DELIVERY STANDARD OPERATING PROCEDURES

DELIVERY STANDARD OPERATING PROCEDURES

INDEX TAB 1 CITY/RURAL DELIVERY STANDARDIZATION GOALS TAB 2 AM SOP TAB 3 DELIVERY STANDARD OPERATING PROCEDURES 1. INTEGRATED OPERATING PLANS 2. INCREASING DPS 3. GROWTH and DELIVERY POINT MANAGEMENT 4. COLLECTION POINT MANAGEMENT 5. SCANNING PERFORMANCE TAB 4 CITY DELIVERY STANDARD OPERATING PROCEDURES CITY DELIVERY STANDARDIZATION 1. MATCHING WORKHOURS TO WORKLOAD 2. VOLUME RECORDING 3. ROUTE EVALUATIONS AND ADJUSTMENTS TAB 5 RURAL DELIVERY STANDARD OPERATING PROCEDURES RURAL DELIVERY STANDARDIZATION 1. MANAGING WORKHOURS TAB 6 RD SOP TAB 7 FUNCTION 4 BUSINESS PLAN PROCESS TAB 8 CFS/PARS STANDARDIZATION INITIATIVE

TAB 1 CITY/RURAL DELIVERY STANDARDIZATION GOALS

DELIVERY STANDARDIZATION GOALS City Delivery Standardization Goals Alignment of actual workhours to base workhours All DOIS sites will participate in the AM SOP review process as tracked by HQ Field Operations Standardization (FOS): o 100% of all Level 22 and above DOIS sites in each Area must meet AM SOP certification requirement, defined as: Achieve 95% on AM SOP audit Achieve unit-specific DPH (deliveries per hour) goal Achieve unit-specific percent achievement to standard goal o Reports from FOS will provide data on: Percent reviews completed Percent reviews achieving a 95% score Percent of DOIS sites meeting the certification requirements Rural Delivery Standardization Goals Alignment of actual workhours to standard workhours Achievement of BPI targets for support hours, DPS percentages, loading time, and other suitable allowances as assigned and tracked in DPARS All rural delivery units participate in the RDSOP Review process as tracked by HQ Field Operations Standardization: o 75% of those units with 10 or more rural routes and those units identified as vital few must meet the certification requirement o Units with less than 10 rural routes and not part of vital few complete a self review o Reports from FOS will provide data on Percent reviews completed for all offices Percent of Category 1 & 2 offices achieving 85% certification Average overall achievement score for Category 3 offices

TAB 2 AM SOP

CITY DELIVERY STANDARD OPERATING PROCEDURES TACTIC Implementation and Certification of AM SOP Procedures AM SOP was released on a national basis during FY 05. The primary intent and purpose of the process is to standardize daily carrier office functions and integrate IOP into the management of carrier AM office procedures. Effective implementation will assist with reduction of LDC 21, 28 and 29 work hour utilization, stabilize carrier depart and return times and enhance service to our customers. Management control of day-today operations will increase. In order to have an effective AM SOP process, cross-functional support and agreements are required. Delivery unit managers, Managers, Post Office Operations, Managers, In- Plant Support and staff as well as Processing and Distribution Centers must work jointly to create and establish procedures for daily commitments towards each others success. Effective communications between the parties will help drive the success of AM SOP and continuous improvement in the overall performance of the Cluster. Specific steps must be taken during planning and implementation of the AM SOP process. Although these steps can be adjusted based on local conditions, specific individuals are responsible for actionable items. Those action steps include: Organization Activities PC Selects Project Mgr. Obtain Authority from District Manager Selects Team Members Assigns Duties Training Meet With Senior Management Conduct Training with Local Management Issue Service Talks (All Employees) IOP Communication Plan Create Communications Plan Develop Feedback Mechanism Implement Communications Network IOP Delivery Unit Activities Identify Existing CETs Identify Existing Arrival Profile Identify Existing Dispatch Schedule Review Carrier Reporting Times Determine CET by Mail Type Delivery Unit Volume Arrival Requirements List Review Pre-Cull Procedures Review Collection Procedures Adjust Shape Based Separation (Per IOP) Adjust Collection Schedules (Per IOP) Responsible Manager Cluster Leadership Cluster Leadership Cluster Leadership Cluster Leadership IOP / AM SOP Team IOP / AM SOP Team IOP / AM SOP Team IOP Team IOP Team IOP Team MGR/PM MGR/PM MGR/PM MGR/PM MGR/PM MGR/PM POOM/MCSO/MOP/MGR/PM POOM/MCSO/MOP/MGR/PM POOM/MCSO/MOP/MGR/PM POOM/MCSO/MOP/MGR/PM

IOP Delivery Unit Activities (cont.). Adjust Carrier Reporting Times (Per IOP) Update DOIS Dispatch Schedule IOP Plant Activities Identify Dedicated Windows by Tour Review Internal Mail Flows Review Collection Percentage Review Pre-Cull Procedures Plant Collection Arrival Need List Review Incoming Mail Processing Adjust CT (as Negotiated) Prioritize Distribution Review Dispatch Discipline Transportation Identify Existing Dispatch Schedule Adjust Transportation (as Negotiated) Formalize IOP Contracts Negotiate Dispatch Plan Create Dispatch Plan Install IOP Process Management Identify Indicators to be Tracked Establish Checking Procedures Establish Reporting Network IOP Implementation Implement Revised Dispatch Plan Implement Updated Collections Plan Revise Carrier Schedules Implement IOP Depth of Sort Agreement AM SOP Implementation - Initial Reviews Conduct initial site visit /review/audit Conduct site assessment survey for excess equipment and floor layout Conduct on site review with supervisor(s) to discuss SOP, unit performance reports (DOIS/FLASH/MSP, etc.), expectations and action plans to improve performance (baseline performance) Conduct exit conference with local manager outlining expectation/requirements of AM SOP results of discussions/findings Discuss proposed AM SOP implementation with local union representatives Solicit input/suggestions Discuss proposed changes with interactive depts.: Maintenance, AMS, Operations Support, etc. Responsible Manager POOM/MCSO/MOP MGR/PM PLT MGR/MGR IPS PLT MGR/MGR IPS PLT MGR/MGR IPS PLT MGR/MGR IPS PLT MGR/MGR IPS PLT MGR/MGR IPS PLT MGR/MGR IPS PLT MGR/MGR IPS PLT MGR/MGR IPS TRANS MGR TRANS MGR IOP Team IOP Team IOP Team IOP Team IOP Team IOP Team IOP Team MGR/PM IOP Team IOP Team POOM/MCSO/MOP POOM/MCSO POOM/MCSO POOM/MCSO POOM/MCSO/PM/MGR POOM/MCSO/MOPS

AM SOP Implementation - Initial Reviews (cont.) Responsible Manager Monitor supervisor daily activity (shadow supervisor) observing performance and interaction with clerks/carriers including volume recording activities POOM/MCSO/MGR/PM Review daily/weekly reporting systems relating to budget performance and analysis with local mgmt. POOM/MCSO Discuss supervisory performance and offer suggestions on performance with local manager MGR/PM Discuss MSP/street management programs with local management POOM/MCSO Review AMS Edit Books/Case labels with carriers and supervisors for accuracy/corrections as necessary MGR/SUPV Review casing configuration with local/zone management and formulate action plan to reduce where possible to align with VFC configuration POOM/MSCO AM SOP Implementation First Progress Report Initiate maintenance work orders for removal/modification of distribution/casing equipment/floor layout to include: Carrier/clerk case locations Parcel hampers used and where located Include time clock line-of-sight/security Supervisor work stations line-of-sight Efficient flat/letter distribution set up Parcel post/spr distribution set MGR/SUPV Edit books submitted to AMS for necessary corrections/labels, etc. MGR/SUPV Conduct on site review with supervisor(s) to assess achievement to baseline performance reports (DOIS/FLASH/MSP, etc.), and develop action plans to improve POOM/MCSO AM SOP Implementation Layout Changes & IOP Complete Update Edit Books/labels completed and returned to unit MOPS/AMS Final review of floor layout/mal flow in relationship to clerk/carrier daily work functions. POOM/MCSO Completion of casing equipment/floor layout, allied equipment relocation/removal. MGR/SUP On site visit by POOM/MCSO/MOPS to review progress POOM/MCSO/MOPS AM SOP Implementation Certification APPENDICES: A & B Conduct on site review with supervisor(s) to assess Performance reports (DOIS/FLASH/MSP, etc.) prior to certification review POOM/MCSO Final pre-certification review using Certification Audit POOM/MCSO (determine readiness of unit) Certification of unit begins MOPS Unit is certified/not certified with write up from review team MOPS

TAB 3 DELIVERY STANDARD OPERATING PROCEDURES

INTEGRATED OPERATING PLANS

DELIVERY STANDARD OPERATING PROCEDURE TACTIC Implementing Effective Integrated Operating Plans Integrated Operating Plans consist of a standardized process that develops accountability by: 1. Establishing the schedule of dispatches from the Plant to each of its delivery units and the types of mail, by shape and level of sortation, that the Plant will send on each dispatch; 2. Tracking on a daily basis the arrival of dispatches at the delivery unit and the types of mail, by shape and level of sortation, that is on each dispatch; 3. Providing Performance Cluster managers with a cross-functional, end-to-end overview of their operations that will facilitate better operating results. The objective is to improve Performance Cluster Delivery operations by focusing on and improving the consistency of mail arrival at delivery units. The following provides the necessary steps for implementing Integrated Operating Plans. 1. Establish the schedule of dispatches from the Plant to each of its delivery units and the types of mail, by shape and level of sortation that the Plant will send on each dispatch. In the upcoming release (DOIS 4.3), DOIS will be modified to enable delivery units to enter their dispatch schedule and the type of mail each dispatch should bring Plant Managers or their designee must work with each Postmaster to articulate: o the time that each dispatch should arrive at the Postmaster's delivery units o the type of mail and level of sortation on each type of mail that each dispatch will bring In the upcoming release (DOIS 4.3), each Postmaster/Manager/Supervisor must enter into each of their units DOIS system the scheduled dispatch information that the plant has established 2. Track on a daily basis the arrival of dispatches at the delivery unit and the types of mail, by shape and level of sortation, that is on each dispatch

In the upcoming release (DOIS 4.3), HQ will modify DOIS to enable delivery units to capture, by dispatch, F4 distribution volumes (mail that only received a 5-digit separation) and F2 City mail volumes by level of sortation (manual carrier route, automated carrier route, and DPS) Each Postmaster/Manager/Supervisor must enter accurate mail volume by dispatch into each of their units' DOIS system.

3. Provide Performance Cluster managers with a cross-functional, end-to-end overview of their operations that will facilitate better operating results. HQ has modified DOIS to provide numerous reports quantifying the delivery unit's mail arrival including: o Unit-level and route-level F2 City carrier mail arrival (volume and level of sortation) compared to schedule. The reports will highlight by route where carrier start times and mail availability are not appropriately aligned o F4 distribution mail arrival (volume) compared to schedule Each Postmaster/Manager/Supervisor must enter into each of their units' DOIS system accurate mail volume information by dispatch

HQ will port into WebEIS summary data by delivery unit showing: o Carrier schedules and mail arrivals are not appropriately aligned (carriers do not have 80% of their cased volume and 100% of their cased Flats by the route's scheduled start time) o Unscheduled dispatches o Dispatches that are more than 15 minutes late Cluster-level managers can use the DOIS IOP data to identify opportunities to reduce Total Operating Expenses by improving operational integration APPENDIX C: Sample Template for an Integrated Operating Plan INCREASING DPS PERCENTAGE

DELIVERY STANDARD OPERATING PROCEDURES TACTIC Increasing DPS Percentage in Delivery Units Increasing DPS letters percentage equates to decreasing cased letter volume and time spent by the carriers in the office. Nationally, the DPS percentage is approximately 75% with many Districts achieving DPS percentages in the mid to high eighties. Successful units have focused on communication and cooperation between plants and delivery units, analyzing data, identifying sources and causes of cased letter mail, tracking performance, and utilization of standard operating practices that have proven successful in increasing DPS mail. The following includes those duties and responsibilities of the District team in accomplishing this task: Delivery Units/ Stations and Branches Ensure timely submission of Electronic Edit Sheets (EES) Analyze DPS mail returning from the street o Communicate DPS sweeping errors to the plant o Identify, document and communicate to resolve recurring DPS errors o Alert In-Plant, Address Management or Marketing of problems

Log into euars daily and make necessary address corrections Upgrade dropped-shipped Standard and Preferential mail to DPS and follow mail preparation instructions Adhere to Management Instruction PO-610-2000-1 to ensure proper recording of mail volumes Regularly audit mail placed in the M tray (multiple holds) Identify relevant training needs and requirements for station personnel Track unit performance using DOIS data Develop a game plan to prioritize improvement opportunities and activities Send edit books with updates monthly to AMS or send verification that no data entries occurred for that month Senior Operations Managers Address Management Systems o Report mailer miscodes to National Customer Support Center o Assist delivery units in correct coding of delivery points. Provide necessary training o Work with the delivery units on residual and multiple holds, EES, recurring DPS errors, multiple coding of the same delivery point and other creative coding applications o Perform Delivery/AMS Street Reviews at the delivery units, rotating on a regular basis Operations Support Specialists Marketing o Review delivery unit volume recording procedures o Review M tray report (multiple holds) for DPS opportunities Analyze Courtesy and BRM mail for correct ZIP+4 add-on Review mailer pre-barcoded mail for errors Serve as clearinghouse to resolve recurring errors on DPS mail caused by mailer s addressing hygiene

In Plant Support Delivery Analysis Specialist needs to spearhead the Plant s drive to 100% automated mail Identify AO mail for upgrade Develop an Operating Plan for the automation equipment and provide a wider processing window where possible Keep mail out of manual operations via tabbing and LMLM process Communicate with REC site on issues such as turn around time and encoding quality Communicate with delivery units on issues related to the integrated operating plan Analyze residual and M tray for bad barcodes Determine if Hi-Rise mail is being sprayed with default or exact codes Analyze bin densities or current route sort plans to identify potential firm holdouts In Plant Support (cont.) Analyze M-Records, alias and alternate addressing, firm holdouts Maintenance Support plant operations by ensuring that required maintenance is completed on schedule Provide support to maintenance of delivery unit automation equipment whenever needed District Team Create a DPS Improvement Team made up of at least a functional representative from AMS, Operations Programs Support, In-Plant Support, Marketing and Plant Operations o DPS Team will focus on specific issues impacting DPS percentages in delivery units. o DPS Team will document offices visited and the results of efforts. o DPS Team s role and function includes, but not limited to: Track delivery unit performance using DOIS data Develop and provide report formats and disseminate the same to all concerned

Identify and target offices performing below established benchmarks. Use euars to determine if new deliveries are being added into AMS on a timely basis Analyze data for causes of low achievements in targeted offices Develop and implement steps to ensure that delivery units, Processing Operations and Marketing are working jointly to resolve errors and difficulties to further increase DPS mail. Visit/audit targeted offices to facilitate compliance to established SOPs Develop a delivery unit vital few lists that identifies those units with the most opportunity to improve the cluster s overall DPS performance Assist delivery units develop a game plan to prioritize improvement opportunities and activities o AMS verification of edit books submitted through SEALOG system and information sent to MPOO/MCSO for follow-up to delivery units. District Manager will insure DPS Team is fully supported, and monitor team s progress GROWTH AND DELIVERY POINT MANAGEMENT

