Handbook M-39, TL-13, 03-01-98

Administration of City Delivery

Service

14 Adjustments

141 Minor Adjustments

141.1 Route Adjustment Without Special Inspection

141.11 Minor Adjustments

141.111 The routes must be maintained in reasonable adjustment throughout the

year. In order to fulfill this requirement, local managers may find it necessary

to make minor route adjustments, to provide relief, add deliveries, capture

undertime, etc.

141.112 When considering if a mail count and route inspection is necessary, review

the nature and scope of the adjustments needed. If the review discloses that

only minor adjustments are necessary, the adjustments should be made from

current management records and information.

141.113 When it is observed that a delivery unit is regularly exceeding its daily

authorized carrier hours, as indicated on the latest Form 3998, Unit Summary

of City Delivery Assignments (see Chapter 3), management must first ensure

that the applicable procedures in this Chapter are fully implemented and

enforced. Particular attention must be given to carrier scheduling, receipt of

mail, and carrier work methods in the office and on the street. Some other

areas that should be reviewed are delivery unit changes in office routines,

street management, and additional or more beneficial segmentations of mail.

141.12 Office Routines

141.121 Delivery managers must continually review carrier office routines in order to

determine whether all unnecessary time consuming practices have been

eliminated or reduced to an absolute minimum. A review should be made of

the unit layout to ensure that the workroom is arranged to minimize travel and

to facilitate an orderly flow of mail. All excess and unnecessary equipment

should be removed from the workroom floor. If this is not possible, place it in

an area where it will not interfere with an efficient operation.

141.122 Where possible, at least 80 percent of the carrier’s mail should be on the

case ledge prior to the carrier reporting. At offices where it is impractical to

place mail on or near the carrier’s case prior to the reporting time,

management should consider establishing a fixed schedule for mail

withdrawals or establishing a minimum number of controlled withdrawals.

The withdrawals should be scheduled to coincide with the receipt of mail or

the distribution needs of the office. Carriers must not be allowed to withdraw

their mail except under controlled conditions in order to facilitate the volume

recording process. However, regardless of the procedure used in the office,

mail received from the main office or mail distributed at the unit while the

carriers are on the street should be on the carrier cases when they return

from the street.

141.13 Street Management

141.131 Delivery managers must ensure that carriers hold the number of park points,

swings, loops, and relays to the absolute minimum necessary to provide

delivery. Unnecessary movement of vehicles and vehicle stops not only

expand street time, but also waste energy.

141.132 Where carriers use public conveyances for transportation to and from their

routes, leaving and returning times must be arranged to reduce carrier

transportation waiting time to a minimum. In addition, relay runs should be

arranged so that carriers do not have to wait for relays.

141.133 Deadheading and unnecessary retracing should be eliminated. Lines of travel

as indicated by the case layout must be followed by the carrier. Unauthorized

deviations generate customer complaints, waste both time and energy, and

conflict with the order which the letters are placed in under Delivery Point

Sequencing. When it is determined that more efficient travel patterns are

possible, management should arrange for the appropriate changes in the sort

plan, case labels and advise the carrier of the new line of travel.

141.14 Segmentations

Management must periodically review carrier mail volume to determine the

need for additional or alternative segmentations of mail that could be

prepared more efficiently for delivery by distribution personnel or mailers.

141.15 Distribution

Delivery managers must coordinate mail flow into the delivery unit, mail

preparation, and the establishment or abolishment of segmentations with the

appropriate functional area manager.

141.16 When to Consider Making Minor Adjustments

Once it is determined that standard operating procedures (SOPs) have been

properly implemented and maintained, the delivery manager has considered

all other alternatives, carrier workhours have not been reduced, or workhours

can be reduced, then management should consider making minor route

adjustments.

141.17 Advance Preparation

Prior to making any minor adjustment on a unit wide basis, management

must notify the local union as far in advance as possible. Any proposed

adjustments must be placed in effect within 45 calendar days after the end of

the adjustment consultation with the carriers involved and changes should

not be made between the period November 15 and January 1. Exceptions

must be approved by the district manager.

