jurisdiction: US

text: b' Office of Inspector General\n\n\n\n\nJune 17, 2005\n\nWILLIAM ALMARAZ\nMANAGER, LOS ANGELES DISTRICT\n\nSUBJECT: Audit Report - Efficiency of the Los Angeles International Service Center\n (Report Number NO-AR-05-011)\n\nThis report presents the results of our review of the Los Angeles International Service\nCenter (ISC) located in the Los Angeles District in the Pacific Area (Project Number\n04YG037NO000). This is our third report on the efficiency of ISCs. Our objective was\nto assess operational efficiency at the Los Angeles ISC. We conducted this audit in\ncooperation with the Pacific Area manager of Operations Support and the manager,\nLos Angeles District.\n\nThe Los Angeles ISC had reduced workhours, but it could further improve\noperational efficiency. The Los Angeles ISC generally did not meet productivity targets,\nadjust workhours in relation to changes in workload, fully employ mechanized\nequipment, or attain the level of efficiency achieved by other centers. The Los Angeles\nISC could begin to improve efficiency by reducing 85,000 workhours based on workhour\nusage in fiscal year 2004. This reduction could produce a cost avoidance of\napproximately $26.1 million based on labor savings over a ten-year period. We will\nreport approximately $26.1 million of funds put to better use in our Semiannual Report\nto Congress.\n\nWe made three recommendations to Postal Service management addressing these\nissues. Management agreed with our findings, recommendations, and monetary impact\nand has initiatives planned addressing the issues in this report. Management\xe2\x80\x99s\ncomments and our evaluation of these comments are included in the report.\n\nThe Office of Inspector General (OIG) considers recommendation 1 significant, and\ntherefore requires OIG concurrence before closure. Consequently, the OIG requests\nwritten confirmation when corrective actions are completed. This recommendation\nshould not be closed in the follow-up tracking system until the OIG provides written\nconfirmation the recommendation can be closed.\n\n\n\n\n 1735 N Lynn St.\n Arlington, VA 22209-2020\n (703) 248-2100\n Fax: (703) 248-2256\n\x0cWe appreciate the cooperation and courtesies provided by your staff during the audit.\nIf you have any questions or need additional information please contact Robert J. Batta,\nDirector, Network Operations - Processing, or me at (703) 248-2300.\n\n/s/ Mary W. Demory\n\nMary W. Demory\nDeputy Assistant Inspector General\n for Core Operations\n\nAttachments\n\ncc: Paul E. Vogel\n Alfred Iniguez\n Michael J. Nappi\n Kerry L. Wolny\n Steven R. Phelps\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n\n TABLE OF CONTENTS\n\n Executive Summary i\n\n Part I\n\n Introduction 1\n\n Background 1\n Objective, Scope, and Methodology 3\n Prior Audit Coverage 4\n\n Part II\n\n Audit Results 5\n\n Assessment of Resources at the Los Angeles ISC 5\n Recommendations 13\n Management\xe2\x80\x99s Comments 13\n Evaluation of Management\xe2\x80\x99s Comments 14\n\n Appendix A. Prior Audit Coverage 15\n\n Appendix B. Targeted Productivity Levels Achieved by Each Type of 19\n Mail Processing Operation and Potential Hour Savings\n Based on Percentage of Achievement to Target, FYs 2003\n and 2004\n\n Appendix C. FY 2003 and 2004 First Handling Pieces by Total 20\n Workhours\n\n Appendix D. LDC 17 Workhours as a Percentage of Total Function 1 21\n (Mail Processing) Workhours for FYs 2004 and 2003\n\n Appendix E. Cost Avoidance at the Los Angeles ISC (Funds Put to 22\n Better Use)\n\n Appendix F. Management\xe2\x80\x99s Comments 23\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n\n List of Figures and Illustrations\n\n Figure 1. International Mail Revenue 2\n\n Figure 2. International Mail Volume 2\n\n Figure 3. First Handling Pieces, FYs 2003 Through 2004 3\n\n Figure 4. Workhours, FYs 2003 Through 2004 3\n\n Figure 5. Los Angeles ISC Trend Analysis 6\n\n Figure 6. Los Angeles ISC Volume Data 12\n\n Illustration 1. Parcels worked manually at the Los Angeles ISC 8\n\n Illustration 2. Parcels awaiting manual processing 8\n\n Illustration 3. Manual sortation of parcels 9\n\n Illustration 4. Hamper dumper in the Customs Unit 9\n\n Illustration 5. Mail in Customs Unit awaiting manual processing 10\n\n Illustration 6. Parcels moving down conveyor belt into sacks and 10\n hampers on the small parcel bundle sorter (SPBS)\n\n Illustration 7. Parcels keyed by an operator on the SPBS 11\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n EXECUTIVE SUMMARY\n Introduction The Office of Inspector General assessed mail processing\n operational efficiency at the Los Angeles, California,\n International Service Center (ISC) located in the\n Los Angeles District in the Pacific Area.\n\n Results in Brief The Los Angeles ISC had reduced workhours, but it could\n further improve operational efficiency. The Los Angeles ISC\n generally did not meet productivity targets, adjust workhours\n in relation to changes in workload, fully employ mechanized\n equipment, or attain the level of efficiency achieved by other\n centers.