DELIVERY STANDARD OPERATING PROCEDURES TACTIC Administration of District Directed Growth and Delivery Point Management Program Growth and delivery point management involves controlling, to the extent possible, the establishment and/or extension of new delivery points within a performance cluster down to the delivery unit level. This includes customer contact, equipment inventory management, and managing mode of delivery issues for new and current delivery points. It is a cross-functional program and includes rural and highway contract as well as city delivery. The District Manager determines district policy regarding program direction through vertical alignment of program personnel, responsibilities for that personnel, and inventory management. These decisions are central to consistent application of USPS policy, achieving district goals for delivery and service, and consistent messaging to local builders/developers on mode of delivery and equipment issues. Decisions on whether the growth program is centralized at the District or more delivery unit based should consider the geographic area covered, as well as the amount of growth activity within the district. Districts with low growth rates and/or large geographic areas may have a less active role for the growth coordinator. Districts with higher growth rates will benefit from a strong, district directed growth management program

supportive of field offices. Coordinators will monitor compliance with national policy and district goals. The District Manager will also determine district policy on equipment purchase, ownership, and installation, as well as whether the primary responsibility for growth management is located at the district or delivery unit level. The following includes those duties and responsibilities necessary for the delivery team to manage an effective delivery growth program: District Manager, Customer Services Sets district policy regarding Growth and Delivery Point Management program structure Sets district policy regarding the purchase and installation of Cluster Box Units (CBUs) Manager, Operations Program Support (MOPS) Responsible for route stability by incorporating new delivery onto existing or newly created routes Responsible for development, management and adherence to signed boundary agreements, if applicable Manager, Operations Program Support (MOPS) (cont.) Manages growth in delivery units through the mail count and route inspection or minor route adjustment process Postmasters and Sr. Manager, Post Office Operations (MPOO) work through the MOPS office on growth and delivery point management issues Select a contact at the district level responsible for growth and delivery point management Detail responsibilities for cross functional groups to report information to coordinator Cross Functional Group These resources must work as partners for smooth, effective delivery growth to occur. This will maximize the efficiencies of centralized delivery, delivery point sequencing (DPS), route stability, improved mail security and customer service. Key personnel must be identified and tasked with action and reporting responsibility. Consider the following positions: Customer Service Analyst (City and Rural)

o Potential Growth and Delivery Point coordinator o Serves as liaison with opposite on city or rural side when new development is identified Manager, Address Management Systems o Potential Growth and Delivery Point coordinator o Track all deliveries to ensure proper delivery type: City/Rural/HCR o Responsible for accurate and timely coding of delivery points for new developments Postmasters o Responsible for implementing delivery after development plans and mode of delivery agreements are approved by District Growth coordinator. o Responsible for verification of delivery equipment installation location and inventory o Responsible for information flow to the growth coordinator on new developments or demolition/renovation o Responsible for carrier based activity on edit books Manager, Post Office Operations Supervisor, Customer Services Manager, Vehicle Services Cross Functional Group (cont.) Manager, In-Plant Support Manager, Maintenance Manager, Finance Transportation/Distribution Network Specialist Inspection Service The MOPS is the final arbiter for the customer service side on growth and delivery point management issues that cannot be resolved locally. Detailed team member duties and responsibilities are: Growth and Delivery Point Management Coordinator (CSA / Mgr. AMS) Authority to make decisions on growth management issues o Ensures the district policy is consistent with the area and national policies Authority to direct local and district resources in support of growth program

o Develop an SOP for internal distribution Purchasing authority and responsibility for delivery equipment Clear understanding of area and national policy on establishment/extension of delivery Good working knowledge of route structure and route inspection process for city or rural delivery Promote centralized delivery as a core part of a efficient, secure, and customer friendly growth management program Primary postal service resource for developers and builders on all discussions of establishment or extension of delivery o Develop a written policy to provide to municipalities, planning agencies, developers and builders o Coordinators must develop contact list for builders in the District o Coordinators serve as a primary point of contact for builders in resolving disputes and addressing questions o Coordinates equipment supplies where necessary Growth and Delivery Point Management Coordinator (CSA / Mgr. AMS) (cont.) Prepare cost comparison analysis for types of delivery (Rural vs. City vs. HCR) o Assign to type of delivery (rural or city) by route number Prepare cost benefit analysis for modes of delivery (Central vs. Curb) Contact delivery unit for preliminary notification/discussion of new development Primary conduit/contact for local municipalities/zoning/planning commissions regarding new construction or major renovation/rehab o Reviews preliminary plans of development for mode of delivery o Reviews preliminary addressing of development for potential address format issues o Reviews plans for possible centralized delivery application and potential site locations Meet with developers to discuss mode of delivery options and match delivery type to type of construction being developed Reaches agreement with builder on modes of delivery and types of service

o Get signed delivery agreement fact sheet o Begin discussions on locations for centralized delivery equipment or location of curbside boxes (2 to a post) o Agree to timelines if builder thresholds on 50% rule are met when curbline delivery is selected Re-contact delivery unit for further discussion on agreed upon delivery for new development o Discuss timelines for development o Discuss modes of delivery o Discuss locations of centralized delivery equipment where applicable o Discuss modes of delivery if single point bulk drops due to student housing, transient development, or institutions o Discuss commitments of equipment and installation, where applicable Contact AMS office for notification of new development and zone where development is being built. Provide point of contact name for delivery unit o Forward copy of plat map to AMS o Diagrams, if applicable must accompany map for centralized delivery Contact district rural route Customer Service Analyst for impact on rural route where applicable Contact area Distribution or Transportation specialist if HCR is being considered Growth and Delivery Point Management Coordinator (CSA / Mgr. AMS) (cont.) Order agreed upon equipment for centralized delivery through ebuy only. No exceptions or waivers are permissible Coordinate with delivery unit on timelines for delivery After delivery equipment is installed, update master inventory control logs to reflect ownership and location of delivery equipment Submit copy of district equipment inventory to the area growth coordinator Provide training and information to field personnel as needed to ensure knowledgeable contacts for site managers Assist in development of District SOP s and posting to websites where applicable Manager, Address Management Systems (non-growth Coordinator role) Review addressing of new development for accuracy of proper addressing format Ensure proper delivery type coding for new deliveries o Ensure coded deliveries are listed properly as no-stat or active

o Verify that new delivery is properly assigned to City/Rural/HCR o Create new or update existing edit book Review accuracy of PS Form 697, Extension of City Delivery Service or PS Form 4003 Official Rural Route Description where appropriate Notify Growth Coordinator/Operations of split ZIP Codes issue after review of plat map where applicable Scheme change notification to In-plant Support Track delivery type growth to ensure proper growth management is occurring Postmasters/Manager Customer Service Operations/Manager, Customer Services Promotes centralized delivery wherever possible whether new delivery or conversion Responsible for implementing delivery after development plans and mode of delivery agreements are approved by District Growth coordinator Responsible for verification of delivery equipment installation, location, and field inventory Postmasters/Manager Customer Service Operations/Manager, Customer Services Responsible for information flow to the growth coordinator on new developments or demolition/renovation o Makes determination in conjunction with MOPS on delivery route assignment-aux or new route Maintains replacement equipment inventory and spare parts where applicable Responsible for carrier based activity on edit books o Diagrams to AMS for centralized delivery where applicable o Accurate accounting of delivery statistics Supervisor, Customer Services Notifies Postmaster/Manager Customer Services of construction or site work o Information from carrier, through street supervision, or developer contact Monitors route delivery performance after growth is added o Adjusts base data in DOIS to reflect new delivery

o Monitors performance for special count and inspection Monitors and reviews carriers Edit book activity prior to submission o Prepares Diagrams of centralized delivery where appropriate Manager, Post Office Operations Supports decisions on centralized delivery Responsible for oversight of Postmaster functions Serves as liaison for MOPS with Postmasters Manager, Vehicle Services Vehicle management for increases in or changes to existing route structure that requires modifications of vehicle type Manages vehicle inventory for additional routes due to growth Manager, In-plant Support Responsible for implementation of updated sort plans based on new delivery growth Manager, Maintenance Responsible for installation and repair of postal owned delivery and collection equipment (where applicable) Manager, Finance Equipment acquisition as a purchasing function (may be performed by District designee/growth coordinator) Transportation/Distribution Network Specialist Area contact responsible for award of HCR Inspection Service Responsible for investigations of security and mail theft from delivery equipment Approving official for security related (non-hscbu) equipment o Modified Arrow Locks (MALs) to combat counterfeit keys o Anti- fishing devices for collection boxes

COLLECTION POINT MANAGEMENT

DELIVERY STANDARD OPERATING PROCEDURES TACTIC To Establish and Maintain Efficient and Effective Collection Operations, in Support of USPS Mandates to Provide Effective Postal Services to all Communities at Reasonable Rates All Managers/Supervisors must have an understanding of the mail flow and the standardized processes to collect mail from multiple sources and transport to the plants. Delivery units should revise collection operations as mail deposited in collection boxes decreases. In doing so, all offices should match workload to changing collection volumes, while complying with postal standards related to collections. All offices should also prepare outgoing mail properly for dispatch to the plant. Collection Employees Make collections no earlier than collection time posted on the collection box, scan barcode on collection box Notify supervisor when collection box volumes change, and if early collections from boxes with multiple pickups have low volumes. Also notify supervisor if the box is damaged or otherwise requires maintenance

Separate Express Mail, Priority Mail, flats, small parcels (and other mail as appropriate) in collection operations Maintain separations for mail picked up from customers (Express Mail, Priority Mail, small parcels, etc.) Deposit mail in appropriate containers at the turn-in point established for the facility when returning from the route Dispatch Employees Ensure that all mail dispatched to the plant is separated as appropriate (contact your supervisor if additional information is needed), to allow mail to go directly to the correct processing operation Supervisors, Managers and Postmasters at Post Offices Identify all sources of collection mail and continually review collection operations and revise as necessary for efficient use of resources (POM 313.1d) Provide information to customers about collection locations in the community Act on CPMS reports of late or missed collections, and ensure that all mail meets processing commitments Supervisors, Managers and Postmasters at Post Offices (cont.) Conduct tests at least once a quarter at all city delivery offices in accordance with Chapter 1 of Handbook M-39 As described in POM 315.4, if a box generates less than 25 pieces per day, collection boxes may be relocated or removed. Factors to consider include the volume of mail collected and the character of the mail collected, such as sales orders, daily reports, etc. Notify customers 30 days before relocation or removal, generally by a notice on the collection box. Advise customers on the notice of other collection box locations. With continuing declines in the mail volume deposited in collection boxes, it is suggested that density tests be conducted at no less than six month intervals. Revise collections to locate boxes for improved customer and USPS access (arterial roads, shopping centers, etc.). Work with local government to identify customer traffic, activity and shopping patterns, and for identifying collection box locations in shopping centers in close proximity to residential areas. Revise collection schedules to maximize the efficiency of collection, dispatches, and plant operations. (Such as: residential boxes collected at 1:00 PM, business area boxes collected at 4:00 PM, and collections at post offices and high-volume boxes at 5:00 PM.) Make multiple collections from the same box only if justified by volume.

Establish separations for Express Mail, Priority Mail, and other products as appropriate. Separate this mail as it is collected from collection boxes, customers, and other sources. Shape based separations for letters, flats, and small parcels are needed for efficient processing at the plant, and can help improve service for customers. Ensure that outgoing mail is reviewed and separated before dispatch to the plant, to allow mail from the post office to go directly to appropriate processing operation at the plant. Ensure that the plant s requirements are met in that collections and closeout mail will arrive at the plant early enough to allow 60% cancellation by 6:00 p.m. and 80% cancellation by 8:00 p.m. District Managers and Managers, Operations Programs Support Maintain Collection Point Management System database Provide feedback on collection operations and preparation of outgoing mail by post offices Provide support and guidance to post offices in establishing and maintaining collection/dispatch operations SCANNING PERFORMANCE

DELIVERY STANDARD OPERATING PROCEDURES TACTIC Maintaining and Improving Scan Performance on All In-office and Onstreet Required Scanning of Mail with Confirmation Services The following includes procedures to be followed in order to meet scanning performance target goals for Delivery and Signature Confirmation Services. They are broken down by organizational level and are applicable to all managers responsible for the direction, supervision, or oversight of delivery operations. Supervisor, Customer Service Ensure employees are aware of scanning procedures for all confirmation services o At delivery point, scan the mailpiece and enter appropriate information into the data collection device as required o If required, collect customer signature and printed names on PS Form 3849 and scan the barcode on PS Form 3849 o If an item cannot be delivered for any reason, scan the mailpiece barcode and enter appropriate information into the data collection device as required. o Return the data collection device assigned to the route as established by local policy

Ensure customer requirements are met by obtaining a signature of person the item was delivered to when directed to do so as well as following the scanning instructions (Signature Confirmation, Express Mail non-waiver of signature) Ensure compliance with requirement that all attempted deliveries are scanned correctly and followed with a final delivery scan either when the piece is delivered or returned to sender Based on observations or data analysis, ensure employees requiring additional or refresher training are provided training sufficient for full compliance with procedures Delivery Unit Manager Postmaster, Station and Branch Manager Monitor scanning performance for unit Analyze failures for corrective action Identify poor scanning by work location Identify whether problem is equipment or employee driven Delivery Unit Manager Postmaster, Station and Branch Manager (cont.) Develop plans for corrective action as directed by upper management Plant Managers Ensure procedures/sop requiring delivery scans for firm holdouts, caller service, and PO Box mail with confirmation service barcodes are written and being followed daily Ensure procedures/sop and equipment for properly scanning Priority Mail Drop Shipments is in place At least monthly, monitor both functions for scanning performance against plan District DelCon Coordinator Ensure accurate instructions on scanning procedures are available at all offices within the district Monitor all offices for scanning performance Develop Vital few list of delivery units needing attention Report to District Management on poor scanning performance

Coordinate plans for corrective actions with appropriate managers District Manager Monitor scanning performance reports Ensure corrective actions are ongoing and effective Provide a Vital Few list by Senior Operations Manager each Postal Quarter Establish a district control point for review, filing and follow-up of individual unit action plans submitted by Senior Operations Managers TAB 4 CITY DELIVERY STANDARD OPERATING PROCEDURES

CITY DELIVERY STANDARDIZATION

CITY DELIVERY STANDARD OPERATING PROCEDURES TACTIC: Driving Performance through Standardization of City Delivery In FY 2006 we will continue to standardized procedures in city delivery to drive performance. The key component of city delivery standardization is the AM SOP program which we began implementing in FY 2004. As you know, the goal for FY 2005 was to have AM SOP implemented in every delivery unit. Implementation was defined as having the unit receive orientation/training and expectations from the area and district, as well as having a district level audit performed and maintained at the unit for baseline purposes. The recommended audits were either the TOP audit, critical items audit, the AM SOP certification audit, or the Unit Review audit. Based on the implementation expectations of AM SOP and knowledge derived from the initial audit, these units have been working towards certification. For FY 2006 the emphasis will be on achieving certification which will be redefined as attaining a percentage improvement to DPH (deliveries per hour) and percent to standard, as well as receiving as score of 95% or better on the Certification audit. The AM SOP goal for FY 2006 is that all level 22 and above delivery units achieve certification status.