141.18 Preliminary Planning

Management should carefully review and analyze street management

records, Forms 3997, 1813, 3996, 1571, 3921, and 3921-A, and carrier

timecards or PSDS reports in order to determine the current evaluation for

each route and the needed adjustments. The manager using Forms 1840

should prepare a Summary of Minor Adjustments Worksheet for each route.

The summary should contain the post office name, ZIP Code, delivery unit

name, route number, carrier’s name, ID number, age, length of service,

length of service on route, route designation, number of trips, type of route,

type of vehicle used on route, and other appropriate information as indicated

in exhibit 141.18.

141.19 Formula for Making Minor Adjustments

A simple formula for making minor adjustments, without mail counts and

inspection, may be made in the following manner if the previous count and

inspection data is reasonably current and the same carrier is serving the

route being considered:

a. Determining Office Time. Using the most recent Form 1840, review the

net and standard office time and select the lesser of the two. If the net

office time is used, deduct the actual times used on Lines 14, 15, 16,

19, and 21, the 5 minute standard for Line 20 and the office break. If

the standard office time is used, deduct the standard time allowance for

Line Items 14, 15, 19, 20, and 21 (use actual times if they exceed the

standard times) and the actual time used for Line 16 and the office

break. Divide the remainder by the number of possible deliveries10 mins. – 30 mins. =

Exhibit 141.18

Summary of Minor Adjustments Worksheet

SUMMARY OF MINOR ADJUSTMENTS WORKSHEET

Post Office: Carrier Name:

Delivery Unit: Age:

Route No.: Length of Service:

Route Designation: Length of Service on Route:

Type of Route:

Type of Vehicle:

Route Office Time: Route Evaluation (based upon analysis):

Route Street Time: Proposed Adjustment (+/–):

Possible Deliveries:

Router Time: Router Time:

Carrier Comments:

Actual Adjustment

Relief (R) Time

Addition (A) Block Street Deliveries Value

Route Before Adjustment: Route Office Time: Possible Deliveries:

Actual Adjustment: Route Street Time: Reduction/Addition:

Route After Adjustment: Total Time: After Adjustment:

Router Time After Adjustment:

Comments:

(Signature) (Signature)

Unit Manager District Manager/Designee

Date:______________ Date: ______________

ÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁ

ÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁÁ Example 2: Standard office time less than net office time. ÁÁÁÁÁÁÁÁÁÁÁ

b. Determining Street Time. Using the most recent Form 3999, deduct the

vehicle loading time, travel time to and from route, time spent collecting

from collection boxes, time spent for relays, gassing vehicle, vehicle

moves, replenishing mail after loop, breaks, and comfort stop time.

Divide the remainder by the number of possible deliveries to determine

the street time used per delivery.

c. Determining Time Per Delivery. Add average office and street time to

determine time per delivery.

d. Determining Possible Deliveries. To determine the number of possible

deliveries to be removed or added, divide the time being considered for

removal or addition by the time per delivery.

e. Computing Route Total Time. Add to or subtract from route involved:

(See exhibit 141.18.)

f. Unusual Conditions. If unusual conditions exist, the character of the

area being transferred must be considered and a fair application of time

should be made to office and/or street time allowances.

g. Adjustment Procedures. Adjustments should be made as outlined in

243.2.

h. Decrease or Increase in Total Carrier Workhours. The District office

must be notified of any decrease in the total carrier workhours due to

minor adjustment. Any increase in total carrier workhours should be

approved by the District office prior to implementation of the

adjustments. In any event Form 3998 must be submitted to the District

office.

i. Evaluation of Adjustments. The adjustments should be evaluated as

outlined in 243.6.

j. Disposition of Summary Worksheet. Original of summary worksheet

must be sent to the office of the manager in charge of delivery services

and one copy retained at the delivery unit.

141.2 Special Office Mail Counts

When management desires to determine the efficiency of a carrier in the

office, a count of mail may be made. The carrier must be given one day’s

advance notification of this special count. Use Form 1838-C to record count

and time items concerned. The carrier must be advised of the result of the

office mail count.

142 Extension of City Delivery Service

142.1 Requirements for Extension

The requirements for extension of city delivery service are outlined in Section

611 of the Postal Operations Manual. These instructions are supplemented

by Management Instructions which can be obtained from the designated

district.

