In new neighborhoods, USPS requiring centralized boxes

A U.S. Postal Service change requiring the use of centralized box units in new neighborhoods is causing problems in some developments being forced to switch in mid-construction.

Joe Padilla of the Charlotte-based Real Estate and Building Industry Coalition, an industry advocacy group, alerted planners and elected officials to the change in home-delivery strategies at an Oct. 18 meeting of Mecklenburg’s Planning Coordinating Committee. That semi-annual meeting lets staff, elected officials and planning commissioners from across Mecklenburg County communicate on a range of planning issues.

Requiring a shift from curbside mailboxes at each home to a limited set of central boxes has been an issue in subdivisions in the north Mecklenburg towns of Huntersville and Cornelius. In both, the postal service asked subdivisions in mid-construction to switch to the centralized boxes for the remainder of the undeveloped lots.

Changing the mail delivery approach after construction begins causes problems for developers, according to Padilla. If subdivisions weren’t planned for this type of mail delivery, finding locations without safety or other infrastructure issues can be difficult. This can include compliance with the federal Americans with Disabilities Act, as well as traffic flow around them.

Changing the mail delivery approach after construction begins causes several problems for developers of new neighborhoods, according to Padilla. In subdivisions that have not been planned for this type of mail delivery, finding locations that do not cause safety or other infrastructure issues can be difficult. This can include ADA compliance for the new postal boxes as well as traffic flow around them.

While REBIC does not dispute the USPS’ authority to make these kinds of changes, Padilla said that the organization is, “extremely frustrated with the manner in which this policy was implemented – with no communication or coordination with local zoning or planning departments, who ultimately bear responsibility for the review and approval of subdivision plans.”

For now, REBIC is suggesting that developers contact the Postal Service early in their development process so that they do not have to make expensive changes later. Padilla also asked for support from the Mecklenburg towns in asking the USPS’ local representative to put this policy change on hold until mutually acceptable standards can be put in place.

REBIC does not dispute the USPS’ authority to make those kinds of changes, Padilla said, but the organization is “extremely frustrated with the manner in which this policy was implemented – with no communication or coordination with local zoning or planning departments, who ultimately bear responsibility for the review and approval of subdivision plans.”

For now, REBIC is suggesting that developers contact the Postal Service early in their development process to avoid having to make expensive changes later. Padilla also asked for support from the Mecklenburg towns in asking the USPS’ local representative to put the policy change on hold until mutually acceptable standards can be put in place.

Although many residents might view the USPS move to end door-to-door delivery in new areas as a loss, one north Mecklenburg town offers an example of a different way of thinking. In the historic core of Davidson, residents in the 1990s fought to preserve their lack of home mail delivery. Their view: The tradition of going to the post office to collect mail encourages a sense of neighborliness and community.

Switching to centralized boxes is one approach the Postal Service is using to address its growing financial problems. A combination of rapidly declining mail volume and changes in requirements in how the Postal Service must account for and pay for retirement benefits has resulted in losses estimated to be $25 million per day (read more).

A USPS report from 2011 concluded that “the Postal Service should develop a comprehensive strategic plan to aggressively move from existing door-to-door delivery to curbside delivery, which could save more that $4.5 billion a year. Future strategies should also evaluate savings opportunities associated with conversion of curbside to centralized delivery – which could save the Postal Service an additional $5.1 billion – and mandate centralized delivery for new delivery points.”

According to Monica Coachman with the mid-Carolinas district of the USPS, the Postal Service “must make changes that are within our control in an effort to lower costs. The Postal Service understands that many developers were accustomed to selecting modes of delivery and coordinating with the Postal Service after decisions are made. The process was changed in April 2012, and the Postal Service now determines the type of delivery to be made which is most efficient and appropriate for the area to be served.”

Coachman explained that delivering mail to the 152 million addresses in the U.S. is the largest fixed cost for the Postal Service at roughly $30 billion per year. Here is a breakdown on the costs by method of delivery:

• Door delivery is most costly, at $353 per mailbox per year.
• Curbside delivery has associated costs of $224 per mailbox per year.
• Centralized box unit delivery or cluster box (outdoor pedestal box as shown in top photo) is $160 per mailbox per year.
• Centralized delivery (indoor at apartment/condo units) averages $165 per mailbox per year.
• Post Office Box delivery is most efficient, because the associated costs are incorporated into the cost to run the Post Office

In response to REBIC’s concerns, Coachman replied, “While the Postal Service moves forward with change, the goal is to work with our local partners and eliminate or reduce the impact to customers. We apologize for any frustrations during the initial period of change.”

Other cost-saving strategies used by the Postal Service include closing some post offices and mail processing facilities and increasing commercial package volume. One strategy rejected by Congress was to eliminate Saturday delivery. (GAO report on Saturday delivery from 2011.)