As aids for assisting delivery unit managers in achieving this goal, Core Standard Operating Procedures are being disseminated that identify key duties and responsibilities of various levels of delivery operation management. Subject matter includes matching workhours to workload, increasing DPS, accurate volume recording, and implementing effective IOPs and AM SOP. In addition, Headquarters City Delivery will provide the Areas on a quarterly basis, a vital few list of those delivery units that need appropriate attention by specific categories. The expectation is that these units will develop Area approved action plans for improvement so as to avoid being on this list the next quarter and helping them achieving certification status. MATCHING WORKHOURS TO WORKLOAD

CITY DELIVERY STANDARD OPERATING PROCEDURES TACTIC - Delivery Unit Management Duties/Responsibilities in Matching Workhours to Workload The delivery unit supervisor s primary responsibility is to match workhours to workload. All other delivery unit management personnel must assist this effort by filtering out any duties that do not support the supervisor s primary responsibility. Supervisors must concentrate on ensuring that all workload is properly assessed and the tools used are accurate. Unit Managers must play an active role in leading, managing, and coaching daily Unit Operations. The carriers first hour of casing must be uninterrupted as the supervisor assesses the workload and insures that mail presentation is completed prior to carriers reporting. Vehicle checks should be completed either before the first hour of casing or after the first hour of casing. The following includes those duties and responsibilities of the delivery team in accomplishing this task: Supervisor, Customer Service

Pre-Office Open station Check equipment Count volume at least 80% should be recorded Prepare station for carrier arrival (time badges, time cards) Print DOIS Workload Status Report Assess unit workload / Estimate carrier expectations Assign vacant routes and/or Pivot assignments Complete and/or review PS 3997 from previous day Complete DOIS tasks Correct clock rings Prepare performance discussions (Route Carrier Daily Performance/Analysis Report) Prepare discussions (MSP Missed Scan Report, Overview Report, Carrier report) AM Office Observe carriers clock in Greet carriers to give expectation for the day and then monitor carrier casing of mail for first hour Conduct Mid-morning carrier progress check (after first hour casing mail) Count any remaining mail Determine individual carrier assignments based on workload (Pivot assignments) Print (updated) DOIS Workload Status Report Assess validity of carrier overtime/auxiliary assistance requests for justified assistance/overtime and discuss variances Adjust PS 3997 for today s decisions Conduct performance discussions (Route Carrier Daily Performance/Analysis Report)

Conduct discussions MSP ( Missed Scan Report, Overview Report, Carrier report) Street Management Develop management plan using DOIS/MSP/AVUS reports Prioritize your efforts Look for expansion of street time Observe and correct deficiencies Correct safety issues Verify park points Verify progress from the last PS Form 3999 Document and discuss with carrier results of street supervision Use AVUS to determine mileage deviation PM Office Observe returning carriers Utilize pivot and standby time Address unauthorized overtime Avoid PM office overtime/penalty overtime Verify collections using CPMS Finalize all carrier assignments in DOIS *Recognize and reinforce positive performance by employees Unit Managers (Mid Level Manager) Plan and Plan Again Provide projected workload and workhours to supervisor(s) for upcoming week Review and approve weekly schedule

Conduct meeting with supervisor(s) to review tomorrow s plan (daily) Daily Start each day reviewing current day staffing After initial review of staffing and workload, conduct meeting with supervisor(s), as appropriate, to review any deviations to meeting delivery standards and balancing work hours to actual workload. Provide appropriate direction to each supervisor Review the previous day s DOIS reports: o Route/Carrier Daily Performance/Analysis Report Mandate that supervisors discuss and document all positive and negative variances on this report with individual carriers on a daily basis o MSP Overview Report, Missed Scan Report, Carrier Report Ensure the supervisor has identified missing names, mileage variances, keyed entries and missing fixed scans and taking action o Unit Daily Performance Report o Unit Feedback Report Review AVUS reports to verify accuracy and compare actual mileage to authorized mileage Unit Managers (Mid Level Manager) (cont.) Ensure supervisors are taking appropriate action Assure a high level of data integrity by requiring supervisors to correct all discrepancies identified in these reports Review of previous days CPMS report (if not reviewed the evening before) to ensure all collections from previous day were verified by closing supervisor Review previous day scanning performance Review previous day s auxiliary assistance (Forms 3996) and curtailment activity (Forms 1571) to review unjustified overtime approved o Ensure forms are completed properly o Ensure 3996 s authorizing overtime and auxiliary assistance are based on DOIS projections and sound supervisor knowledge of the workload o For auxiliary assistance, compare approved time to actual time to identify all discrepancies. All discrepancies greater than 10 minutes must have documented discussion with carrier(s) Review overtime from previous day

o Any unauthorized overtime should be documented on PS Form 1017B. o Review all POT from previous day and identify variances to authorized POT Review and analyze current day s CSDRS report Review any previous day PS Forms 1838C s and 3999 s Meet daily with supervisors to set specific expectations based on analysis of performance reports listed above. These expectations will be built on carrier performance variances, and follow up action identified and agreed upon. Finally, this meeting should be used to provide feedback on supervisor performance and development opportunities Actively manage and support Supervisors, Customer Service in accomplishing core duties through direct interaction on the workroom floor and on the street Ensure that all non-core supervisor duties are completed; but NOT at the expense of core duties, i.e., answering the telephone, telecom with district, CSDRS by 10:30 a.m., etc. o Assign and schedule all administrative non-core duties so as not to interfere with the performance of identified core duties by supervisors in some cases, this will involve the Unit Manager being directly involved in the activity; in others, it will simply mean that tasks will be done on a specified schedule Unit Managers (Mid Level Manager) (cont.) Develop action plans to address all issues identified as a result of Unit Review/AM SOP o Send to Senior Operations Manager for approval Recognize and reinforce positive performance by supervisors Senior Operations Managers (MCSO, MPOO, MOPS) Provide management direction that will result in sustained high performance in city delivery units as measured by DOIS Variance Employ best practices that assist unit managers and supervisors in the daily management of work hours to workload Ensure that Unit Managers are fully supported, enabled, and held accountable for delivery success by setting expectations for excellence in managing core delivery operations duties Serve as a coach and mentor to unit managers/supervisors

Be a regular presence in delivery units, actively monitoring and assessing the performance of delivery unit managers. Work with unit managers on developing operational methods that result in supervisors performing required core duties at times that are consistent with proactive management of workhours and workload Determine requirements and set targets for completion of non-core administrative tasks, to ensure these duties are handled appropriately without interfering with required work hour/workload management activities in all delivery units Participate in or conduct Unit Review/AM SOP in units that are identified as vital few for your Senior Operations Manager Area Participate in or conduct Unit Review/AM SOP as follows: o In each city delivery unit once per year o In units that are identified during quarterly analysis as vital few for your Senior Operations Manager Area. Conduct quarterly follow-up for all units that fail this review process Review and approve all action plans developed by Unit Managers responsible for units that do not achieve a passing score on Unit Review/AM SOP. Provide necessary resources to achieve passing scores o Send copies of individual unit action plans to District Manager Senior Operations Managers (MCSO, MPOO, MOPS) (cont.) Performance Management o Track the performance of each delivery unit using: WebEIS DOIS Program (accessed through Ace Portal) DOIS Variance District Support and Follow-Up Provide a Vital Few list by Senior Operations Manager each Postal Quarter Establish a district control point for review, filing and follow-up of individual unit action plans submitted by Senior Operations Managers District Manager should review with MPOO/PM each week, the vital few lists using DOIS/MSP variance reports

VOLUME RECORDING

CITY DELIVERY STANDARD OPERATING INSTRUCTIONS TACTIC - Delivery Unit Management Duties/Responsibilities in Proper Mail Measurement Procedures Correct and accurate volume recording is essential to matching workhours to workload in controlling overtime and capturing undertime. Mail staging must be standardized at each carrier case to facilitate accurate volume recording. Mail volume should be measured using a DCD (Data Collection Device) or PS Form 3921 if there is no DCD (Data Collection Device). The workload status report, from DOIS becomes a very important tool for the supervisor when assessing carrier workloads and making plans for the day. Supervisor, Customer Service Measure all mail received daily in the unit for manual distribution by: o Type o Arrival Time Verify measurement of distribution mail volume made by other than management

o Compress and consolidate Compress mail for linear measurement by holding the tray at a 45-degree angle and having all mail at one end of tray Utilize measuring tapes, 12 inch ruler and/or yardstick to measure volumes Ensure all mail is properly color coded Use DCD or PS Form 3921 to record letters, flats and parcels by type Consolidate trays to ensure that sufficient mail is measured to represent a major unit of measurement Record mail volume for placement into the P. O. Box section by type (letters, flats, parcels) Record containers of parcels by container type and the fractional proportion the container is filled Piece count Small Parcels and Rolls (SPR s) that are received in a separate container Daily measurement of mail by type is converted accurately and recorded accurately on PS Form 3930 Supervisor, Customer Service (cont.) Compress loose letters in trays prior to measurement and flat tubs are consolidated prior to measurement Ensure that NLM mail is segregated upon arrival and not linearly measured Ensure carriers case ledges are properly loaded Ensure all measurable mail is placed on the right hand side of the carrier case and non-measurable mail is placed on the left Ensure that carriers do not pull uncontrolled volumes from the distribution case Ensure NLM mail is properly staged at the carrier case Monitor and limit the number of mail withdrawals Stage DPS mail as close to the exit as possible and ensure that carriers do not take DPS to their case (except for foot routes) Roll in curtailed volumes via DOIS and ensure that this volume is not remeasured

Ensures sequenced mailings going directly to the street are placed in the carrier parcel hamper and not at the case Identify directs/segmentations and stage away from the carrier case and not recorded as cased volume Verify EOR downloads During PM Office, verify all curtailed volume at the carrier case and properly document as well as verify that carriers did not bring mail back improperly Unit Manager/ Postmaster Review previous days Actual vs. Route Carrier daily performance report Monitor supervisors reporting time to determine that they report early enough to properly measure the mail Daily monitoring of proper measurement procedures by the Supervisors Ensures that the mail staging process is in place and properly utilized Insures that all mail measurement tools are properly used and available Coach and develop the supervisors Senior Operations Managers (MCSO, MPOO, MOPS) Provide management direction Employ Best Practices Ensure that Unit Managers are fully supported, enabled, and held accountable Be a regular presence in delivery units Determine requirements and set targets Participate in or conduct Unit Review/AM SOP Review and approve all action plans Performance Management APPENDIX D: MANAGEMENT INSTRUCTION PIECE COUNT RECORDING SYSTEM

Manual Mail Loaded on the Ledge Measured Volume Right hand Side of the case In Flat bin Sequenced in 1046 Hamper NLM Volumes Left Side of the Case including mailings recorded as piece counts from Advance, Facing Slips and special conversions Curtailed/Delayed w/ Placard

ROUTE EVALUATIONS AND ADJUSTMENTS

CITY DELIVERY STANDARD OPERATING PROCEDURES TACTIC Establish the Duties and Responsibilities to Ensure Effective Route Evaluation and Adjustments are Performed in Compliance with Postal Service Regulations With approximately 30.1% of the workhours being used in the city delivery function and the Postal Service continuing to have possible delivery growth and increases in Delivery Point Sequencing (DPS) letters, route maintenance is essential. In order to help control our costs and ensure consistent customer service the Postal Service must continually review and evaluate the structure of the city delivery routes and make any necessary adjustments. The Postal service has established procedures for evaluating and adjusting the routes through the Mail Count and Inspection and Minor Adjustment processes. The Areas and Districts must take a more active roll in properly implementing the standardized approaches for identifying, conducting and monitoring their route evaluations and adjustments. The District Manager determines district policy regarding program direction through vertical alignment of programs personnel and the responsibilities for those personnel with guidance from the Area office. These decisions are central to consistent application of USPS policy and the achievement District, Area and National goals for delivery. The following includes those duties and responsibilities necessary for the delivery team to manage an effective route evaluation and adjustment program: Area Manager, Delivery Programs Support: Establish an Area policy regarding Route Evaluation and Adjustment program Communicate the policy with their Districts Ensure that the Districts have proper training for the route evaluation and adjustment process Monitor District compliance to policy District Manager, Customer Services: Ensure that the Area policy for Route Evaluation and Adjustment has been communicated and is understood by the appropriate managers within the District Ensure that the proper management structure is in place for the Route Evaluation and Adjustment process Ensure that the proper resources are approved and available

Manager, Operations Program Support (MOPS) Responsible for the management and adherence to Route Evaluation and Adjustment process Manage growth in delivery units through the Route Evaluation and Adjustment process Responsible for maintaining the route structures and stability within the District by work with the Managers, Post Office Operations (MPOOs), Postmasters, Manager Customer Service Operations, Station/Branch Managers, Route Examination and Adjustment Team Leaders Responsible for ensuring that the planning of route evaluations and adjustments is accomplished with input from the appropriate managers through the Route Examination and Adjustment Team Leaders Responsible for ensuring that the Route Examination and Adjustment Team Leaders understand their role and has the resources needed Detail responsibilities for cross functional groups to report information to Route Examiner and Adjustment Team Leaders. Manager, Post Office Operations (MPOO), Manager Customer Service Operations (MCSO) Work with MOPS, Route Examination and Adjustment Team Leader to identify and prioritize the delivery units for evaluation and adjustments Work with MOPS, Route Examination and Adjustment Team Leader to ensure that delivery managers (supervisors, station managers, postmasters) are trained and qualified in the Mail Count and Inspection process Make qualified human resources available when needed for Mail Counts and Inspections Understand the evaluation and adjustment policy and strategy for the District and Area Understand the Mail Count and Inspection process o The units responsibilities prior to the start of a Mail Count and Inspection Unit/Route review, AM-SOP compliance Union notification o What happens during a Mail Count and Inspection The resources needed. The collection of information The evaluation of the information The adjustment process

How/why a Mail Count and Inspection might be cancelled Manager, Post Office Operations (MPOO), Manager Customer Service Operations (MCSO) (cont.) o After the routes have been evaluated Carrier consultations Approval process Reporting changes (District/Area/National) o Implementation and beyond Casing equipment and configuration changes Bidding issues Vehicle changes (+/-) Continual monitoring of the adjustments Minor adjustments as needed Route Examination and Adjustment Team Leader Responsible for the management and adherence to the Area and National policies related to the Route Evaluation and Adjustment process Clear understanding of Mail Count and Inspection and Minor Adjustment processes Responsible for the managing multiple teams consisted of site team leaders and route examiners Responsible for the managing and monitoring of all aspects of the route evaluation and adjustment process (pre-evaluation through post-evaluation follow-up) Responsible for the development of the route evaluation plans for the District with input from the appropriate managers (MOPS, MPOOs, Postmasters, MCSO, Station/Branch Managers) Work with other functional groups to get their cooperation and commitment into the process Serve as a primary point of contact for questions regarding mail count and inspections Understand the cost comparison analysis for the different types of delivery (Rural vs. City vs. HCR) Prepare cost benefit analysis for types of delivery (Rural vs. City vs. HCR) when needed Responsibilities prior to the start of the Mail Count and Inspection season o Contact delivery units selected for route evaluation

o Ensure Unit/Route review, AM SOP audit has been scheduled and completed and deficiencies corrected before as per the M-39 Route Examination and Adjustment Team Leader o Ensure that route inspection training is conducted for: Site Team Leaders Route Examiners Postmasters, Station/Branch Managers (overview training for selected units) Delivery Supervisors (overview training for selected units) MPOO, MCSO (overview training) COR o Establish route inspection schedule o Determine how many examiners and teams are needed o Establish route inspection teams with MPOO, MCSO o Notify team of their selection and schedule for inspections Provide schedule Provide site information o Ensure Unions have been notified Responsibilities during a Mail Count and Inspection o Ensure site team leader has the resources needed Inspection team Forms DCDs Computer o Reporting that route inspection or minor adjustment has begun (NATRAS) o Monitor the inspection through the site team leader o Make periodical visits to inspection sites o Monitor the adjustment process o Make final decision with MOPS and MPOOs input if a Mail Count and Inspection should be cancelled Responsibilities after the routes have been evaluated o Ensure carriers receive the appropriate forms prior to the consultations o Review adjustments and make recommendation to the MOPS, MPOOs for final decision o Report adjustment results (District/Area/National) o Contact appropriate functional groups (scheme committee) of purposed changes AMS Vehicle Operations Processing Operations Responsibilities with implementation and beyond o Ensure the local management has plans in place for: Casing equipment and configuration changes Bidding routes Vehicle changes (+/-) o Continually monitor site for compliance to the adjustments

Site Team Leader o Propose minor adjustments as needed Responsibilities during a Mail Count and Inspection o Ensure inspection team has the resources needed Forms DCDs Computer o Accurate information is collected o Act as the liaison between the inspection and the District Team Leader o Work with the local management to ensure effective inspection o Monitor the inspection o Identify if the Mail Count and Inspection should be cancelled Responsibilities after the routes have been evaluated o Adjustment are made o Carrier consultations take place Postmasters, Station/Branch Managers, Supervisor Customer Services Responsible for monitoring the delivery unit to ensure that the daily DOIS data is recorded accurately prior to the evaluation in order to provide the evaluation team to have valid information to work with Responsible for ensuring that any items identified in the unit review, AM-SOP audit are addressed as per the M-39 Responsible for information flow to the Route Examination and Adjustment Team Leader prior to the evaluation begins Responsible for ensuring carriers maintain their edit books throughout the year Understand the evaluation and adjustment policy and strategy for the District and Area Understand the Mail Count and Inspection process o The units responsibilities prior to the start of a Mail Count and Inspection Unit/Route review, AM-SOP compliance Union notification o What happens during a Mail Count and Inspection The resources needed. The collection of information The evaluation of the information The adjustment process How/why a Mail Count and Inspection might be cancelled