142.2 Definitions

142.21 Extensions

Pertain to new deliveries in areas not included in the boundaries of present

delivery service.

142.22 Ingrowth

That area presently located within present delivery boundaries. The

preparation of Form 697, Extension of City Delivery Service, is not required

for additional deliveries added because of ingrowth. These new deliveries are

to be recorded on Form 1621.

142.3 Action After Approval

When requests for extensions of city delivery are approved and with the

return of Form 697 from the designated authority, the manager must:

a. Determine which route will serve the area.

b. Determine if adjustment to the route is necessary. (Where the

extension provides delivery to only a few new stops, the time involved

can be absorbed by the carrier without any adjustments.)

c. When adjustment is necessary, make it promptly if it can be made

without a special inspection, using the formula shown in 141. When

adjustments are made without inspection, the adjustments must be fully

discussed with the carrier.

d. Make special route inspection when adjustments cannot be made as

suggested in 141.

e. When determined that rural delivery service will be provided, follow the

regional instructions for extensions of rural delivery. Keep in mind that

extensions of rural service must be effective on the first day of a pay

period and that approved Forms 4003, Official Rural Route Description,

must be submitted to the respective postal data center 1 week prior to

the effective date.

143 (Reserved)

144 Expedited Preferential Mail Delivery Program

144.1 Description

This is a system designed to give management better control of their delivery

operation. It is designed to rearrange the sequence of carrier work functions

and establish an earlier and consistent leaving time. Under this system,

carriers normally case only preferential and time-value mail in the morning.

The casing of non-preferential mail and markup work is done in the afternoon

when the carrier returns from the route. Parcel post will be handled in the

established manner.

144.2 Approval

This system is optional and should be installed in only those delivery units

where tangible benefits will be provided to the customer and/or the USPS.

District managers have the authority to approve implementation and such

approval must be obtained prior to inception of this program.

144.3 Management Advantages

144.31 General advantages to management are:

a. Greater opportunity for organizing, directing, coordinating, and

controlling the activities during the office phase of delivery operation.

b. Better control over auxiliary assistance and overtime.

c. Greater flexibility in assigning assistance to routes.

d. Opportunity for maintenance staff to make vehicle repairs earlier in the

day.

e. Availability of vehicles used by carriers for other assignments to

improve vehicle utilization.

144.32 Properly arranged and managed, routes under this program can provide

more consistent delivery of non-preferential mail each day. Non-preferential

mail distributed in the mail processing unit during non-premium daytime

hours and moved to the delivery units early in the afternoon may be cased for

next day delivery. Where necessary to meet the changing volume fluctuations

of non-preferential mail, delivery managers have the afternoon and evening

hours in which to assure completion of route casing of this mail for next day

delivery. Improvement in actual flow from distribution to delivery and provision

of more consistent delivery of this mail can and should provide definite

service improvements.

144.33 It is not intended that the Expedited Preferential Mail Program promote

release of regular carriers before completion of 8 hours service daily. Local

management must ensure that each regular route is adjusted as nearly as

possible to an 8-hour workday for the carrier.

144.4 Customer Benefits

Benefits to the customer include the following:

a. Earlier delivery.

b. More consistent delivery.

c. Earlier return of mail collected by carrier on route.

144.5 Operational Review

This system is not practical nor necessary to all post offices or delivery units.

Carefully review local operating conditions (i.e., mail arrival and availability,

present schedules for distribution and delivery, etc.) to determine if the

system can be used successfully. Generally, the system is designed for

residential units and may not be effective at business stations.

144.6 Route Adjustments

If routes are properly adjusted before implementation of this system, route

adjustments will not normally be required when the system is installed. In a

reasonable period after implementation, review workload for possible

adjustment.

144.7 Implementation

144.71 Establish carrier leaving time, keeping in mind that one of the prime

objectives is to provide earlier delivery while maintaining a consistent leaving

time. Proper scheduling of carriers should negate any basis for early

departure times for route deliveries.

144.72 Adjust carrier reporting time only to provide for casing of preferential mail,

and time-value mail, and markups for delivery within the same station.

144.73 Establish schedule for return from route and afternoon office work.

144.74 If possible, the carrier should case only the preferential and time-value mail in

the morning since this will aid supervision in visually assessing workload for

that delivery trip.

