Gaining
16
PtR Workhour Costs- Gaining
17
PIR Work:hour Costs - Gaining
~nNOTES:
_________________________________________________________________________________________________________________________________________________"_____
18
PIR Workhour Costs ~ Gaining
I
-- -- -
Other Workhour Move Analysis
I
19
PIR Other Workhour Costs
20
PIR Other Workhour Costs
21
PIR Other Workhour Costs
22
PIR Other Workhour Costs
I
Distribution to Other PIR Worksheet Tabs
I
23
PIR Other Workhour Costs
24
PIR Other Workhour Costs
Staffing -Craft
Last Saved: September 19, 2014
PIR Type: Final PIR
Data Extraction Date:
Losing Facility: Binghamton CSMPC
07/12/14
Finance #: 350705
Craft Positions
Gaining Facility: Syracuse P&DC
Finance#: 358361
Craft Positions
,-----(2~-----,----(24)
j
Total Craft Position Loss: j
Final PIR vs Pre AMP
(7)
____1
j Final PIR vs Proposed j
j
(28)
j
(Above numbers are carried forward to the Executive Summary)
~------------~-----------~
25
PIR Staffing- Craft
Staffing - PCES/EAS
Last Saved: September 19, 2014
PIR Type: Final PIR
Losing Facility: Binghamton CSMPC
Data Extraction Date:
Finance#
7/12/2014
PCES/EAS Positions
-350705
-----On-Rolls
(2)
Position Title
26
ES/EAS
Finance#
Gaining Facility: ..:S:.!y:;;.ra:;;.c:.:u:.:s:.;:e:..,:P:,:&:::;D:;;.C.::__ _ _ _ _ _ _ _ _ _ _ __
Data Extraction Date:
..:3..:58:;;.3:.:6:.:1_ _ _ _ __
7/12/2014
~,_, ___ , __________ T __ , _ , _________ , _ , ___________ ~
!
27
!
Total PCES/EAS,
Position Loss!
37
< >
-4
1
!
(Js>
1
1
!
L-----------------~--------------~-------------J
{Above numbers are carried forward to the ExecutiVe Summary)
b-===-========-=====================~~~~~~~~~~~--~--==~~~~~ES/EAS
Transportation - PVS
Last Saved: September 19, 2014
Final PIR
PIR Type: _ __.:...:~---Date Range of Data:
-to -
Jun-30-2014
-----------------Gaining Facility: -:S:-=y:::ra c::-u-:-s_e_P_&_D_C____________________
Losing Facility: Binghamton CSMPC
Finance Number: 350705
7
~~~------------
(2)
Jul-01-2013
I
(3)
I
I
(4)
(5)
Variance
Variance
Final PIR I Final PIR vs Final PIR vs
(11) Total Final PIR vs Pre AMP Transportation-PVS Savings:
($230,399)
(This number added to the Executive Summary
II
Finance Number: 358361
------------------
I
(7)
Prooosed
(8)
PIR
(12) Total Final PIR vs Proposed Transportation-PVS Savings:
($230,399)
(This number added to the Executive Summary)
(13)Noms: ________________________________________________________________________________________________________________
28
PIR Transportation - PVS
Transportation - HCR
Last Saved: September 19, 2014
Losing Facility: Binghamton CSMPC
PIR Type:
Final PIR
Type of Distribution Consolidated: Destinating
Data of HCR Data File:
(1)
Route#
29
{3)
CT for Outbound Dock:
08/01/14
(4)
(6)
(7)
Final PIR
Proposed
Annual
Cost
Final PIR Annual
Cost
(10)
Final PIR
PIR Transportation HCR- Losing
Change Analysis
Final PIR vs Pre AMP
Final PIR vs
Notes:
30
PIR Transportation HCR - Losing
Transportation - HCR