Unlike scrapping Saturday delivery, converting to centralized boxes is considered a policy change the Postal Service can make without congressional approval.

– See more at: /story/usps-home-delivery-change-charlotte#sthash.cHV069ZD.dpuf

REBIC does not dispute the USPS’ authority to make those kinds of changes, Padilla said, but the organization is “extremely frustrated with the manner in which this policy was implemented – with no communication or coordination with local zoning or planning departments, who ultimately bear responsibility for the review and approval of subdivision plans.”

For now, REBIC is suggesting that developers contact the Postal Service early in their development process to avoid having to make expensive changes later. Padilla also asked for support from the Mecklenburg towns in asking the USPS’ local representative to put the policy change on hold until mutually acceptable standards can be put in place.

Although many residents might view the USPS move to end door-to-door delivery in new areas as a loss, one north Mecklenburg town offers an example of a different way of thinking. In the historic core of Davidson, residents in the 1990s fought to preserve their lack of home mail delivery. Their view: The tradition of going to the post office to collect mail encourages a sense of neighborliness and community.

Switching to centralized boxes is one approach the Postal Service is using to address its growing financial problems. A combination of rapidly declining mail volume and changes in requirements in how the Postal Service must account for and pay for retirement benefits has resulted in losses estimated to be $25 million per day (read more).

A USPS report from 2011 concluded that “the Postal Service should develop a comprehensive strategic plan to aggressively move from existing door-to-door delivery to curbside delivery, which could save more that $4.5 billion a year. Future strategies should also evaluate savings opportunities associated with conversion of curbside to centralized delivery – which could save the Postal Service an additional $5.1 billion – and mandate centralized delivery for new delivery points.”

According to Monica Coachman with the mid-Carolinas district of the USPS, the Postal Service “must make changes that are within our control in an effort to lower costs. The Postal Service understands that many developers were accustomed to selecting modes of delivery and coordinating with the Postal Service after decisions are made. The process was changed in April 2012, and the Postal Service now determines the type of delivery to be made which is most efficient and appropriate for the area to be served.”

Coachman explained that delivering mail to the 152 million addresses in the U.S. is the largest fixed cost for the Postal Service at roughly $30 billion per year. Here is a breakdown on the costs by method of delivery:

• Door delivery is most costly, at $353 per mailbox per year.
• Curbside delivery has associated costs of $224 per mailbox per year.
• Centralized box unit delivery or cluster box (outdoor pedestal box as shown in top photo) is $160 per mailbox per year.
• Centralized delivery (indoor at apartment/condo units) averages $165 per mailbox per year.
• Post Office Box delivery is most efficient, because the associated costs are incorporated into the cost to run the Post Office

In response to REBIC’s concerns, Coachman replied, “While the Postal Service moves forward with change, the goal is to work with our local partners and eliminate or reduce the impact to customers. We apologize for any frustrations during the initial period of change.”

Other cost-saving strategies used by the Postal Service include closing some post offices and mail processing facilities and increasing commercial package volume. One strategy rejected by Congress was to eliminate Saturday delivery. (GAO report on Saturday delivery from 2011.)

Unlike scrapping Saturday delivery, converting to centralized boxes is considered a policy change the Postal Service can make without congressional approval.

– See more at: /story/usps-home-delivery-change-charlotte#sthash.cHV069ZD.dpuf

REBIC does not dispute the USPS’ authority to make those kinds of changes, Padilla said, but the organization is “extremely frustrated with the manner in which this policy was implemented – with no communication or coordination with local zoning or planning departments, who ultimately bear responsibility for the review and approval of subdivision plans.”

For now, REBIC is suggesting that developers contact the Postal Service early in their development process to avoid having to make expensive changes later. Padilla also asked for support from the Mecklenburg towns in asking the USPS’ local representative to put the policy change on hold until mutually acceptable standards can be put in place.

Although many residents might view the USPS move to end door-to-door delivery in new areas as a loss, one north Mecklenburg town offers an example of a different way of thinking. In the historic core of Davidson, residents in the 1990s fought to preserve their lack of home mail delivery. Their view: The tradition of going to the post office to collect mail encourages a sense of neighborliness and community.

Switching to centralized boxes is one approach the Postal Service is using to address its growing financial problems. A combination of rapidly declining mail volume and changes in requirements in how the Postal Service must account for and pay for retirement benefits has resulted in losses estimated to be $25 million per day (read more).

A USPS report from 2011 concluded that “the Postal Service should develop a comprehensive strategic plan to aggressively move from existing door-to-door delivery to curbside delivery, which could save more that $4.5 billion a year. Future strategies should also evaluate savings opportunities associated with conversion of curbside to centralized delivery – which could save the Postal Service an additional $5.1 billion – and mandate centralized delivery for new delivery points.”