144.75 Require carriers to complete Form 1571 in the morning for undelivered

preferential and time-value and another in the afternoon for non-preferential

mail. Require completion and submission of the form in duplicate by carriers

who request copies.

144.76 Avoid casing local third-class mailings in the morning.

144.77 This system is designed to control overtime and auxiliary assistance. The use

of office assistance to case non-preferential mail and/or perform markup work

can be an effective tool to achieve this objective.

144.78 Require carriers to place flats in delivery sequence in the afternoon. This will

permit the relatively low volume of preferential flats to be inserted the

following morning and reduce the morning office time needed.

144.8 Coordination with Mail Processing

144.81 Coordinate with mail processing unit to ensure that carrier schedules are

consistent with mail availability and that proper flow can be established and

maintained.

144.82 Assure that accountable mail will be available to carriers for earlier departure.

144.83 Request that non-preferential mail be kept separate in distribution.

144.9 Transportation

Adjust vehicle runs to stations to:

a. Eliminate unnecessary early morning trips.

b. Provide necessary mid-day runs so that non-preferential mail is

available for afternoon casing by carriers.

c. Provide transport to mail processing unit of that mail collected by letter

carriers on their routes.

145 VIM (Vertical Improved Mail)

145.1 What VIM Applies To

VIM applies to the delivery and collection of mail in high rise and multi-tenant

office buildings.

145.2 Three Versions

145.21 VIM is adaptable to both proposed and existing office buildings and exists in

three versions:

a. Call window concept.

b. Lock box concept.

c. Mechanical system concept.

145.22 The three versions in 145.21 are designed to move mail rapidly into a

building, make it available to all tenants at the start of the day, and move

outgoing mail rapidly into the mainstream. (See Publication 196, Planning for

Central Mail Delivery.)

145.3 Planning Early

The delivery unit managers must immediately inform the District office when it

is known that a multi-storied office building is contemplated. This will enable

the appropriate district representative to contact and to solicit the cooperation

of the building architects, planners, and owners. This must be done as early

as possible. In offices without a district representative, the postmaster and

the unit manager should meet with owners, architects, or planners to solicit

their cooperation, after consultation with the District office.

145.4 Maintain High Degree of Efficiency

Delivery unit managers with VIM installations in their delivery area are

expected to be thoroughly familiar with all phases of their VIM delivery and

must perform street supervision to maintain the service at a high degree of

efficiency and to give the tenants the service to which they are entitled.

15 City Delivery Service Motorization

151 Surveys

Two types of operational surveys are to be conducted to determine feasibility

of motorization, as follows:

a. The first study will be an operational review of each delivery unit having

foot routes to see if it is practical and feasible to install vehicles.

Consider:

(1) Area and type of delivery serviced by each delivery unit.

(2) Availability of parking facilities, docking, and maneuvering area.

(3) Street, road parking, and traffic conditions.

(4) Distance, travel time, and type of transportation necessary to

transport the foot carriers.

(5) Night time security for the vehicles while parked at delivery unit or

parking area.

(6) Fuel conservation.

b. Following the first survey, a second survey will be conducted by local

management. Initiate and complete Form 4315, Evaluation of Routes

for Motorization, in original and two copies, to reflect present and

proposed costs only for those letter routes being considered for

motorization. A separate Form 4315 must be completed for each

delivery unit. Before actual conversion, the unit manager must evaluate

and adjust routes as necessary. Use the formula dealing with Route

Adjustment Without Special Inspection. (See 141.1.)

152 Selection of Vehicles

152.1 Selection of vehicle type is governed by many factors, such as:

a. Terrain.

b. Number of curbline box deliveries, door dismounts, and park and loop

stops.

c. Miles of travel.

d. Pieces of parcel post delivered daily.

e. Climate.

f. Traffic (environment and speed of travel).

g. Average daily mail (cubic volume).

h. Average lot frontage.