Postmasters, Station/Branch Managers, Supervisor Customer Services (cont.) o After the routes have been evaluated Carrier consultations Approval process Reporting changes (District/Area/National) o Implementation and beyond Casing equipment and configuration changes Bidding issues Vehicle changes (+/-) Continual monitoring of the adjustments Minor adjustments as needed Responsibilities prior to the start of a Mail Count and Inspection o Unit/Route review, AM-SOP compliance o Union notification o District Route Examination and Adjustment Team Leader has the information needed to provide site team leaders and examiners Location of the facility Possible hotel locations if needed Street management records Local MOU Local SOP o Be involved in the Dry-run o Be involved in the Day-to-Day operations and Mail Count and Inspection or Minor Adjustment of the unit during the process. Manager, Address Management Systems Preparing AMS files for use before and during the evaluation and adjustment process (DCD, COR) Responsible for reviewing the adjustment packages to ensure proper reporting of effected changes to the routes Responsible for accurate and timely reporting of new delivery routes Responsible for generating carrier case labels for delivery units Understand the evaluation and adjustment policy and strategy for the District and Area Scheme change notification to In-plant Support

Manager, Vehicle Services Vehicle management for changes to existing route structure that requires modifications of vehicle type Manages vehicle inventory for changes in routes (+/-) Manager, In-plant Support Responsible for implementation of updated sort plans based on route structures Manager, Maintenance Responsible for moving or installation carrier casing equipment (where applicable) Manager, Labor Relations Provide guidance to the District Route Examination and Adjustment Team Leaders Responsible handling any grievances that may occur from the route evaluation and adjustment process Work with the Managers, Post Office Operations (MPOOs), Postmasters, Manager Customer Service Operations, Station/Branch Managers, Route Examination and Adjustment Team Leaders when Article 12 may be invoked

TAB 5 RURAL DELIVERY STANDARD OPERATING PROCEDURES

RURAL STANDARD OPERATING INSTRUCTIONS TACTIC: Standardization of Rural Delivery Management The U.S. Postal Service is adopting a strategy to implement standardized methods for managing all rural delivery units. The key components of this standardization effort are: 1. Establishment of standard rural delivery procedures at every rural delivery unit 2. Required training for all supervisors and managers with rural carrier Responsibilities a list of all recommended courses can be found in Appendix H: Rural Management Training 3. Standardization of specific responsibilities for each level of management 4. Establishment of annual Rural Delivery Standard Operating Procedure (RDSOP) reviews RDSOP certification requirements will be in place for all delivery units with 10 or more rural routes and all national vital few delivery units identified following the completion of each Postal Quarter o Vital few units are described as those units with hours above standard that have the largest impact on national performance. Headquarters will provide this list at the beginning of each Postal Quarter based on the performance of the previous quarter. Units that are designated as vital few for successive quarters will require follow-up as directed by the 1 Senior Operations Manager (SOM) to ensure progress is being made o Certification is described as achieving 85% on the overall RDSOP review and a rating of Acceptable by the Senior Operations Manager in each of three categories Employee Utilization Route Strategies Performance Management All other units (those not identified as vital few or with less than 10 routes) require an annual self audit on a schedule determined by the District Manager 5. Establishment of a requirement for development and approval of action steps for units identified as vital few 6. Establishment of management expectations using specific indicators: 1 Senior Operations Manager (SOM) is defined as the direct report manager of the unit manager MPOO s, MCSO s, and EAS 26 & PCES Postmasters.

Year-round performance in percent to standard hours Annual performance to BPI goals resulting from national mail count MANAGEMENT DUTIES Outlined below is a detailed description of the specific duties for each level of management to ensure the successful implementation of the standardization strategy: Supervisor, Customer Service or Postmaster directly supervising carriers AM Office PM Office Regular carriers exceeding evaluated hour Replacement carriers unable to work within evaluated hours Scheduling Workload Management Unit Manager or Postmaster 2 Daily oversight requirements Identifying and correcting inefficiencies General requirements to oversee rural operations, including the coaching and mentoring of front-line supervisors Controlling overtime, auxiliary assistance Hiring and retention Formula Implementation Casing equipment configuration Action plan development Senior Operations Managers Oversight requirements Direct participation in RDSOP reviews 2 Unit Manager is a generic term for the manager responsible for the overall operation of the unit Postmasters and Managers, Customer Service.

Action plan review and approval Customer Service Districts Oversight requirements Provide necessary support and direction to Senior Operations Managers in assessing the performance of rural delivery units and participating directly in the RD SOP review process Action plan review and approval Identify and adjust overburdened routes Implement strategies to improve retention Implement relief day formula when appropriate Hire PTF rural carriers where appropriate see http://blue.usps.gov/delivery/rural/reliefdayformula.htm for more detailed information Implement strategies to reduce premium hours (Overtime, DACA 3, DACA 5) Area Operations Institute the requirement for standardized management of rural delivery operations Standardization compliance and effectiveness reviews for Performance Clusters Establish requirements to: o Adjust overburdened routes o Improve retention o Implement relief day formula where appropriate o Create PTF rural carrier positions where appropriate o Reduce premium hours Headquarters Delivery Oversight requirements Standardization improvements Standardization compliance and effectiveness reviews for Area Operations

RURAL DELIVERY STANDARDIZATION MANAGING WORKHOURS

RURAL DELIVERY STANDARD OPERATING INSTRUCTIONS Supervisor, Customer Service or Postmaster Directly Managing Carriers Use the Rural Delivery Standardized Operating Procedures (RD SOP) to conduct a selfaudit and to gain an overall understanding of your responsibilities as a direct supervisor of rural carriers from the perspective of both rural carriers and supervisors, in order to run a successful rural delivery unit. What follows are standardized requirements. AM Office Supervisor/Postmaster arrives before carrier when possible Review Rural Carrier Trip Report, PS Form 4240, from previous day for proper completion Check for unscheduled absences Are all rural routes covered? o If yes, manage workload. o If no, consult Leave Replacement Matrix for primary, secondary, and tertiary assignments. (Note: you may use a PTF before assigning the secondary or tertiary leave replacement) If no leave replacement carriers are available from the matrix and a PTF is not assigned to serve the route: determine the assignment of the route by reviewing the Order of Consideration document contained in these Standard Operating Instructions Determine if efficient office practices are being followed by each rural carrier (Handbook M-38 & PO 603) and correct inefficient work practices. Use the RDSOP review as well as the 3 hour analysis to help identify what is driving performance Ensure that carriers maintain schedule and leave time Observe load time and hot case procedures; periodically time all other suitable allowance activities to ensure that actual time credited to route at next mail count is appropriate Duties while carriers on the street Check for delayed mail at each carrier case Perform scheduling, timekeeping, 2080/2240 tracking, update 4003s, etc.

Perform street management as necessary (new carriers, carriers not working within evaluation); correct inefficient practices o Validate that carriers are performing all street duties in a safe manner Duties while carriers on the street (cont.) During annual route inspections or when adjustments are being planned, review the line of travel on every route to minimize mileage and maintain efficiency Validate that carriers are maintaining edit books as required PM Office Observe carriers PM office activity correct inefficient practices Review all entries on PS Form 4240 for each route for accuracy. Complete daily time calculation on PS Form 4240 for each route and initial appropriately Workhour Analysis Every fourth week, following completion of each Form 4240, take the following action: o Insert the actual cumulative total workhours from the Form 4240 in the appropriate column on the Rural Carrier Guarantee Year form. Note: a copy of this form can be found in Appendix G, and can also be located at http:/blue.usps.gov/delivery/rural_delivery.2005.htm o Using a locally developed log, record the names and route numbers of the regular and replacement carriers that worked in excess of 3 hours (per week) over or under the route s evaluation (NOTE: for replacement carriers, this only applies if they worked an entire week on one route) At the completion of each Postal Quarter, average the number of hours each carrier worked over or under the route s evaluation. Those carriers that averaged 3 hours or more over or under the weekly evaluation over this period will require a completion of the 3 Hour Analysis spreadsheet that is a separate tab on the RDSOP Make a determination of what specific actions may be necessary to ensure that each carrier works within the 3-hour rule for each quarter s performance APPENDIX E: RD SOP Certification Audit APPENDIX F: Order of Consideration

APPENDIX G: Guarantee Year Tracking Worksheet

Manager, Customer Service/Postmaster 3 It is the responsibility of unit managers to ensure that all supervisors with rural carrier responsibilities have received a rural management training course immediately upon assignment to duties which require rural delivery supervision. Review the list of recommended courses in Appendix H. Unit managers must become familiar with the Rural Delivery Standard Operating Procedures (RDSOP) to gain an overall understanding of the responsibilities associated with managing a rural delivery unit. It is also recommended that each manager become familiar with the RDSOP review and conduct a self-review, which will provide further information on what actions are necessary to achieve success in rural delivery operations. What follows are standard requirements. It is the responsibility of the Unit Manager to ensure that: Daily If there are subordinate supervisor(s) in the unit, meet with these individuals to ensure that there are appropriate plans in place to address individual carriers that have demonstrated a consistent inability to work within 3 hours of the route s evaluation over the period of a postal quarter (6 pay periods). Ensure that supervisors are evaluating carriers in this category by using the 3 Hour Analysis found in the RD SOP Review. Spot check Forms 4240 daily for completion and accuracy Review instances of auxiliary assistance granted on the previous delivery day and ensure that justification exists for this assistance, such as an overburdened route (routes evaluating greater than 57:36) or instances of open routes being split between multiple replacement carriers Review all instances of DACA 3/5 usage on the previous delivery day to ensure that supervisors are making the correct decisions on scheduling, avoiding the payment of DACA 3 and DACA 5 to regular carriers working their days off unless all other replacement carrier options for covering open assignments have been exhausted General Requirements Conduct a self-review of rural delivery operations utilizing the RDSOP review, once per year on a schedule assigned by your Senior Operations Manager (SOM), unless your office receives a review by your SOM, as related to the Vital Few identification Coach supervisors to manage carrier workload in accordance with the expectation that rural carriers must be scheduled and managed appropriately to ensure that carriers work within a route s evaluation over the course of time 3 The manager with overall responsibility for the delivery unit.

For carriers not meeting standard workhours on a consistent basis, ensure that that the 3-hour Analysis worksheet is completed and that specific action items have been identified to address each area of concern annotated in this review A Shadow Day or similar concept should be provided to each new RCA hire prior to receiving rural carrier academy training. Following completion of academy training, ensure that newly hired carriers are given on-the-job (OJI) instruction as outlined in the Management Instruction for rural carrier training, entitled Standard Training Program for Rural Letter Carriers, Course 44503-00. (http://blue.usps.gov/cpim/ftp/manage/e710972.pdf) Implement the relief day formula where criteria have been met working closely with the district Consider creating PTF assignments where the relief day formula has been implemented and/or local employment conditions have not produced sufficient leave replacement carriers Ensure that every replacement carrier is listed appropriately on the leave replacement matrix. Further, ensure that all newly hired leave replacements are added to the matrix with three assignments as necessary Monitor rural carrier 2080 compliance by reviewing the information on the PS Form 4240 every 4 weeks. Take action as necessary to ensure that carriers are taking the appropriate amount of leave to preclude any carrier from exceeding 2080 annual work hours. Monitor loading, Column R ( other suitable allowance ), and mark-ups year-round to ensure that the time and workload recorded in these categories matches actual compensable workload and that the most efficient work practices are in place. Validate that supervisors are completing Form 4240 and tracking 2080 workhours as required using the Rural Carrier Guarantee Year form found in Appendix G. Ensure that all new delivery growth is centralized to the extent practical. Work with developers and district growth coordinators to install centralized delivery equipment and/or convert to central delivery mode where possible. Where centralized boxes are not practical, managers must work to minimize travel by grouping mailboxes on posts along the line of travel, on one side of the street whenever possible. 4 Management should make every effort to contain rural route cases to a maximum of 3 pieces of equipment per route, arranged in a U shape to maximize casing efficiency. 4 Exception As other equipment previously authorized such as Items 125/126, 140, 145/146 (One-Bundle Sliding Shelf-OBSS), etc, becomes unserviceable, a regular route becomes vacant, or a new route is established, Item 124-D and other equipment, will be established as necessary

o Where there are currently more than three pieces of equipment for one route, management should take the following into consideration: Each case should be a 6-shelf configuration Each case is arranged with two addresses per 2-inch separation or a combination of 1 and 2 addresses per 2-inch separation based on average volumes that will limit each route to three pieces of casing equipment For vacant and auxiliary routes, management may change the casing method to a two-bundle system where space constraints exist. Using the two-bundle system, any route with less than 420 deliveries will require a maximum of two pieces of casing equipment (this allows for the required spaces for undeliverable mail and Forms 3982). Ensure that parking locations are as close to the building as possible Work with all property owners to provide regular updates to tenant listings in multiple unit dwellings Ensure that supervisors are regularly reviewing individual carrier performance data from PS Form 4240 to determine which carriers have not met weekly standard hours on average over the past Postal Quarter. Require the completion of the 3-Hour Analysis checklist for each carrier in this category based on their performance over the previous Postal Quarter APPENDIX H: Rural Management Training

Senior Operations Managers 5 It is the responsibility of Senior Operations Managers to ensure that all unit managers with responsibility for rural delivery operations have received a rural management training course immediately upon assignment to duties requiring rural delivery supervision. Review the list of recommended courses in Appendix H. Become familiar with the Rural Delivery Standard Operating Procedures and the corresponding RDSOP review to gain an overall understanding of the expectations for unit managers (Managers, Customer Service and Postmasters) in units with rural carriers. Your key responsibility is to regularly review the available data to understand what factors are impacting performance in rural delivery units. You must be directly involved in RDSOP reviews in all rural delivery units with 10 or more rural routes as well as those units identified as vital few in your area of responsibility. This will help to ensure that unit managers are taking the appropriate actions to correct the issues identified in these reviews. This is not something that can be delegated to district support staff. What follows are standard requirements. Require all units to complete a self-review using the RDSOP review process once per year at a schedule determined to be appropriate or as directed by the District Manager Validate the accuracy of self-reviews during field visits Review Rural Route System (RRS) Reports in WebEIS once per pay period for each rural delivery office to determine what specific issues are impacting rural delivery efficiency Use RRS Charts in WebEIS to monitor trends in delivery units over time. This will be especially helpful in units where you are monitoring specific indicators such as auxiliary assistance, overtime, DACA 3 and DACA 5 usage, etc. Conduct appropriate follow up with unit managers on corrective actions necessary to bring each rural delivery unit within standard workhour expectations Work with unit managers to ensure that all loading time, Column R time (other suitable allowance) and mark-ups represent time associated with the most efficient work practices and proper recording procedures Directly participate in RDSOP reviews for all offices with 10 or more rural routes as well as all units identified as vital few. Those offices receiving reviews as a result of being identified as vital few may be excluded from the annual review requirement as directed by the district. During the course of this review, spend time discussing BPI goals with the unit manager, including support hours, DPS, loading time, and Column R. Review the methods in place in those delivery units to determine if greater efficiencies can be gained by implementing new procedures 5 Senior Operations Manager (SOM) is defined as the direct report manager of the unit manager MPOO s, MCSO s, and EAS 26 & PCES Postmasters.