According to Monica Coachman with the mid-Carolinas district of the USPS, the Postal Service “must make changes that are within our control in an effort to lower costs. The Postal Service understands that many developers were accustomed to selecting modes of delivery and coordinating with the Postal Service after decisions are made. The process was changed in April 2012, and the Postal Service now determines the type of delivery to be made which is most efficient and appropriate for the area to be served.”

Coachman explained that delivering mail to the 152 million addresses in the U.S. is the largest fixed cost for the Postal Service at roughly $30 billion per year. Here is a breakdown on the costs by method of delivery:

• Door delivery is most costly, at $353 per mailbox per year.
• Curbside delivery has associated costs of $224 per mailbox per year.
• Centralized box unit delivery or cluster box (outdoor pedestal box as shown in top photo) is $160 per mailbox per year.
• Centralized delivery (indoor at apartment/condo units) averages $165 per mailbox per year.
• Post Office Box delivery is most efficient, because the associated costs are incorporated into the cost to run the Post Office

In response to REBIC’s concerns, Coachman replied, “While the Postal Service moves forward with change, the goal is to work with our local partners and eliminate or reduce the impact to customers. We apologize for any frustrations during the initial period of change.”

Other cost-saving strategies used by the Postal Service include closing some post offices and mail processing facilities and increasing commercial package volume. One strategy rejected by Congress was to eliminate Saturday delivery. (GAO report on Saturday delivery from 2011.)

Unlike scrapping Saturday delivery, converting to centralized boxes is considered a policy change the Postal Service can make without congressional approval.

– See more at: /story/usps-home-delivery-change-charlotte#sthash.cHV069ZD.dpuf

REBIC does not dispute the USPS’ authority to make those kinds of changes, Padilla said, but the organization is “extremely frustrated with the manner in which this policy was implemented – with no communication or coordination with local zoning or planning departments, who ultimately bear responsibility for the review and approval of subdivision plans.”

For now, REBIC is suggesting that developers contact the Postal Service early in their development process to avoid having to make expensive changes later. Padilla also asked for support from the Mecklenburg towns in asking the USPS’ local representative to put the policy change on hold until mutually acceptable standards can be put in place.

Although many residents might view the USPS move to end door-to-door delivery in new areas as a loss, one north Mecklenburg town offers an example of a different way of thinking. In the historic core of Davidson, residents in the 1990s fought to preserve their lack of home mail delivery. Their view: The tradition of going to the post office to collect mail encourages a sense of neighborliness and community.

Switching to centralized boxes is one approach the Postal Service is using to address its growing financial problems. A combination of rapidly declining mail volume and changes in requirements in how the Postal Service must account for and pay for retirement benefits has resulted in losses estimated to be $25 million per day (read more).

A USPS report from 2011 concluded that “the Postal Service should develop a comprehensive strategic plan to aggressively move from existing door-to-door delivery to curbside delivery, which could save more that $4.5 billion a year. Future strategies should also evaluate savings opportunities associated with conversion of curbside to centralized delivery – which could save the Postal Service an additional $5.1 billion – and mandate centralized delivery for new delivery points.”

According to Monica Coachman with the mid-Carolinas district of the USPS, the Postal Service “must make changes that are within our control in an effort to lower costs. The Postal Service understands that many developers were accustomed to selecting modes of delivery and coordinating with the Postal Service after decisions are made. The process was changed in April 2012, and the Postal Service now determines the type of delivery to be made which is most efficient and appropriate for the area to be served.”

Coachman explained that delivering mail to the 152 million addresses in the U.S. is the largest fixed cost for the Postal Service at roughly $30 billion per year. Here is a breakdown on the costs by method of delivery:

• Door delivery is most costly, at $353 per mailbox per year.
• Curbside delivery has associated costs of $224 per mailbox per year.
• Centralized box unit delivery or cluster box (outdoor pedestal box as shown in top photo) is $160 per mailbox per year.
• Centralized delivery (indoor at apartment/condo units) averages $165 per mailbox per year.
• Post Office Box delivery is most efficient, because the associated costs are incorporated into the cost to run the Post Office

In response to REBIC’s concerns, Coachman replied, “While the Postal Service moves forward with change, the goal is to work with our local partners and eliminate or reduce the impact to customers. We apologize for any frustrations during the initial period of change.”

Other cost-saving strategies used by the Postal Service include closing some post offices and mail processing facilities and increasing commercial package volume. One strategy rejected by Congress was to eliminate Saturday delivery. (GAO report on Saturday delivery from 2011.)

Unlike scrapping Saturday delivery, converting to centralized boxes is considered a policy change the Postal Service can make without congressional approval.