152.2 In addition, the unit manager may request and assign vehicles using the

chart printed below, as a guideline:

153 Preparation for Conversion

After District approval to proceed with motorization and before the vehicles

are assigned, the delivery unit manager shall:

a. Notify the craft organization representative as promptly as possible of

the date changes will be made.

b. Issue 30-day cancellation notices on driveout agreements.

c. Assure that all carriers are qualified to drive the vehicles that will be

assigned to them and hold a valid state driver’s license.

d. Relabel the case to conform to new delivery pattern.

e. Make adjustments at the time of implementation.

f. Revise remaining parcel post, relay, and collection schedules.

g. Make arrangements for removal of relay boxes declared surplus.

154 Route Inspections

Inspect routes 30 days after start of motorization except for vehicles assigned

during accounting periods 3-9-10-11-12. Schedule inspections within 15 days

after these abnormal periods. Make final route adjustments and complete the

after cost section of Form 4315 as a result of count and inspection. Further

attention must be given if actual after cost per delivery is greater than

proposed cost per delivery shown on Form 4315.

16 Parcel Post

161 Parcel Post Delivery Requirements

The day-to-day supervisory requirements for parcel post routes are basically

the same as for city letter carrier routes. The office work routine, both before

leaving for the route and after returning from the route, is somewhat different,

as follows:

a. Determine workload by inspecting incoming volume. Check parcel post

in sacks and containers and include outsides. Determine number of

delivery hours needed, based on reasonable efficient performance, and

set up runs. More parcels can be delivered per hour when mail volume

is high rather than when it is low. (See performance rates during the

last count and inspection period.)

b. Withhold, generally, all small parcels (not exceeding 2 pounds) to be

delivered by foot carriers. Don’t delay getting these parcels to the foot

carriers.

c. Adhere to a distribution cutoff time, generally. Do not require that

parcels distributed after this time connect with same day delivery.

d. See that parcel post carriers obtain accountable items prior to loading

their vehicles and load both at the same time, setting up the parcels in

sequence of delivery as they load parcels and/or sacks.

e. See that loading of parcels on vehicles is efficient. See that carriers do

not dump more than one sack separation at the dock and set it up in

order of delivery. Carriers must leave promptly after loading and must

take enough parcels to minimize returning to the office.

f. Unit managers must make periodic checks to determine that the

maximum number of firm directs are being made. Make a 3-day check

on the number of firms that received five or more parcels daily and

make direct sacks for these firms. (Use Form 1838-B, Parcel Post Firm

Delivery Worksheet.)

162 Analysis of Parcel Post Operations

Review assignment records (Form 3997 or PSDS Printout) to determine

which runs frequently require overtime and/or auxiliary assistance. Also,

periodically make an analysis of Form 1571 to determine when and how

frequently parcel post is curtailed.

163 Review of Sack Routing System

Review the sack routing system to determine if improvement or modification

is necessary. Determine if some separations should be split or consolidated

or if more direct separations should be made. See that clerks sack all

sackable mail. When numbered insured parcels are included in a firm direct

sack, place an X on the label so that the parcel post carrier will know to

obtain a receipt.

17 Travel and Transportation of Carriers

171 City Carrier Transportation Agreement

171.1 Administration

171.11 The administration of city carrier transportation agreements requires that all

city delivery managers review the several items and apply the guidelines in

Part 171 to assure that:

a. Agreements are warranted.

b. Mileages are calculated properly.

c. Relays are justified.

d. Proper payment for the carrier’s vehicle is made.

171.12 A carrier must not use a privately owned vehicle to drive to and from the

route until a Form 1311, Carrier Transportation Agreement, has been

executed. This prohibition must be rigidly enforced.

171.2 Travel Time

To determine whether public transportation or use of privately owned vehicle

is more economical, make the following computations:

a. Public Transportation.

(1) Determine travel time to and from the route (unit managers must

(a) physically check the time a carrier must leave the office to

connect with transportation, and (b) determine the overall time

from the office to the first delivery and from the last delivery to the

office at proposed scheduled leaving and returning times); post

office to first delivery; and last delivery to post office. (Figure

minutes x current rate per minute.) The current regional hourly rate

can be obtained from the District.

(2) Determine carfare to and from the route.

(3) Arrive at the total cost by public transportation by adding the

amounts obtained in 171.2a(1) and (2).

b. Privately owned vehicle (Form 1311, Carrier Transportation

Agreement).