Senior Operations Managers (cont.) Work with unit managers to agree upon a written action plan and specific abatements and dates that will address the causes of less than acceptable performance as identified during the RDSOP Submit written action plans for District Manager review and approval. Conduct follow-up on all action plans to ensure that approved actions are in place and working. Develop alternate plans when previously agreed-upon actions have not resulted in improved performance, especially when delivery units are on the vital few list for successive quarters District Requirements Work to ensure consistent application of standardization requirements Provide necessary support to Senior Operations Managers in assessing the performance of rural delivery units. Institute accountability for completing required RD SOP reviews Review and approve action plans that have been approved by Senior Operations Managers for vital few offices quarterly Implement strategies to improve retention Implement relief day formula and hire PTFs where appropriate Implement selective H-route strategy where appropriate Area Requirements Establish standardization review process for each district Drive RD SOP certification efforts Create Area and district-specific rural delivery goals: o Overburdened routes o RCA Retention rate o Premium hours usage o Overtime o Auxiliary assistance o Auxiliary Assistance for training

Headquarters Requirements o Provide training to Areas on standardization o Provide Areas with vital few rural delivery offices following the completion of each Postal Quarter o Establish a process to review Area Operations standardization efforts o Provide a summary of these results to Vice President, Delivery and Retail o Establish annual review process to improve RDSOP and other standardization procedures.

TAB 6 RD SOP

RURAL DELIVERY STANDARD OPERATING PROCEDURES TACTIC Implementation and Certification of RD SOP Review Process Rural Delivery Standard Operating Procedure (RD SOP) Reviews are being established as a national requirement for FY 2006. RD SOP is a formalized rural unit review process that focuses on improving efficiency in an evaluated workload environment. These reviews will help to create a consistent understanding of the requirements necessary for well-run, highly efficient rural delivery operations. Effective implementation of the standardized delivery management procedures that RD SOP measures against will result in a closer alignment of actual to standard hours, reduced overtime, and a reduction in auxiliary assistance hours. Improvements are expected in overall performance management, employee utilization, and implementation of route strategies that fit the local environment. Given the tremendous impact of replacement carriers on the overall effectiveness of rural operations, the RD SOP review process requires analysis of how replacement carriers are managed, and the potential for relief day formula implementation. An important aspect of this review process is identifying individual carriers that have demonstrated an inability to perform work within standard time allowances and performing a structured review of their work. RD SOP Unit Types and Annual Review Requirements Category 1 delivery units have been identified as vital few. Reviews must be conducted with direct involvement of Senior Operations Manager o Requires appropriate follow-up if unit is identified as vital few in successive quarters the need for additional RD SOP Reviews to determine progress will be determined by Senior Operations Managers Category 2 delivery units have 10 or more rural routes. Reviews must be conducted with direct involvement of Senior Operations Manager. District assessment is required. Category 3 delivery units have less than 10 rural routes. Self-reviews are conducted by Unit Managers Review Requirement Unit Self SOM & District Assessment Cat 1 NO YES Cat 2 NO YES Cat 3 YES NO Schedule First quarter unit is identified as vital few Determined by District Manager Determined by District Manager Successive Quarters Action plan follow-up Action plan follow-up NA

RD SOP Certification Goals In FY 2006, minimum expectations are that 75% of all units identified as Categories 1 & 2 will achieve certification status, described as attaining an overall unit appraisal score of 85% or greater. Area and District performance will be tracked by Headquarters Field Operations Standardization on a quarterly basis.

TAB 7 FUNCTION 4 BUSINESS PLAN PROCESSS

FUNCTION 4 BUSINESS PLAN PROCESS OBJECTIVES The objective of this process is to provide a standardized and comprehensive structure for the development of an integrated Function 4 Review cycle that continually identifies and quantifies savings opportunities and provides a process to ensure savings expectations are met. The major objectives of this process are: 1. To ensure a reasonable, achievable plan exists to meet Function 4 budget expectations 2. To streamline and align the Function 4 Review process with A.W.P.S. requirements 3. To facilitate integrated operational planning 4. To standardize performance expectations in Function 4 5. To migrate to a 100% earned hour budgeting methodology utilizing A.W.P.S. 6. To build a bottom-up authorized complement for Function 4 based on earned workload RESPONSIBILITIES Headquarters Develop and maintain a standardized Function 4 Review process that supports A.W.P.S. Support AWPS F4 database, establish procedures to update and modify Develop automated data imports to eliminate duplicate information requests Provide expertise and training as requested Develop a national tracking related to Function 4 earned hour/complement and certification achievement Area Level Oversee implementation of the Function 4 Business Plan at the cluster level Adjudicate approval of cluster level Function 4 Business Plans at the start of each FY

Area Level (cont.) Monitor performance and track adherence to approved cluster Function 4 Business Plans Ensure AWPS workload is updated (annually) for every Cluster Provide AWPS training & support for district Function 4 process Coordinate and schedule all area Article 12 notifications and meetings District Level Establish a cross-functional, core management team to develop Function 4 Business Plan Appointment of Function 4 Project Manager Maintain data integrity within the AWPS model. Ensure AWPS workload is updated (annually) for every unit Selection and training of Function 4 Review teams Adherence to the Function 4 Business Plan schedule Implementation of the results of the Function 4 Reviews Development of tracking systems to ensure anticipated workhour and complement savings are captured Provide Quarterly Business Reviews to cluster and area leadership Coordinate Article 12 activities to ensure timely movement of impacted employees