Last Saved: September 19, 2014
Gaining Facility: _S..::..y_ra_c_u_s_e_P_&_o_c_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
PIR Type:
Type of Distribution Consolidated: Destinating
CET for Inbound Dock:
CETforOGP:
Date of HCR Data File:
CET for Cancellations:
CT for Outbound Dock:
08/01/14
(1)
(3)
(4)
Proposed
Annual
Final PIR
Route#
(9)
Final PIR
-----(10)
Final PIR Annual
Cost/Mile
(12)
Change Analysis
FinaiPIR vs
Losing
Gaining
(13) Total Final PIR vs Pre AMP Transportation-HeR Savings:
(from losing and gaining facilities)
(14) Total Final PIR vs Proposed Transportation-HeR Savings:
(from losing and gaining facilities)
(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)
Notes:
32
PIR Transportation HCR- Gaining
MPE Inventory
Last Saved: September 19, 2014
Data Extraction Date:
Losing Facility:
01/10/14
PIR Type:
Binghamton CSMPC
(2)
Final PIR
33
Jul-01-2013
-to-
Jun-30-2014
Gaining Facility: ..::S:J.y..:..:ra::.:C::::U::::S.:::.e..:.P..::&:::D:..:C::___ _ _ _ _ _ _ _ __
(3)
Final PIR
(10) Notes:
Date Range of Data:
Additional equipment at Syracuse from Utica AMP.
Equipment moved with local maintenance personnel.
Costs above include material, shipping and LCTS modifications.
(5)
(6)
Final PIR
(8)
(7)
Proposed I Final PIR
Relocation
Costs
(9)
Carried to
Space Evaluation and
Other Costs
PIR MPE Inventory
Maintenance
Last Saved September 19. 2014
PIR Type*: _F_in_a_I_P_IR_ _ _ _ __
Jul-01-2013
Date Range of Data:
Losing Facility:
Gaining Facility:
Binghamton CSMPC
Workhour ActiviW
(2)
(3)
(4)
Variance
Proposed
Costs
Final PIR
Costs
Final PIR to
PreAMP
$
0 $
57,896
(829,285) $
$
185,498 $
5,605
(417,905) $
1179.893)
-$
221,997 $
$
0 $
$
$
---------------------------------------
Workhour ActiviW
57.896
r:::=-:-
I Lvv ~"'
E
Maii.Processing
Equipment
Jun-30-2014
Syracuse P&DC
$
Building Equipment $
(7)
(8)
Proposed
Costs
Final PIR
Costs
4,614,350 $
5,000,873
1,942,701
3,178,366
$
.-----
(9)
Variance
Final PIR to
Pre AMP
(10)
Final PIR to
Pre
Proposed
554.450 $
386,523
1,325.158 $
1,235,£65
437,969 $
102,154
,{;
i~
(55,200) $
560,528
29.446
{117,285) $
29,446
496,861
$
490,623 .l
(6,239) $
(&,239)
0 $
4,600
(14,123) $
4,600
118,971
$
87,440 ,)
(31,531) $
(31,531)
407.495 $
880,072
(1,433.798) $
472,577
782,525 ":·
2,338,459 $
9,511,343 $
2.440,613
11,197,914
2,279,817 $
1,686,572
200,468 $
200,468
i
Maintenance Parts, Supplies & $
Facility Utilities
$
63,100 $
124,942
16,112 $
61,842
Maintenance Parts, Supplies &
Facility Utilities
~~
0
Grand Total
470.595
(11) Final PIR vs Pre AMP- Maintenance Savings:
(12) Final PIR vs Proposed- Maintenance Savings:
1,146,023 $
Grand Total
$1,062,500
$2,421,458
10,657,366 $
1 ,346,491
O;~"''••AQ
0
12,544,406
2,480,286 $
1,887,040
:.
(These numbers carried forward to the Executive Summary)
(These numbers carried forward to the Executive Summary)
(13)Notes: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
*Data m P!R columns 1s annualized for F1rst P!R.