(1) Multiply the travel time to and from the route (from the current

Form 3999, Inspection of Letter Carrier Route) x current rate per

minute. If no current Form 3999 is available, make a physical

check.

(2) Determine the driveout agreement cost to and from the route.

(Exclude the cost for relays, passengers, and car movements

between route segments.)

(3) Arrive at the total cost under the driveout agreement by adding

the amounts obtained in 171.2b(1) and (2).

171.3 Distances

171.31 The distance from the delivery unit to and from the route shall be the distance

from the platform or post office exit (not where the vehicle is parked) to the

point of the first delivery or to the point of the last delivery.

Note: The distance from the end of the route to the delivery unit is used

only where the route begins at a distance less that 1/2 mile from the

delivery unit and ends at a distance more than 1/2 mile from the delivery

unit.

171.32 The distance between segments of routes shall be the distance from the last

delivery point of a segment to the point of the first delivery of the next

segment.

171.33 New construction or demolition may result in distance changes requiring

recomputation.

171.34 Form 1311 provides for reimbursement for each car movement when a

carrier uses his or her vehicle as transportation for distance of more than 1/2

mile between segments of a route or routes. The necessity for all these

moves must be determined, and distances verified by the route examiner or

manager performing inspections. When one or more stops are added

between these segments, the distances must be remeasured to determine if

the allowance is still warranted.

171.35 Managers must be alert to changing carriers’ line of travel where distances

from starting and ending points to the delivery unit can be reduced to less

than 1/2 mile separately, without adversely affecting the service or requiring

substantial scheme changes.

171.36 The location of a suitable and reasonable lunch place and time must be a

subject of discussion between the carrier and the unit manager. The

authorized location(s) must be on or within a minimum reasonable distance

from the route. Particular attention must be given to the reasonableness of

the distance to the eating place and back to the route. If at all possible, the

authorized lunch stops should be on the line of travel.

171.4 Relays

171.41 Purpose

Use the guidelines in Section 171.42 to determine if relays may be carried

under a carrier transportation agreement or delivered by other means.

171.42 Guidelines

171.421 Do not include relays in agreements when:

a. The same box is served by a relay carrier, or

b. A relay carrier serves other relay points and other collection points in

the same general area.

171.422 Weigh relays for a period of 1 week during an average mail volume period to

determine the number warranted, before authorizing their handling under a

transportation agreement. When relays are included under an existing

agreement, weigh them periodically but not less than once annually.

171.423 Do not include mileage for depositing relays in collection boxes in "to and

from" route mileages. (See Note in 171.31.)

171.424 Determine the most economical method of transporting relays — under

driveout agreement or by relay carrier — as follows:

a. Daily cost to transport relays under driveout agreement;

(1) Multiply the number of relays carried by the current rate (from

Form 1311 of route being considered).

(2) Multiply the minutes used by the carrier to load relays (from Form

3999) by the current rate per minute.

(3) Multiply the minutes used by the carrier to deliver relays to relay

boxes (from Form 3999) times the current rate per minute,

generally from the first delivery point and return. If relays are

delivered enroute to the first delivery point, determine the

additional time required.

(4) Arrive at the total daily cost to transport relays under the driveout

agreement by carrier by adding the amounts obtained in

171.424a(1), (2), and (3).

(5) To arrive at the daily cost per relay, divide the cost in 171.424a(4)

by the number of relays in 171.424a(1).

b. Daily cost to transport relays by relay carrier (postal or contract

vehicle):

(1) Multiply the number of minutes of all relay carriers (daily average

from Form 1840-A, Summary of Carrier’s Count of Mail — Parcel

Post and Combination Services, office, and street time) times

current rate.

(2) Multiply the number of minutes of all vehicles (daily average

minutes from Form 1840-A) times regional vehicle rate per

minute.

(3) Arrive at the total daily cost to transport all relays by relay carrier

by adding 171.424b(1) and (2).

(4) Daily cost per relay (divide cost 171.424b(3) by the average

number of relays reported on Form 1840-A).