FY 2006 BUSINESS PLAN WORKBOOK REQUIREMENTS Completion and Approval of the F- 4 BUSINESS PLAN WORKBOOK The Function 4 Business Plan Workbook is a required EXCEL document which quantifies the projected impact of the specific Field Impact Programs, local initiatives and targeted Function 4 review activity identified by the Function 4 Integrated Operations Business Plan Committee. The worksheet identifies and quantifies the site specific program impacts, local initiatives and projected function 4 review opportunities required to achieve the fiscal year budget expectation. FUNCTION 4 BUSINESS PLAN WORKBOOK Targeted Function 4 Reviews Worksheet This worksheet contains a listing of the targeted Function 4 Reviews planned to be completed during the upcoming fiscal year. It requires the dates the review will occur, the projected annualized opportunity present in the unit and the number of employees impacted if excessing is projected. Some sources useful in determining annualized opportunity are: A.W.P.S. Budget Report Variance to PACS (Heat Maps) Flash/PCFLASH Reports Local performance measurements RDM/WOS exception reports Variance to WEBCOINS (authorized vs. actual) FUNCTION 4 BUSINESS PLAN FISCAL YEAR 2005 Exe cut e Cluster Ap proval: Date: District Manager, Customer Service & Sales Lead Plant Manager Date: Area Approval: Date: Manager, Operations Support Plan Execute Implement Organize Performance Cluster: Area: Greater Michigan Great Lakes Cluster and Area Approval Area - Unit Name Finance # Level Review Start Date Ex cess ing Anti cipa ted Id en tif ied Ann uali zedo p po y Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. Ja ckso n Statio n 51-6544 24 12-Oct-04 Yes 0 8 25 82 5 825 825 825 825 8 25 8 25 82 5 82 5 825 9, 075 2. West Point PO 51-7543 21 18-Oct-04 Yes 0 5 08 50 8 508 508 508 508 5 08 5 08 50 8 50 8 508 5, 591 3. Gle n Alle n PO 51-0086 21 22-Oct-04 Yes 0 2 91 29 1 291 291 291 291 2 91 2 91 29 1 29 1 291 3, 198 4. Westco Main 51-8877 24 21-Nov-04 No 0 0 32 7 327 327 327 327 3 27 3 27 32 7 32 7 327 3, 267 5. Downtown ST 51-88 77 24 5- Dec-0 4 No 0 0 0 150 150 150 150 1 50 1 50 15 0 15 0 150 1, 353 6. Sou th sid e Bra nch 51-88 77 24 4 -Jan -05 No 0 0 0 0 63 63 63 63 6 3 6 3 63 63 507 7. Tyler Sta tion 51-88 77 24 8 -Jan -05 No 0 0 0 0 109 109 109 1 09 1 09 10 9 10 9 109 874 8. North sid e Sta tio n 51-8877 24 15-Jan-05 No 0 0 0 0 207 207 207 2 07 2 07 20 7 20 7 207 1, 659 9. Oak Hill Main 51-5551 22 17-Jan-05 No 0 0 0 0 324 324 324 3 24 3 24 32 4 32 4 324 2, 593 10. Br add oc k Bra nch 51-5551 22 24-Jan-05 No 0 0 0 0 266 266 266 2 66 2 66 26 6 26 6 266 2, 128 11. Lincoln Stati on 51-6544 24 31-Jan-05 Yes 0 0 0 0 83 83 83 83 8 3 8 3 83 83 667 12. Willia ms on PO 51-7543 21 3-Feb-05 No 0 0 0 0 0 174 174 1 74 1 74 17 4 17 4 174 1, 220 13. Logan PO 51-0086 21 7-Feb-05 No 0 0 0 0 0 341 341 3 41 3 41 34 1 34 1 341 2, 386 14. Willis Main 51-8877 24 14-Feb-05 Yes 0 0 0 0 0 242 242 2 42 2 42 24 2 24 2 242 1, 696 15. Smi th St Station 51-8877 24 18-Feb-05 Yes 0 0 0 0 0 166 166 1 66 1 66 16 6 16 6 166 1, 161 16. Thomas Branch 51-8877 24 25-Feb-05 Yes 0 0 0 0 0 257 257 2 57 2 57 25 7 25 7 257 1, 798 17. Syler Sta tion 51-88 77 24 4 -Mar -05 Yes 0 0 0 0 0 0 484 4 84 4 84 48 4 48 4 484 2, 904 18. Clarke St Station 51-88 77 24 9 -Mar -05 Yes 0 0 0 0 0 0 662 6 62 6 62 66 2 66 2 662 3, 970 19. M apl e Hill M ain 51-55 51 22 11 -Ma r-0 5 Yes 0 0 0 0 0 0 136 1 36 1 36 13 6 13 6 136 818 20. Atla nt ic Branc h 51-55 51 22 14 -Ma r-0 5 Yes 0 0 0 0 0 0 91 91 9 1 9 1 91 91 545 20. Jo ne s PO 51-55 51 22 21 -Ma r-0 5 Yes 0 0 0 0 0 0 242 2 42 2 42 24 2 24 2 242 1, 454 21. Leyland Main 51-14 56 24 28 -Ma r-0 5 No 0 0 0 0 0 0 75 75 7 5 7 5 75 75 451 22. Ge orge St Station 51-14 56 21 31 -Ma r-0 5 No 0 0 0 0 0 0 742 7 42 7 42 74 2 74 2 742 4, 450 23. Eastside Station 51-14 56 21 4-Apr -05 No 0 0 0 0 0 0 0 57 57 57 57 57 287 24. M cdowe ll Stat ion 51-1456 24 11-Apr-05 No 0 0 0 0 0 0 0 92 92 92 92 92 462 25. Ewes Station 51-1456 24 15-Apr-05 No 0 0 0 0 0 0 0 323 323 323 323 323 1, 617 26. Je nkin s Bran ch 51-1456 24 22-Apr-05 No 0 0 0 0 0 0 0 173 173 173 173 173 867 27. Webster Sta tion 51-1456 24 29-Apr-05 No 0 0 0 0 0 0 0 175 175 175 175 175 875 28. Paul St Station 51-14 56 24 4- May-0 5 No 0 0 0 0 0 0 0 0 164 164 164 164 656 29. Grundy Main 51-21 87 22 6- May-0 5 Yes 0 0 0 0 0 0 0 0 83 83 83 83 333 30. Duk e St Bran ch 51-21 87 22 9- May-0 5 Yes 0 0 0 0 0 0 0 0 160 160 160 160 640 31. North St Sta tion 51-88 77 24 13- May- 05 Yes 0 0 0 0 0 0 0 0 317 317 317 317 1, 267 32. Cumberland Br 51-88 77 24 20- May- 05 Yes 0 0 0 0 0 0 0 0 121 121 121 121 485 33. Charl es Corner Br 51-88 77 24 27- May- 05 Yes 0 0 0 0 0 0 0 0 92 92 92 92 370 34. Clovis Branch 51-88 77 24 1 -Jun -05 Yes 0 0 0 0 0 0 0 0 0 16 0 16 0 160 480 35. M emorial Main 51-55 51 22 3 -Jun -05 No 0 0 0 0 0 0 0 0 0 10 0 10 0 100 300 36. Ga rden St Station 51-55 51 22 6 -Jun -05 No 0 0 0 0 0 0 0 0 0 15 8 15 8 158 475 37. Seap ine s Br anc h 51-5551 22 13-Jun-05 No 0 0 0 0 0 0 0 0 0 20 7 20 7 207 622 38. Gr and Ra pid s M ain 51-1456 24 20-Jun-05 Yes 0 0 0 0 0 0 0 0 0 13 5 13 5 135 405 39. Walton Station 51-1456 21 23-Jun-05 Yes 0 0 0 0 0 0 0 0 0 13 5 13 5 135 405 40. Ester Park St 51-1456 21 27-Jun-05 Yes 0 0 0 0 0 0 0 0 0 12 4 12 4 124 372 41. Neal St Station 51-14 56 24 4- Jul-0 5 Yes 0 0 0 0 0 0 0 0 0 0 12 0 120 240 42. Adams Park St 51-14 56 24 8- Jul-0 5 Yes 0 0 0 0 0 0 0 0 0 0 16 0 160 320 43. James St Station 51-1456 24 15-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 88 88 177 44. Parkview Station 51-1456 24 22-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 10 1 101 201 45. Wamsley Branch 51-1456 24 27-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 85 85 169 46. Montross PO 51-2187 22 29-Jul-05 No 0 0 0 0 0 0 0 0 0 0 32 4 324 648 47. Uni versit y Branc h 51-2187 22 1-Aug-05 No 0 0 0 0 0 0 0 0 0 0 0 98 98 0 1, 624 1, 951 2,101 3,154 4,335 6,767 7,588 8,526 9, 545 10,423 10, 522 66,535 Unit Name Finance # Level Review Start Date Ex cess ing Anti cipa ted Id en tif ied Ann uali zedo p po y Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. Essex Station 51-6544 24 12-Apr-04 Yes 8 25 8 25 82 5 825 825 825 825 0 0 0 0 0 5, 775 2. Princeton PO 51-7543 21 18-Apr-04 Yes 5 08 5 08 50 8 508 508 508 508 0 0 0 0 0 3, 558 3. Maybeury PO 51-0086 21 22-Apr-04 Yes 2 91 2 91 29 1 291 291 291 291 0 0 0 0 0 2, 035 Carryover from Previous FY FUNCTION 4 BUSINESS PLAN FUNCTION 4 REVIEW SCHEDULED and TARGETED SAVINGS Great Lakes Fiscal Year - 05 Cluster - Greater Michigan F4 Review Schedule rtunit 9,900 6,099 3,488 3,920 1,805 76 1 1,310 2,489 3,890 3,191 1,000 2,091 4,091 2,908 1,990 3,083 5,808 7,940 1,636 1,091 2,909 90 2 8,899 68 9 1,110 3,880 2,082 2,100 1,967 1,000 1,919 3,800 1,454 1,109 1,919 1,200 1,900 2,489 1,620 1,620 1,489 1,440 1,921 1,059 1,209 1,016 3,890 1,182 12 6,2 60 rtunit 9,900 6,099 3,488 FY Impact Based on Planned Review Date FY Impact Based on Planned Review Date Targeted Function 4 Reviews Area - Prog # Imp Date LDC Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. PARS EN - 405 1/5/2005 49 0 0 0 460 1,220 1,220 1,260 1,220 1,248 1,220 1,220 1,220 10,288 2. POS Stage 3 RE - 005 11/1/2004 45 0 340 340 380 340 340 360 340 360 340 340 340 3,820 3. AFSM Mods E N - 200 3/1 5/ 2005 43 0 0 0 0 0 1,1 80 2, 06 0 2,0 60 3, 00 0 2,0 60 2, 060 2,0 60 14,480 4. Program 4 0 0 0 0 0 0 0 0 0 0 0 0 0 5. Program 5 0 0 0 0 0 0 0 0 0 0 0 0 0 6. Program 6 0 0 0 0 0 0 0 0 0 0 0 0 0 7. Program 7 0 0 0 0 0 0 0 0 0 0 0 0 0 8. Program 8 0 0 0 0 0 0 0 0 0 0 0 0 0 9. Program 9 0 0 0 0 0 0 0 0 0 0 0 0 0 10.Program 10 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL PROGRAMS 0 340 340 840 1,560 2,740 3,680 3,620 4,608 3,620 3, 620 3,620 28,588 LDC Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total TOTAL OTHER IMPACTS 1,945 1, 975 1,820 1,980 2,065 2,025 1,900 1,940 1,945 1,985 1, 960 2,025 23,565 Oct Nov Dec Jul Aug Sep Total TOT AL FUNCT IO N 4 SAVING S PLAN 1,460 3,114 3,411 3,641 4,694 5,835 8,227 9,048 9,986 11, 005 11,943 12,062 84,425 Oct N ov De c J an Feb Mar Ap r May Jun J ul A ug Se p To tal FISCAL YEAR 2005 EXPECTED F4 BUDGET REDUCTION VARIANCE TO PLANNED REDUCTION 3 17,523 17,707 CONSOLIDATED BUDGET ACHIEVEMENT PLAN 5,42 9 5,5 71 6,461 8,3 19 10, 600 13,8 07 14, 608 1 36,57 8 PROGRAM IMPACT OTHER IMPACTS Projected Carryover from Previous Year Reviews * 2,805 2,805 2,805 2,805 2,805 2,805 2,805 1,181 1,181 17,890 Total Ident ified Savings Opportunit y f rom Function 4 Reviews Scheduled for FY 05 * Total Anticipat ed Savings Opportunity from Annual AWPS Administrative Review 1,624 1,951 2,101 3,154 4,335 6,767 1,460 1,540 7,588 8,526 9,545 1,540 1,500 1, 460 1,460 1, 460 2. 1,460 1,490 1,460 0 0 0 0 0 0 0 0 0 0 FUNCTION 4 BUSINESS PLAN 4. 0 0 0 0 0 5. 0 0 0 0 0 0 3,405 0 0 0 21,998 10,423 0 0 0 0 10,522 0 1, 520 1,5 40 16,539 16, 610 Great Lakes Cluster - Greater Michigan Fiscal Year - 05 0 6. 0 0 0 0 0 0 66,535 0 0 0 0 0 0 0 1. 0 Explanation of Impact 1,490 43,44 1,460-360 -360 845 45 0 0 7. 0 0 0 8. 0 0 0 0 0 9, 915 0 0 0 0 0 0 0 845 845 800 845-4,240 9. 0 0 845 845 0-360 -320-360 -360 1,460 1,520 1,540 17,890 1,540 CAG H-L - W orkload. Workload Change - Projected Decrease in Manual Distribution Volume. 1, 460-440 -360-320 -320-360 -320 1,460 0 0 1. 2. 3. 1,540 80 0 8 00 1,460 1,500 0 0 1, 460 0 845 800 0 0 Waiting Time in Line Init iat ives - Expanded window hours in 6 facili ties. 0 47 0 0 0 0 0 800 0 0 10. 0 0 0 0 0 0 0 0 0 0 0 TOTAL IDENTIFIED SAVINGS - F4 BUSINESS PLAN 132,450 4,128 0 0 0 0 0 Jan Feb Mar Apr May Jun FY Impact Based on Planned Review Date FY Impact Based on Planned Implementation Date FY Impact Based on Planned Implementation Date LMI / BPI IMPACTS F4 REVIEW SAVINGS Quantified Projected Savings FUNCTION 4 BUSINESS PLAN FISCAL YEAR 2005 Exe cut e Cluster Ap proval: Date: District Manager, Customer Service & Sales Lead Plant Manager Date: Area Approval: Date: Manager, Operations Support Plan Execute Implement Organize Performance Cluster: Area: Greater Michigan Great Lakes Cluster and Area Approval FUNCTION 4 BUSINESS PLAN FISCAL YEAR 2005 Exe cut e Cluster Ap proval: Date: District Manager, Customer Service & Sales Lead Plant Manager Date: Area Approval: Date: Manager, Operations Support Plan Execute Implement Organize Performance Cluster: Area: Greater Michigan Great Lakes FUNCTION 4 BUSINESS PLAN FISCAL YEAR 2005 Exe cut e Cluster Ap proval: Date: District Manager, Customer Service & Sales Lead Plant Manager Date: Area Approval: Date: Manager, Operations Support Plan Execute Implement Organize Performance Cluster: Area: Greater Michigan Great Lakes Cluster and Area Approval Area - Unit Name Finance # Level Review Start Date Ex cess ing Anti cipa ted Id en tif ied Ann uali zedo p po y Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. Ja ckso n Statio n 51-6544 24 12-Oct-04 Yes 0 8 25 82 5 825 825 825 825 8 25 8 25 82 5 82 5 825 9, 075 2. West Point PO 51-7543 21 18-Oct-04 Yes 0 5 08 50 8 508 508 508 508 5 08 5 08 50 8 50 8 508 5, 591 3. Gle n Alle n PO 51-0086 21 22-Oct-04 Yes 0 2 91 29 1 291 291 291 291 2 91 2 91 29 1 29 1 291 3, 198 4. Westco Main 51-8877 24 21-Nov-04 No 0 0 32 7 327 327 327 327 3 27 3 27 32 7 32 7 327 3, 267 5. Downtown ST 51-88 77 24 5- Dec-0 4 No 0 0 0 150 150 150 150 1 50 1 50 15 0 15 0 150 1, 353 6. Sou th sid e Bra nch 51-88 77 24 4 -Jan -05 No 0 0 0 0 63 63 63 63 6 3 6 3 63 63 507 7. Tyler Sta tion 51-88 77 24 8 -Jan -05 No 0 0 0 0 109 109 109 1 09 1 09 10 9 10 9 109 874 8. North sid e Sta tio n 51-8877 24 15-Jan-05 No 0 0 0 0 207 207 207 2 07 2 07 20 7 20 7 207 1, 659 9. Oak Hill Main 51-5551 22 17-Jan-05 No 0 0 0 0 324 324 324 3 24 3 24 32 4 32 4 324 2, 593 10. Br add oc k Bra nch 51-5551 22 24-Jan-05 No 0 0 0 0 266 266 266 2 66 2 66 26 6 26 6 266 2, 128 11. Lincoln Stati on 51-6544 24 31-Jan-05 Yes 0 0 0 0 83 83 83 83 8 3 8 3 83 83 667 12. Willia ms on PO 51-7543 21 3-Feb-05 No 0 0 0 0 0 174 174 1 74 1 74 17 4 17 4 174 1, 220 13. Logan PO 51-0086 21 7-Feb-05 No 0 0 0 0 0 341 341 3 41 3 41 34 1 34 1 341 2, 386 14. Willis Main 51-8877 24 14-Feb-05 Yes 0 0 0 0 0 242 242 2 42 2 42 24 2 24 2 242 1, 696 15. Smi th St Station 51-8877 24 18-Feb-05 Yes 0 0 0 0 0 166 166 1 66 1 66 16 6 16 6 166 1, 161 16. Thomas Branch 51-8877 24 25-Feb-05 Yes 0 0 0 0 0 257 257 2 57 2 57 25 7 25 7 257 1, 798 17. Syler Sta tion 51-88 77 24 4 -Mar -05 Yes 0 0 0 0 0 0 484 4 84 4 84 48 4 48 4 484 2, 904 18. Clarke St Station 51-88 77 24 9 -Mar -05 Yes 0 0 0 0 0 0 662 6 62 6 62 66 2 66 2 662 3, 970 19. M apl e Hill M ain 51-55 51 22 11 -Ma r-0 5 Yes 0 0 0 0 0 0 136 1 36 1 36 13 6 13 6 136 818 20. Atla nt ic Branc h 51-55 51 22 14 -Ma r-0 5 Yes 0 0 0 0 0 0 91 91 9 1 9 1 91 91 545 20. Jo ne s PO 51-55 51 22 21 -Ma r-0 5 Yes 0 0 0 0 0 0 242 2 42 2 42 24 2 24 2 242 1, 454 21. Leyland Main 51-14 56 24 28 -Ma r-0 5 No 0 0 0 0 0 0 75 75 7 5 7 5 75 75 451 22. Ge orge St Station 51-14 56 21 31 -Ma r-0 5 No 0 0 0 0 0 0 742 7 42 7 42 74 2 74 2 742 4, 450 23. Eastside Station 51-14 56 21 4-Apr -05 No 0 0 0 0 0 0 0 57 57 57 57 57 287 24. M cdowe ll Stat ion 51-1456 24 11-Apr-05 No 0 0 0 0 0 0 0 92 92 92 92 92 462 25. Ewes Station 51-1456 24 15-Apr-05 No 0 0 0 0 0 0 0 323 323 323 323 323 1, 617 26. Je nkin s Bran ch 51-1456 24 22-Apr-05 No 0 0 0 0 0 0 0 173 173 173 173 173 867 27. Webster Sta tion 51-1456 24 29-Apr-05 No 0 0 0 0 0 0 0 175 175 175 175 175 875 28. Paul St Station 51-14 56 24 4- May-0 5 No 0 0 0 0 0 0 0 0 164 164 164 164 656 29. Grundy Main 51-21 87 22 6- May-0 5 Yes 0 0 0 0 0 0 0 0 83 83 83 83 333 30. Duk e St Bran ch 51-21 87 22 9- May-0 5 Yes 0 0 0 0 0 0 0 0 160 160 160 160 640 31. North St Sta tion 51-88 77 24 13- May- 05 Yes 0 0 0 0 0 0 0 0 317 317 317 317 1, 267 32. Cumberland Br 51-88 77 24 20- May- 05 Yes 0 0 0 0 0 0 0 0 121 121 121 121 485 33. Charl es Corner Br 51-88 77 24 27- May- 05 Yes 0 0 0 0 0 0 0 0 92 92 92 92 370 34. Clovis Branch 51-88 77 24 1 -Jun -05 Yes 0 0 0 0 0 0 0 0 0 16 0 16 0 160 480 35. M emorial Main 51-55 51 22 3 -Jun -05 No 0 0 0 0 0 0 0 0 0 10 0 10 0 100 300 36. Ga rden St Station 51-55 51 22 6 -Jun -05 No 0 0 0 0 0 0 0 0 0 15 8 15 8 158 475 37. Seap ine s Br anc h 51-5551 22 13-Jun-05 No 0 0 0 0 0 0 0 0 0 20 7 20 7 207 622 38. Gr and Ra pid s M ain 51-1456 24 20-Jun-05 Yes 0 0 0 0 0 0 0 0 0 13 5 13 5 135 405 39. Walton Station 51-1456 21 23-Jun-05 Yes 0 0 0 0 0 0 0 0 0 13 5 13 5 135 405 40. Ester Park St 51-1456 21 27-Jun-05 Yes 0 0 0 0 0 0 0 0 0 12 4 12 4 124 372 41. Neal St Station 51-14 56 24 4- Jul-0 5 Yes 0 0 0 0 0 0 0 0 0 0 12 0 120 240 42. Adams Park St 51-14 56 24 8- Jul-0 5 Yes 0 0 0 0 0 0 0 0 0 0 16 0 160 320 43. James St Station 51-1456 24 15-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 88 88 177 44. Parkview Station 51-1456 24 22-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 10 1 101 201 45. Wamsley Branch 51-1456 24 27-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 85 85 169 46. Montross PO 51-2187 22 29-Jul-05 No 0 0 0 0 0 0 0 0 0 0 32 4 324 648 47. Uni versit y Branc h 51-2187 22 1-Aug-05 No 0 0 0 0 0 0 0 0 0 0 0 98 98 0 1, 624 1, 951 2,101 3,154 4,335 6,767 7,588 8,526 9, 545 10,423 10, 522 66,535 Unit Name Finance # Level Review Start Date Ex cess ing Anti cipa ted Id en tif ied Ann uali zedo p po y Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. Essex Station 51-6544 24 12-Apr-04 Yes 8 25 8 25 82 5 825 825 825 825 0 0 0 0 0 5, 775 2. Princeton PO 51-7543 21 18-Apr-04 Yes 5 08 5 08 50 8 508 508 508 508 0 0 0 0 0 3, 558 3. Maybeury PO 51-0086 21 22-Apr-04 Yes 2 91 2 91 29 1 291 291 291 291 0 0 0 0 0 2, 035 Carryover from Previous FY FUNCTION 4 BUSINESS PLAN FUNCTION 4 REVIEW SCHEDULED and TARGETED SAVINGS Great Lakes Fiscal Year - 05 Cluster - Greater Michigan F4 Review Schedule rtunit 9,900 6,099 3,488 3,920 1,805 76 1 1,310 2,489 3,890 3,191 1,000 2,091 4,091 2,908 1,990 3,083 5,808 7,940 1,636 1,091 2,909 90 2 8,899 68 9 1,110 3,880 2,082 2,100 1,967 1,000 1,919 3,800 1,454 1,109 1,919 1,200 1,900 2,489 1,620 1,620 1,489 1,440 1,921 1,059 1,209 1,016 3,890 1,182 12 6,2 60 rtunit 9,900 6,099 3,488 FY Impact Based on Planned Review Date FY Impact Based on Planned Review Date Targeted Function 4 Reviews Area - Unit Name Finance # Level Review Start Date Ex cess ing Anti cipa ted Id en tif ied Ann uali zedo p po y Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. Ja ckso n Statio n 51-6544 24 12-Oct-04 Yes 0 8 25 82 5 825 825 825 825 8 25 8 25 82 5 82 5 825 9, 075 2. West Point PO 51-7543 21 18-Oct-04 Yes 0 5 08 50 8 508 508 508 508 5 08 5 08 50 8 50 8 508 5, 591 3. Gle n Alle n PO 51-0086 21 22-Oct-04 Yes 0 2 91 29 1 291 291 291 291 2 91 2 91 29 1 29 1 291 3, 198 4. Westco Main 51-8877 24 21-Nov-04 No 0 0 32 7 327 327 327 327 3 27 3 27 32 7 32 7 327 3, 267 5. Downtown ST 51-88 77 24 5- Dec-0 4 No 0 0 0 150 150 150 150 1 50 1 50 15 0 15 0 150 1, 353 6. Sou th sid e Bra nch 51-88 77 24 4 -Jan -05 No 0 0 0 0 63 63 63 63 6 3 6 3 63 63 507 7. Tyler Sta tion 51-88 77 24 8 -Jan -05 No 0 0 0 0 109 109 109 1 09 1 09 10 9 10 9 109 874 8. North sid e Sta tio n 51-8877 24 15-Jan-05 No 0 0 0 0 207 207 207 2 07 2 07 20 7 20 7 207 1, 659 9. Oak Hill Main 51-5551 22 17-Jan-05 No 0 0 0 0 324 324 324 3 24 3 24 32 4 32 4 324 2, 593 10. Br add oc k Bra nch 51-5551 22 24-Jan-05 No 0 0 0 0 266 266 266 2 66 2 66 26 6 26 6 266 2, 128 11. Lincoln Stati on 51-6544 24 31-Jan-05 Yes 0 0 0 0 83 83 83 83 8 3 8 3 83 83 667 12. Willia ms on PO 51-7543 21 3-Feb-05 No 0 0 0 0 0 174 174 1 74 1 74 17 4 17 4 174 1, 220 13. Logan PO 51-0086 21 7-Feb-05 No 0 0 0 0 0 341 341 3 41 3 41 34 1 34 1 341 2, 386 14. Willis Main 51-8877 24 14-Feb-05 Yes 0 0 0 0 0 242 242 2 42 2 42 24 2 24 2 242 1, 696 15. Smi th St Station 51-8877 24 18-Feb-05 Yes 0 0 0 0 0 166 166 1 66 1 66 16 6 16 6 166 1, 161 16. Thomas Branch 51-8877 24 25-Feb-05 Yes 0 0 0 0 0 257 257 2 57 2 57 25 7 25 7 257 1, 798 17. Syler Sta tion 51-88 77 24 4 -Mar -05 Yes 0 0 0 0 0 0 484 4 84 4 84 48 4 48 4 484 2, 904 18. Clarke St Station 51-88 77 24 9 -Mar -05 Yes 0 0 0 0 0 0 662 6 62 6 62 66 2 66 2 662 3, 970 19. M apl e Hill M ain 51-55 51 22 11 -Ma r-0 5 Yes 0 0 0 0 0 0 136 1 36 1 36 13 6 13 6 136 818 20. Atla nt ic Branc h 51-55 51 22 14 -Ma r-0 5 Yes 0 0 0 0 0 0 91 91 9 1 9 1 91 91 545 20. Jo ne s PO 51-55 51 22 21 -Ma r-0 5 Yes 0 0 0 0 0 0 242 2 42 2 42 24 2 24 2 242 1, 454 21. Leyland Main 51-14 56 24 28 -Ma r-0 5 No 0 0 0 0 0 0 75 75 7 5 7 5 75 75 451 22. Ge orge St Station 51-14 56 21 31 -Ma r-0 5 No 0 0 0 0 0 0 742 7 42 7 42 74 2 74 2 742 4, 450 23. Eastside Station 51-14 56 21 4-Apr -05 No 0 0 0 0 0 0 0 57 57 57 57 57 287 24. M cdowe ll Stat ion 51-1456 24 11-Apr-05 No 0 0 0 0 0 0 0 92 92 92 92 92 462 25. Ewes Station 51-1456 24 15-Apr-05 No 0 0 0 0 0 0 0 323 323 323 323 323 1, 617 26. Je nkin s Bran ch 51-1456 24 22-Apr-05 No 0 0 0 0 0 0 0 173 173 173 173 173 867 27. Webster Sta tion 51-1456 24 29-Apr-05 No 0 0 0 0 0 0 0 175 175 175 175 175 875 28. Paul St Station 51-14 56 24 4- May-0 5 No 0 0 0 0 0 0 0 0 164 164 164 164 656 29. Grundy Main 51-21 87 22 6- May-0 5 Yes 0 0 0 0 0 0 0 0 83 83 83 83 333 30. Duk e St Bran ch 51-21 87 22 9- May-0 5 Yes 0 0 0 0 0 0 0 0 160 160 160 160 640 31. North St Sta tion 51-88 77 24 13- May- 05 Yes 0 0 0 0 0 0 0 0 317 317 317 317 1, 267 32. Cumberland Br 51-88 77 24 20- May- 05 Yes 0 0 0 0 0 0 0 0 121 121 121 121 485 33. Charl es Corner Br 51-88 77 24 27- May- 05 Yes 0 0 0 0 0 0 0 0 92 92 92 92 370 34. Clovis Branch 51-88 77 24 1 -Jun -05 Yes 0 0 0 0 0 0 0 0 0 16 0 16 0 160 480 35. M emorial Main 51-55 51 22 3 -Jun -05 No 0 0 0 0 0 0 0 0 0 10 0 10 0 100 300 36. Ga rden St Station 51-55 51 22 6 -Jun -05 No 0 0 0 0 0 0 0 0 0 15 8 15 8 158 475 37. Seap ine s Br anc h 51-5551 22 13-Jun-05 No 0 0 0 0 0 0 0 0 0 20 7 20 7 207 622 38. Gr and Ra pid s M ain 51-1456 24 20-Jun-05 Yes 0 0 0 0 0 0 0 0 0 13 5 13 5 135 405 39. Walton Station 51-1456 21 23-Jun-05 Yes 0 0 0 0 0 0 0 0 0 13 5 13 5 135 405 40. Ester Park St 51-1456 21 27-Jun-05 Yes 0 0 0 0 0 0 0 0 0 12 4 12 4 124 372 41. Neal St Station 51-14 56 24 4- Jul-0 5 Yes 0 0 0 0 0 0 0 0 0 0 12 0 120 240 42. Adams Park St 51-14 56 24 8- Jul-0 5 Yes 0 0 0 0 0 0 0 0 0 0 16 0 160 320 43. James St Station 51-1456 24 15-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 88 88 177 44. Parkview Station 51-1456 24 22-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 10 1 101 201 45. Wamsley Branch 51-1456 24 27-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 85 85 169 46. Montross PO 51-2187 22 29-Jul-05 No 0 0 0 0 0 0 0 0 0 0 32 4 324 648 47. Uni versit y Branc h 51-2187 22 1-Aug-05 No 0 0 0 0 0 0 0 0 0 0 0 98 98 0 1, 624 1, 951 2,101 3,154 4,335 6,767 7,588 8,526 9, 545 10,423 10, 522 66,535 Unit Name Finance # Level Review Start Date Ex cess ing Anti cipa ted Id en tif ied Ann uali zedo p po y Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. Essex Station 51-6544 24 12-Apr-04 Yes 8 25 8 25 82 5 825 825 825 825 0 0 0 0 0 5, 775 2. Princeton PO 51-7543 21 18-Apr-04 Yes 5 08 5 08 50 8 508 508 508 508 0 0 0 0 0 3, 558 3. Maybeury PO 51-0086 21 22-Apr-04 Yes 2 91 2 91 29 1 291 291 291 291 0 0 0 0 0 2, 035 Carryover from Previous FY FUNCTION 4 BUSINESS PLAN FUNCTION 4 REVIEW SCHEDULED and TARGETED SAVINGS Great Lakes Fiscal Year - 05 Cluster - Greater Michigan F4 Review Schedule rtunit 9,900 6,099 3,488 3,920 1,805 76 1 1,310 2,489 3,890 3,191 1,000 2,091 4,091 2,908 1,990 3,083 5,808 7,940 1,636 1,091 2,909 90 2 8,899 68 9 1,110 3,880 2,082 2,100 1,967 1,000 1,919 3,800 1,454 1,109 1,919 1,200 1,900 2,489 1,620 1,620 1,489 1,440 1,921 1,059 1,209 1,016 3,890 1,182 12 6,2 60 rtunit 9,900 6,099 3,488 FY Impact Based on Planned Review Date FY Impact Based on Planned Review Date Area - Unit Name Finance # Level Review Start Date Ex cess ing Anti cipa ted Id en tif ied Ann uali zedo p po y Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. Ja ckso n Statio n 51-6544 24 12-Oct-04 Yes 0 8 25 82 5 825 825 825 825 8 25 8 25 82 5 82 5 825 9, 075 2. West Point PO 51-7543 21 18-Oct-04 Yes 0 5 08 50 8 508 508 508 508 5 08 5 08 50 8 50 8 508 5, 591 3. Gle n Alle n PO 51-0086 21 22-Oct-04 Yes 0 2 91 29 1 291 291 291 291 2 91 2 91 29 1 29 1 291 3, 198 4. Westco Main 51-8877 24 21-Nov-04 No 0 0 32 7 327 327 327 327 3 27 3 27 32 7 32 7 327 3, 267 5. Downtown ST 51-88 77 24 5- Dec-0 4 No 0 0 0 150 150 150 150 1 50 1 50 15 0 15 0 150 1, 353 6. Sou th sid e Bra nch 51-88 77 24 4 -Jan -05 No 0 0 0 0 63 63 63 63 6 3 6 3 63 63 507 7. Tyler Sta tion 51-88 77 24 8 -Jan -05 No 0 0 0 0 109 109 109 1 09 1 09 10 9 10 9 109 874 8. North sid e Sta tio n 51-8877 24 15-Jan-05 No 0 0 0 0 207 207 207 2 07 2 07 20 7 20 7 207 1, 659 9. Oak Hill Main 51-5551 22 17-Jan-05 No 0 0 0 0 324 324 324 3 24 3 24 32 4 32 4 324 2, 593 10. Br add oc k Bra nch 51-5551 22 24-Jan-05 No 0 0 0 0 266 266 266 2 66 2 66 26 6 26 6 266 2, 128 11. Lincoln Stati on 51-6544 24 31-Jan-05 Yes 0 0 0 0 83 83 83 83 8 3 8 3 83 83 667 12. Willia ms on PO 51-7543 21 3-Feb-05 No 0 0 0 0 0 174 174 1 74 1 74 17 4 17 4 174 1, 220 13. Logan PO 51-0086 21 7-Feb-05 No 0 0 0 0 0 341 341 3 41 3 41 34 1 34 1 341 2, 386 14. Willis Main 51-8877 24 14-Feb-05 Yes 0 0 0 0 0 242 242 2 42 2 42 24 2 24 2 242 1, 696 15. Smi th St Station 51-8877 24 18-Feb-05 Yes 0 0 0 0 0 166 166 1 66 1 66 16 6 16 6 166 1, 161 16. Thomas Branch 51-8877 24 25-Feb-05 Yes 0 0 0 0 0 257 257 2 57 2 57 25 7 25 7 257 1, 798 17. Syler Sta tion 51-88 77 24 4 -Mar -05 Yes 0 0 0 0 0 0 484 4 84 4 84 48 4 48 4 484 2, 904 18. Clarke St Station 51-88 77 24 9 -Mar -05 Yes 0 0 0 0 0 0 662 6 62 6 62 66 2 66 2 662 3, 970 19. M apl e Hill M ain 51-55 51 22 11 -Ma r-0 5 Yes 0 0 0 0 0 0 136 1 36 1 36 13 6 13 6 136 818 20. Atla nt ic Branc h 51-55 51 22 14 -Ma r-0 5 Yes 0 0 0 0 0 0 91 91 9 1 9 1 91 91 545 20. Jo ne s PO 51-55 51 22 21 -Ma r-0 5 Yes 0 0 0 0 0 0 242 2 42 2 42 24 2 24 2 242 1, 454 21. Leyland Main 51-14 56 24 28 -Ma r-0 5 No 0 0 0 0 0 0 75 75 7 5 7 5 75 75 451 22. Ge orge St Station 51-14 56 21 31 -Ma r-0 5 No 0 0 0 0 0 0 742 7 42 7 42 74 2 74 2 742 4, 450 23. Eastside Station 51-14 56 21 4-Apr -05 No 0 0 0 0 0 0 0 57 57 57 57 57 287 24. M cdowe ll Stat ion 51-1456 24 11-Apr-05 No 0 0 0 0 0 0 0 92 92 92 92 92 462 25. Ewes Station 51-1456 24 15-Apr-05 No 0 0 0 0 0 0 0 323 323 323 323 323 1, 617 26. Je nkin s Bran ch 51-1456 24 22-Apr-05 No 0 0 0 0 0 0 0 173 173 173 173 173 867 27. Webster Sta tion 51-1456 24 29-Apr-05 No 0 0 0 0 0 0 0 175 175 175 175 175 875 28. Paul St Station 51-14 56 24 4- May-0 5 No 0 0 0 0 0 0 0 0 164 164 164 164 656 29. Grundy Main 51-21 87 22 6- May-0 5 Yes 0 0 0 0 0 0 0 0 83 83 83 83 333 30. Duk e St Bran ch 51-21 87 22 9- May-0 5 Yes 0 0 0 0 0 0 0 0 160 160 160 160 640 31. North St Sta tion 51-88 77 24 13- May- 05 Yes 0 0 0 0 0 0 0 0 317 317 317 317 1, 267 32. Cumberland Br 51-88 77 24 20- May- 05 Yes 0 0 0 0 0 0 0 0 121 121 121 121 485 33. Charl es Corner Br 51-88 77 24 27- May- 05 Yes 0 0 0 0 0 0 0 0 92 92 92 92 370 34. Clovis Branch 51-88 77 24 1 -Jun -05 Yes 0 0 0 0 0 0 0 0 0 16 0 16 0 160 480 35. M emorial Main 51-55 51 22 3 -Jun -05 No 0 0 0 0 0 0 0 0 0 10 0 10 0 100 300 36. Ga rden St Station 51-55 51 22 6 -Jun -05 No 0 0 0 0 0 0 0 0 0 15 8 15 8 158 475 37. Seap ine s Br anc h 51-5551 22 13-Jun-05 No 0 0 0 0 0 0 0 0 0 20 7 20 7 207 622 38. Gr and Ra pid s M ain 51-1456 24 20-Jun-05 Yes 0 0 0 0 0 0 0 0 0 13 5 13 5 135 405 39. Walton Station 51-1456 21 23-Jun-05 Yes 0 0 0 0 0 0 0 0 0 13 5 13 5 135 405 40. Ester Park St 51-1456 21 27-Jun-05 Yes 0 0 0 0 0 0 0 0 0 12 4 12 4 124 372 41. Neal St Station 51-14 56 24 4- Jul-0 5 Yes 0 0 0 0 0 0 0 0 0 0 12 0 120 240 42. Adams Park St 51-14 56 24 8- Jul-0 5 Yes 0 0 0 0 0 0 0 0 0 0 16 0 160 320 43. James St Station 51-1456 24 15-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 88 88 177 44. Parkview Station 51-1456 24 22-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 10 1 101 201 45. Wamsley Branch 51-1456 24 27-Jul-05 Yes 0 0 0 0 0 0 0 0 0 0 85 85 169 46. Montross PO 51-2187 22 29-Jul-05 No 0 0 0 0 0 0 0 0 0 0 32 4 324 648 47. Uni versit y Branc h 51-2187 22 1-Aug-05 No 0 0 0 0 0 0 0 0 0 0 0 98 98 0 1, 624 1, 951 2,101 3,154 4,335 6,767 7,588 8,526 9, 545 10,423 10, 522 66,535 Unit Name Finance # Level Review Start Date Ex cess ing Anti cipa ted Id en tif ied Ann uali zedo p po y Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. Essex Station 51-6544 24 12-Apr-04 Yes 8 25 8 25 82 5 825 825 825 825 0 0 0 0 0 5, 775 2. Princeton PO 51-7543 21 18-Apr-04 Yes 5 08 5 08 50 8 508 508 508 508 0 0 0 0 0 3, 558 3. Maybeury PO 51-0086 21 22-Apr-04 Yes 2 91 2 91 29 1 291 291 291 291 0 0 0 0 0 2, 035 Carryover from Previous FY FUNCTION 4 BUSINESS PLAN FUNCTION 4 REVIEW SCHEDULED and TARGETED SAVINGS Great Lakes Fiscal Year - 05 Cluster - Greater Michigan F4 Review Schedule rtunit 9,900 6,099 3,488 3,920 1,805 76 1 1,310 2,489 3,890 3,191 1,000 2,091 4,091 2,908 1,990 3,083 5,808 7,940 1,636 1,091 2,909 90 2 8,899 68 9 1,110 3,880 2,082 2,100 1,967 1,000 1,919 3,800 1,454 1,109 1,919 1,200 1,900 2,489 1,620 1,620 1,489 1,440 1,921 1,059 1,209 1,016 3,890 1,182 12 6,2 60 rtunit 9,900 6,099 3,488 FY Impact Based on Planned Review Date FY Impact Based on Planned Review Date Area - Prog # Imp Date LDC Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. PARS EN - 405 1/5/2005 49 0 0 0 460 1,220 1,220 1,260 1,220 1,248 1,220 1,220 1,220 10,288 2. POS Stage 3 RE - 005 11/1/2004 45 0 340 340 380 340 340 360 340 360 340 340 340 3,820 3. AFSM Mods E N - 200 3/1 5/ 2005 43 0 0 0 0 0 1,1 80 2, 06 0 2,0 60 3, 00 0 2,0 60 2, 060 2,0 60 14,480 4. Program 4 0 0 0 0 0 0 0 0 0 0 0 0 0 5. Program 5 0 0 0 0 0 0 0 0 0 0 0 0 0 6. Program 6 0 0 0 0 0 0 0 0 0 0 0 0 0 7. Program 7 0 0 0 0 0 0 0 0 0 0 0 0 0 8. Program 8 0 0 0 0 0 0 0 0 0 0 0 0 0 9. Program 9 0 0 0 0 0 0 0 0 0 0 0 0 0 10.Program 10 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL PROGRAMS 0 340 340 840 1,560 2,740 3,680 3,620 4,608 3,620 3, 620 3,620 28,588 LDC Oct Nov Dec Jan Feb Mar Apr May Jun Jul Targeted Function 4 Reviews Aug Sep Total TOTAL OTHER IMPACTS 1,945 1, 975 1,820 1,980 2,065 2,025 1,900 1,940 1,945 1,985 1, 960 2,025 23,565 Oct Nov Dec Jul Aug Sep Total TOT AL FUNCT IO N 4 SAVING S PLAN 1,460 3,114 3,411 3,641 4,694 5,835 8,227 9,048 9,986 11, 005 11,943 12,062 84,425 Oct N ov De c J an Feb Mar Ap r May Jun J ul A ug Se p To tal FISCAL YEAR 2005 EXPECTED F4 BUDGET REDUCTION VARIANCE TO PLANNED REDUCTION 3 17,523 17,707 CONSOLIDATED BUDGET ACHIEVEMENT PLAN 5,42 9 5,5 71 6,461 8,3 19 10, 600 13,8 07 14, 608 1 36,57 8 PROGRAM IMPACT OTHER IMPACTS Projected Carryover from Previous Year Reviews * 2,805 2,805 2,805 2,805 2,805 2,805 2,805 1,181 1,181 17,890 Total Ident ified Savings Opportunit y f rom Function 4 Reviews Scheduled for FY 05 * Total Anticipat ed Savings Opportunity from Annual AWPS Administrative Review 1,624 1,951 2,101 3,154 4,335 6,767 1,460 1,540 7,588 8,526 9,545 1,540 1,500 1, 460 1,460 1, 460 2. 1,460 1,490 1,460 0 0 0 0 0 0 0 0 0 0 FUNCTION 4 BUSINESS PLAN 4. 0 0 0 0 0 5. 0 0 0 0 0 0 3,405 0 0 0 21,998 10,423 0 0 0 0 10,522 0 1, 520 1,5 40 16,539 16, 610 Great Lakes Cluster - Greater Michigan Fiscal Year - 05 0 6. 0 0 0 0 0 0 66,535 0 0 0 0 0 0 0 1. 0 Explanation of Impact 1,490 43,44 1,460-360 -360 845 45 0 0 7. 0 0 0 8. 0 0 0 0 0 9, 915 0 0 0 0 0 0 0 845 845 800 845-4,240 9. 0 0 845 845 0-360 -320-360 -360 1,460 1,520 1,540 17,890 1,540 CAG H-L - W orkload. Workload Change - Projected Decrease in Manual Distribution Volume. 1, 460-440 -360-320 -320-360 -320 1,460 0 0 1. 2. 3. 1,540 80 0 8 00 1,460 1,500 0 0 1, 460 0 845 800 0 0 Waiting Time in Line Init iat ives - Expanded window hours in 6 facili ties. 0 47 0 0 0 0 0 800 0 0 10. 0 0 0 0 0 0 0 0 0 0 0 TOTAL IDENTIFIED SAVINGS - F4 BUSINESS PLAN 132,450 4,128 0 0 0 0 0 Jan Feb Mar Apr May Jun FY Impact Based on Planned Review Date FY Impact Based on Planned Implementation Date FY Impact Based on Planned Implementation Date LMI / BPI IMPACTS F4 REVIEW SAVINGS Area - Prog # Imp Date LDC Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. PARS EN - 405 1/5/2005 49 0 0 0 460 1,220 1,220 1,260 1,220 1,248 1,220 1,220 1,220 10,288 2. POS Stage 3 RE - 005 11/1/2004 45 0 340 340 380 340 340 360 340 360 340 340 340 3,820 3. AFSM Mods E N - 200 3/1 5/ 2005 43 0 0 0 0 0 1,1 80 2, 06 0 2,0 60 3, 00 0 2,0 60 2, 060 2,0 60 14,480 4. Program 4 0 0 0 0 0 0 0 0 0 0 0 0 0 5. Program 5 0 0 0 0 0 0 0 0 0 0 0 0 0 6. Program 6 0 0 0 0 0 0 0 0 0 0 0 0 0 7. Program 7 0 0 0 0 0 0 0 0 0 0 0 0 0 8. Program 8 0 0 0 0 0 0 0 0 0 0 0 0 0 9. Program 9 0 0 0 0 0 0 0 0 0 0 0 0 0 10.Program 10 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL PROGRAMS 0 340 340 840 1,560 2,740 3,680 3,620 4,608 3,620 3, 620 3,620 28,588 LDC Oct Nov Dec Jan Feb Mar Apr May Jun Jul Quantified Projected Savings Aug Sep Total TOTAL OTHER IMPACTS 1,945 1, 975 1,820 1,980 2,065 2,025 1,900 1,940 1,945 1,985 1, 960 2,025 23,565 Oct Nov Dec Jul Aug Sep Total TOT AL FUNCT IO N 4 SAVING S PLAN 1,460 3,114 3,411 3,641 4,694 5,835 8,227 9,048 9,986 11, 005 11,943 12,062 84,425 Oct N ov De c J an Feb Mar Ap r May Jun J ul A ug Se p To tal FISCAL YEAR 2005 EXPECTED F4 BUDGET REDUCTION VARIANCE TO PLANNED REDUCTION 3 17,523 17,707 CONSOLIDATED BUDGET ACHIEVEMENT PLAN 5,42 9 5,5 71 6,461 8,3 19 10, 600 13,8 07 14, 608 1 36,57 8 PROGRAM IMPACT OTHER IMPACTS Projected Carryover from Previous Year Reviews * 2,805 2,805 2,805 2,805 2,805 2,805 2,805 1,181 1,181 17,890 Total Ident ified Savings Opportunit y f rom Function 4 Reviews Scheduled for FY 05 * Total Anticipat ed Savings Opportunity from Annual AWPS Administrative Review 1,624 1,951 2,101 3,154 4,335 6,767 1,460 1,540 7,588 8,526 9,545 1,540 1,500 1, 460 1,460 1, 460 2. 1,460 1,490 1,460 0 0 0 0 0 0 0 0 0 0 FUNCTION 4 BUSINESS PLAN 4. 0 0 0 0 0 5. 0 0 0 0 0 0 3,405 0 0 0 21,998 10,423 0 0 0 0 10,522 0 1, 520 1,5 40 16,539 16, 610 Great Lakes Cluster - Greater Michigan Fiscal Year - 05 0 6. 0 0 0 0 0 0 66,535 0 0 0 0 0 0 0 1. 0 Explanation of Impact 1,490 43,44 1,460-360 -360 845 45 0 0 7. 0 0 0 8. 0 0 0 0 0 9, 915 0 0 0 0 0 0 0 845 845 800 845-4,240 9. 0 0 845 845 0-360 -320-360 -360 1,460 1,520 1,540 17,890 1,540 CAG H-L - W orkload. Workload Change - Projected Decrease in Manual Distribution Volume. 1, 460-440 -360-320 -320-360 -320 1,460 0 0 1. 2. 3. 1,540 80 0 8 00 1,460 1,500 0 0 1, 460 0 845 800 0 0 Waiting Time in Line Init iat ives - Expanded window hours in 6 facili ties. 0 47 0 0 0 0 0 800 0 0 10. 0 0 0 0 0 0 0 0 0 0 0 TOTAL IDENTIFIED SAVINGS - F4 BUSINESS PLAN 132,450 4,128 0 0 0 0 0 Jan Feb Mar Apr May Jun FY Impact Based on Planned Review Date FY Impact Based on Planned Implementation Date FY Impact Based on Planned Implementation Date LMI / BPI IMPACTS F4 REVIEW SAVINGS Area - Prog # Imp Date LDC Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 1. PARS EN - 405 1/5/2005 49 0 0 0 460 1,220 1,220 1,260 1,220 1,248 1,220 1,220 1,220 10,288 2. POS Stage 3 RE - 005 11/1/2004 45 0 340 340 380 340 340 360 340 360 340 340 340 3,820 3. AFSM Mods E N - 200 3/1 5/ 2005 43 0 0 0 0 0 1,1 80 2, 06 0 2,0 60 3, 00 0 2,0 60 2, 060 2,0 60 14,480 4. Program 4 0 0 0 0 0 0 0 0 0 0 0 0 0 5. Program 5 0 0 0 0 0 0 0 0 0 0 0 0 0 6. Program 6 0 0 0 0 0 0 0 0 0 0 0 0 0 7. Program 7 0 0 0 0 0 0 0 0 0 0 0 0 0 8. Program 8 0 0 0 0 0 0 0 0 0 0 0 0 0 9. Program 9 0 0 0 0 0 0 0 0 0 0 0 0 0 10.Program 10 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL PROGRAMS 0 340 340 840 1,560 2,740 3,680 3,620 4,608 3,620 3, 620 3,620 28,588 LDC Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total TOTAL OTHER IMPACTS 1,945 1, 975 1,820 1,980 2,065 2,025 1,900 1,940 1,945 1,985 1, 960 2,025 23,565 Oct Nov Dec Jul Aug Sep Total TOT AL FUNCT IO N 4 SAVING S PLAN 1,460 3,114 3,411 3,641 4,694 5,835 8,227 9,048 9,986 11, 005 11,943 12,062 84,425 Oct N ov De c J an Feb Mar Ap r May Jun J ul A ug Se p To tal FISCAL YEAR 2005 EXPECTED F4 BUDGET REDUCTION VARIANCE TO PLANNED REDUCTION 3 17,523 17,707 CONSOLIDATED BUDGET ACHIEVEMENT PLAN 5,42 9 5,5 71 6,461 8,3 19 10, 600 13,8 07 14, 608 1 36,57 8 PROGRAM IMPACT OTHER IMPACTS Projected Carryover from Previous Year Reviews * 2,805 2,805 2,805 2,805 2,805 2,805 2,805 1,181 1,181 17,890 Total Ident ified Savings Opportunit y f rom Function 4 Reviews Scheduled for FY 05 * Total Anticipat ed Savings Opportunity from Annual AWPS Administrative Review 1,624 1,951 2,101 3,154 4,335 6,767 1,460 1,540 7,588 8,526 9,545 1,540 1,500 1, 460 1,460 1, 460 2. 1,460 1,490 1,460 0 0 0 0 0 0 0 0 0 0 FUNCTION 4 BUSINESS PLAN 4. 0 0 0 0 0 5. 0 0 0 0 0 0 3,405 0 0 0 21,998 10,423 0 0 0 0 10,522 0 1, 520 1,5 40 16,539 16, 610 Great Lakes Cluster - Greater Michigan Fiscal Year - 05 0 6. 0 0 0 0 0 0 66,535 0 0 0 0 0 0 0 1. 0 Explanation of Impact 1,490 43,44 1,460-360 -360 845 45 0 0 7. 0 0 0 8. 0 0 0 0 0 9, 915 0 0 0 0 0 0 0 845 845 800 845-4,240 9. 0 0 845 845 0-360 -320-360 -360 1,460 1,520 1,540 17,890 1,540 CAG H-L - W orkload. Workload Change - Projected Decrease in Manual Distribution Volume. 1, 460-440 -360-320 -320-360 -320 1,460 0 0 1. 2. 3. 1,540 80 0 8 00 1,460 1,500 0 0 1, 460 0 845 800 0 0 Waiting Time in Line Init iat ives - Expanded window hours in 6 facili ties. 0 47 0 0 0 0 0 800 0 0 10. 0 0 0 0 0 0 0 0 0 0 0 TOTAL IDENTIFIED SAVINGS - F4 BUSINESS PLAN 132,450 4,128 0 0 0 0 0 Jan Feb Mar Apr May Jun FY Impact Based on Planned Review Date FY Impact Based on Planned Implementation Date FY Impact Based on Planned Implementation Date LMI / BPI IMPACTS F4 REVIEW SAVINGS Quantified Projected Savings