;;(iii~~~
34
PIR Maintenance
Distribution Changes
Last Saved: September 19, 2014
Losing Facility : Binghamton CSMPC
Destinating
Type of Distribution Consolidated:
DMM L001
DMM L011
X
DMM L002
DMM L201
X
DMM L003
X
X
DMM L004
X
DMM L005
DMM L603
DMM L006
DMM L604
X
DMM L007
DMM L008
(2 )
PB 22365 Jun 13-2013
Was the Service Standard Directory updated for the approved AMP?
(3)
Yes
DMM L605
DMM L606
X
DMM L009
DMM L010
(4)
Jul-01-2013 --to-- Jun-30-2014
Identify the date of the Postal Bulletin that contained DMM labeling list revisions.
DMM L601
DMM L602
Final PIR
Date Range of Data:
Place a "X" next to the DMM labeling list(s)
revised as result of the approved AMP.
(1)
PIR Type:
DMM L607
DMM L801
Drop Shipments for Destination Entry Discounts
FAST Appointment Summary Report
Month
Losing I Gaining Facility
NASS
Code
Facility Name
Total
Schd
May '14
Losing Facility
137
Binghampton
0
0
0.00%
0
0.00%
0
Jun'14
Losing Facility
137
Binghampton
0
0
0.00%
0
0.00%
May '14
Gaining Facility
130
Syracuse
398
132
33.17%
97
130
Syracuse
381
130
34.12%
97
Jun'14
(5)
~ining
Facility
No-Show
Count
%
Late Arrival
Count
%
Closed
Count
%
Unschd
Count
0.00%
0
0.00%
0
0
0.00%
0
0.00%
0
24.37%
0
0.00%
266
66.83%
3
25.46%
0
0.00%
251
65.88%
10
Open
Count
%
Notes: Binghamton dropped at Syracuse.
35
PIR Distribution Changes
Customer Service Issues
Last Saved: September 19, 2014
Losing Facility: Binghamton CSMPC
5-Digit ZIP Code: 13902
Data Extraction Date: ..,;0,;7/~1'i2/7z14-:------
1. Collection Points
Number 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"?
I -o- I
3. How many "local delivery" boxes were removed as a result of AMP?
[ o-J
4. Delivery Performance Report
% Carriers returning after 1700
5. Retail Unit Inside Losing Facility (Window Service Times)
7. Can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual?
6. Business (Bulk) Mail Acceptance Hours
Yes
8. Notes:
Gaining Facility: ..::S:<y.:.:ra:.:c::u:.:s.::.e..:..P..:&:.:D:.:C::..__ _ _ _ _ _ _ _ _ _ _ _ __
9.
What postmark is printed on collection mail?
'~.i011;1~.··
36
PIR Customer Service Issues
Space Evaluation and Other Costs
Last Saved: September 19, 2014
1. Affected Facility
2. One-Time Costs
Enter any one-time costs: _ _...;:s;:;;o_ __
$288,244
$288,244
(These numbers shown below under One-Time Costs section.)
3. Savings Information
Space Savings ($): --..;.$.;,0_ _
$0
$0
(These numbers carried forward to the Executive Summary)
4. Did you utilize the acquired space as planned? Explain.
Yes. Binghamton remains as Post Office with hub operation.
5. Notes:
$288,244 was spent in Syracuse for the creation of an interior wall opening for the universal sorter, relocation of the IPSS computer
room demolition of the former CFS unit for DBCS relocation.
AMP proposed one-time costs of $534,500 plus approved deviation (7/31/12) of $345,000 for total one-time costs not to exceed $879,500.
Employee Relocation Costs
$534,500
Mail Processing Equipment Relocation Costs
($219.657)
(from MPE Inventory)
Facility Costs
$288,244
(from above)
Total One-Time Costs
$534,500
$603,087
$68,587
PIR costs carried forward to Executive Summary)
Losing Facility: Binghamton CSMPC
Pre-AMP: FY 2012
(1)
Product
Range of Report
(4)
(5)
Final PIR
Final PIR Cost per
1,000 Images
(6)
(10)
Final PIR Cost
Product
37
PIR Space Evaluation and Other Costs

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