Note: In this computation, give consideration to the

necessity of collections being required from boxes in the area

involved.

c. Compare the cost of relays under the transportation agreement

(171.424a(5)), with the cost of relays delivered by relay carriers

(171.424b(4)), calculated by a trial run. Before entering into a new

transportation agreement, the preceding analysis for 171.424a can be

calculated by trial runs. Driveout agreements have included relays to

avoid foot carriers waiting for relays. If all carriers scheduled leaving

time is enforced and a foot carrier is required to carry out a sufficient

amount of mail, there should be no instance when a foot carrier waits

for relays. Hence, waiting for relays would be no valid reason for

delivering relays under a driveout agreement when it is more costly to

do so.

171.5 Termination of Transportation Agreements

Individual carrier agreements must be terminated on giving a 30-day written

notice when:

a. Postal-owned or leased vehicles are furnished.

b. Distances to and from the route change which, in turn, affect

transportation compensation.

c. Carrier wishes to terminate.

172 Transit Agreement (Public Transportation)

172.1 Administration

Review of Form 7365, Transit Agreement, must be made in June of each

year to ensure that the annual payment for transportation of carriers on public

conveyances represents minimum cost for service rendered. Transit

agreements continue in effect from year to year unless canceled or

amended. When more than one transportation company serves the same

postal district, separate agreements may be entered into with each company.

Do not enter into agreement with a company not agreeing to an

anti-discriminatory clause.

172.2 Annual Review

172.21 The following delivery factors diminish the use of public transportation by city

carriers:

a. Route motorization.

b. Change in delivery frequency on two-trip routes.

c. Transportation (driveout) agreement with carriers.

d. Changeover of a carrier route from one requiring public transportation

to or from the route to a walkout route.

172.22 Determine whether one or a combination of above factors occurred requiring

renegotiation of a new contract effective at the beginning of the fiscal year.

Determine cost per ride to make certain it is not more than public fare.

172.3 Review Between Annual Renewal Dates

Renegotiate a new carfare agreement between annual renewal dates when

administrative delivery changes, affecting the use of public transportation by

carriers, result in a cost reduction of more than $100 for the balance of the

year.

172.4 Authentication for "United States Postal Service"

172.41 Prepare Form 7365 in quintuplicate.

172.42 All copies must be authenticated by the contracting officer in the space

United States Postal Service by [Signature of Contracting Officer and Date].

172.43 Make disposition of copies as shown on Form 7365.

172.5 Cancellation

When a transit agreement in force is canceled and a new one will not be

submitted, officially advise the postal data center in writing of the effective

date of termination.

173 Emergency Vehicle Hire

173.1 When an assigned vehicle is temporarily inoperable, the unit manager must

properly provide for a replacement. Emergency hire should be made when

arrangements cannot otherwise be made.

173.2 The unit manager must develop contingency plans to avoid unnecessary

delay in obtaining replacement vehicles.

173.3 Emergency hire should first be sought with an employee willing to furnish a

vehicle to serve the route. Use Form 4516, Emergency Vehicle Hire Use, to

record the emergency hire. Use Form 4570, Vehicle Time Record, to

document daily use. Form 1804-B, Postmaster’s Certification of Vehicle Hire

Service, is the instrument used to authorize payment for vehicle hire.

173.4 When necessary to go outside the post office for an emergency vehicle, other

sources are local automobile dealers and car rental firms. Forms 4516 and

1804-B would be used as mentioned in 173.3. Every effort should be made to

obtain the emergency vehicle at the lowest possible cost.

173.5 Use of emergency vehicle hire should be limited to 6 days. Where it appears

the need will continue, secure a contract for temporary vehicle hire (60 days).

18 Quality Control Guidelines — Undeliverable as

Addressed Mail

181 Delivery Units — All

181.1 Responsibilities of the Delivery Unit Supervisor

The delivery unit supervisor must:

a. Review mail undeliverable as addressed (UAA) to identify errors and

maximize efficient handling procedures at delivery units and at

Computerized Forwarding System (CFS) units.

b. Develop a schedule as management information for sampling UAA mail

from one or more carriers. Check enough routes to assure that all

routes and employees are reviewed frequently. Conduct more frequent

reviews on those routes where the checks reveal that the quality of

service needs upgrading. Record the results of the review. Provide

training for the carrier in the proper methods and procedures when

required. Maintain a review form for each carrier in a binder. This will

enable the manager to evaluate the performance of the carrier on an

ongoing basis. Also maintain a consolidated review form so that the

delivery manager may analyze the units overall performance on "no

record mail."