The worksheet calculates the anticipated monthly savings for each targeted review based on the date of the review and the projected annualized opportunity identified. Anticipated savings from function 4 reviews conducted in the current fiscal year that will annualize in the upcoming fiscal year are also accounted for as carryover savings. Quantified Projected Savings Worksheet This worksheet contains site specific program impacts, the projected impact from local initiatives and the impact of the AWPS savings resulting from the on-site Function 4 reviews identified on the Targeted Function 4 Review worksheet. The projected impact from AWPS Administrative Reviews related to general volume projections and delivery impacts across all units is also quantified on this worksheet. The required annual administrative review should be completed prior to the beginning of the planning cycle for the upcoming fiscal year. The net projected impact of the programs, local initiatives and AWPS savings resulting from the targeted function 4 reviews must equate to at least the workhour reductions required in the upcoming fiscal year operating plan for Function 4. Cluster and Area Approval The Function 4 Business Plan requires the approval of the performance cluster executive leadership and subsequent area approval of the Manager, Operations Support. The cover sheet of the Function 4 Business Plan Workbook is a signature page for those individuals. The Function 4 Business Plan should be completed, including performance cluster and area approval, no later than 30 days prior to the start of the fiscal year. This will allow the Function 4 Project Manager sufficient time to finalize the resources required to complete the Function 4 Review schedule. The plan needs to be fully and effectively communicated to district leadership and the functional area responsible for successful implementation FY 2006 BUSINESS PLAN TRACKING In FY 2006 performance against approved district/area Business Plans will be tracked, monitored and published to the field and Sr. operations managers in Headquarters. The aspects of the Function 4 Business Plan which will be tracked include: Actual reviews completed by date versus reviews planned in the Function 4 Review Schedule Revised earned workhours and amount of budget adjustment as a result of the review Current, actual complement and earned Function 4 complement as a result of the review PACS Total Efficiency improvement in the reviewed units vs. baseline (EOY 05)