c. Review mail preparation to determine if it is being sent to the

forwarding unit according to local instructions. Check carrier cases to

assure Forms 3575, Change of Address Order, are not being held by

the carrier until the effective date. Form 3575 should be annotated on

Form 3982 and sent to the CFS unit immediately upon receipt,

regardless of the effective date.

d. Review mail for misthrows, especially after scheme changes.

e. Review machineable and non-machineable separations to determine if

they contain mail that must be delivered as addressed, or sorted to one

of the basic separations for undeliverable as addressed mail on the

carrier’s case. (This can be accomplished by randomly withdrawing

from separations and verifying existence of a current removal from

Forms 3982, Changes of Address.) If necessary, review of some or all

of the mail cased to these separations can be completed after a carrier

leaves the office.

Note: Delivery employees should case mail according to the

address — unless it triggers recollection of a change of address.

Only then should name on the mail be considered. No mail is to be

cased to the CFS separations unless the employee is sure the

addressee has moved. When an employee has no recollection of a

change of address, any mail to that address must be cased for

delivery.

f. Review mail cased to the basic separations for undeliverable as

addressed mail on the carrier’s case.

g. When a carrier indicates that mail should have been processed by the

Computerized Forwarding System (CFS) the delivery manager must:

(1) Check Form 3982 in the carrier’s case for additional information.

(2) Have current Forms 3575 researched promptly to determine why

no change of address for the customer is in the CFS database.

(Form 3575 must have new address label affixed to show that

change of address was processed.)

(3) Return mail and the overprinted facing slip to the CFS with the

necessary information for proper handling.

h. When the delivery manager finds that mail was proper for review due to

no record at CFS, the carrier must be instructed concerning:

(1) Delivery of mail as addressed when carrier does not recall a

change of address for that delivery point. This mail will be

returned to the carrier for delivery.

(2) Carrier’s completion of Forms 3575-Z and 3982 after the required

holding period of 10 days for customers who have moved and

have not submitted a change of address (COA). Form 3575-Z is

checked Moved, Left No Address in the space provided.

(3) Separate bundling of UAA mail and placing of a facing slip on the

top piece when Form 3575 is effective on the date received.

181.2 Frequent Reviews

On those routes where the checks reveal that the quality of service needs

upgrading, conduct frequent reviews in addition to those in 181.1.

182 Computerized Forwarding Units

CFS or the responsible employee will:

a. Instruct all CFS employees to hold out all bundles of separated mail

identified for quality control review.

b. Record reviews by delivery area and route numbers as an analysis of

handling procedures for UAA mail and for comparison in subsequent

management control review.

c. Assure that the facing slip is annotated to show initials of CFS handling

employee, date received in CFS, and date mail and facing slip were

returned for attention of the delivery unit manager.

d. Review internal handling of mail bearing legends such as Address

Correction Requested, Return Postage Guaranteed, etc.

e. Review for legibility and completeness: Forms 3547, Notice to Mailer

of Correction in Address, and 3579, Undeliverable Standard Mail (A) &

(B) and Special Standard Mail (B), as to use of key numbers and return

of entire address labels when notifying customers. Assure the same

control of photocopying/imaging of these forms.

f. Initiate appropriate corrective action as warranted.

183 Other Units

Managers responsible for box sections or other units where UAA mail will

occur shall observe instructions above when conducting quality control

reviews.

184 Attempted, Not Known Mail

184.1 Street Delivery

Before any mail is deposited in a separation labeled "Attempted, Not Known,"

delivery must be attempted at the street address that appears on the mail

regardless of class unless the delivery employee has personal knowledge

that the addressee is not known at the address.

184.2 Post Office Box Delivery

No mail addressed with a complete state, city, and post office box number is

to be deposited in a separation labeled "Attempted, Not Known" until:

a. Delivery has been made to the post office box in the address and has

been returned as "Unknown" by the boxholder, or

b. The boxholder has advised that mail for this person is not to be

deposited in that post office.

End Of M-39 Chapter 1