The information and data necessary to track the items listed above will be captured through the use of the FY 2006 On-Site Function 4 Review/Exit application. This revised on-site review package contains many new, automated features which will expedite and standardize completion of the final review package. Including: All workload recording forms necessary to complete the review A standardized set of Observations / Recommendations by LDC for only those LDCs identified within the review An automated interface which automatically downloads and formats A.W.P.S. summary reports The automatic creation and printing of a standardized exit package An automatic email function which sends the Team Leader Summary to a dedicated email account in Headquarters upon completion of the package Email function available within the FY 2006 On-Site Review/Exit Package

The information necessary to populate the tracking will be automatically extracted from the Team Leader Summary upon receipt in Headquarters. Portion of three page Team Leader Summary created in the On-Site Review/Exit package The On-Site Review Package, as well as the 2006 version of the Function 4 Business Plan is available on the Customer Service Support homepage located at http://blue.usps.gov/delivery/function4/cs_function4_top_page.htm FY 2006 BUSINESS PLAN TIMELINE OF CRITICAL EVENTS September 30, 2005 Electronic version of the area approved, cluster level Business Plans due to HQ (Manager, Customer Service Support) October 7, 2005 Cluster submissions consolidated by area and returned to Manager, Delivery Programs Support for review January 10, 2006 Quarter 1 performance tracking disseminated April 10, 2006 Quarter 2 performance tracking disseminated July 10, 2006 Quarter 3 performance tracking disseminated October 10, 2006 Quarter 4 performance tracking disseminated

FY 2006 BUSINESS PLAN WORKBOOK The following three pages contain the output of the Function 4 Business Plan workbook 1. Approval Page requiring District Manager and Mgr. Operations Support Approval 2. Consolidated Budget Approval Plan

3. Function 4 Review Schedule and Targeted Savings

Appendix Tab I Complete Function 4 Work Instruction WI 05-0001

APPENDIX M: Complete Function 4 Work Instruction WI 05-0001 PPENDIX N: A MI PO-610-2002-3 Function 4 Standardized Customer Service Workload Reporting System

TAB 8 CFS/PARS STANDARDIZATON INITIATIVES

CFS/PARS STANDARDIZATION INITIATIVES CFS/PARS Staffing and Scheduling Model An automated CFS/PARS Staffing and Scheduling model has been developed to standardize the calculation of earned complement in both PARS and non PARS CFS sites. The automated application utilizes FCS version 1.09 software to automatically load CFS workload data. Targeted operational productivities for PARS and non PARS sites are loaded to model sites in both a pre and post PARS environment. An additional module is also available which allows end users to enter user defined workload and productivity expectations. Initi al instruction page of the CFS Staffing and Scheduling Model Final fi eld testing has been completed at the following pilot sites: Oakland Salt Lake Minneapolis Fort Worth Lake Mary Columbus Cincinnati Morgan North Reading Dulles Charleston, WV Dallas