\n\n These conditions occurred because of high management\n turnover,1 which resulted in inconsistent and incomplete\n reviews of operational efficiencies. Consequently, the\n Los Angeles ISC used more workhours than needed to\n process mail volumes.\n\n The Postal Service could increase operational efficiency at\n the Los Angeles ISC by reducing 85,000 mail processing\n workhours. This reduction could produce a cost avoidance\n of approximately $26.1 million based on labor savings over\n a ten-year period.\n\n Summary of We recommended the manager, Los Angeles ISC, reduce\n Recommendations 85,000 mail processing workhours based on workhour\n usage in fiscal year 2004 and periodically evaluate\n operating efficiencies at the Los Angeles ISC. We also\n recommended the Los Angeles ISC obtain a Linear\n Integrated Parcel Sorter, two universal dumpers, a small\n parcel bundle sorter extension, and additional belts.\n\n\n\n\n1\n Since fiscal year (FY) 1999, 13 different people have held the Los Angeles ISC manager position.\n\n\n\n\n i\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n\n Summary of Management agreed with our finding, recommendations,\n Management\xe2\x80\x99s and associated monetary impact. Management\xe2\x80\x99s response\n Comments indicated that a combination of workhour reductions, an\n increase in mail volume, and consolidation of volumes could\n also achieve higher efficiency levels. Furthermore,\n management agreed to pursue the deployment of a Linear\n Integrated Parcel Sorter, two universal dumpers, a small\n parcel bundle sorter extension, and additional belts.\n Management\xe2\x80\x99s comments, in their entirety, are included in\n Appendix F of this report.\n\n Overall Evaluation of Management\xe2\x80\x99s comments are responsive to the\n Management\xe2\x80\x99s recommendations and reflect that management is taking a\n Comments proactive approach to improving efficiency. Management\xe2\x80\x99s\n planned actions should correct the issues identified in the\n report.\n\n\n\n\n ii\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n INTRODUCTION\n Background The Postal Service established international service centers\n (ISC) in 1996 to better compete in the growing international\n mail market. Before 1996, exchange offices2 processed\n international mail.3 These exchange offices were collocated\n in processing and distribution centers where domestic mail\n processing took precedence over international mail.\n\n On August 5, 1997, the Board of Governors approved\n $146.9 million in capital investments funding and\n $129.7 million (undiscounted) for lease expense funding to\n establish a network dedicated to processing international\n mail. The international network was established to improve\n international mail service with a dedicated workforce and\n single-focus management of international mail. The Postal\n Service hoped that this approach would improve service\n and provide the structure needed to support new products\n and increase revenue. In response to this marketing and\n sales plan, ISCs were established in Miami, Florida;\n Chicago, Illinois; Los Angeles and San Francisco,\n California; Dallas, Texas; New York, New York; and Dulles,\n Virginia.4 In addition, two surface facilities that transport\n mail over water\xe2\x80\x93which are known as international service\n facilities\xe2\x80\x93were established in Oakland, California, and\n Jersey City, New Jersey.\n\n However, mail volume or revenue did not increase as\n outlined in the marketing and sales plan. The volume of\n international mail declined by 20 percent and revenue\n increased by 3 percent from fiscal years (FY) 1996 to 2004.\n Figure 1, International Mail Revenue, and Figure 2,\n International Mail Volume, show the volume and revenue\n trends.\n\n\n\n\n2\n An international exchange office or international mail service center is a post office, airport mail center, or facility\nauthorized to exchange international mail, both air and surface, with another country.\n3\n International mail is mail originating in one country and arriving in another. It is classified as Postal Union Mail\n(letters, cards, and other articles), postal parcels, and Express Mail International Service.\n4\n The planned Dulles, Virginia, ISC was completed in October 1999, but does not serve as an ISC. The Dallas ISC\nwas closed by the Postal Service in accounting period 7 of FY 2004 because expected increases in mail volume did\nnot occur.\n\n\n\n\n 1\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n\n Figure 1\n Dollars in Billions\n International Mail Revenue\n 1.75\n 1.7\n 1.65\n 1.6\n 1.55\n 1.5\n 1996 1997 1998 1999 2000 2001 2002 2003 2004\n Fiscal Years\n\n\n\n Figure 2\n International Mail Volume\n 1,150.0\n Number of Pieces\n\n\n\n\n 1,100.0\n 1,050.0\n (000)\n\n\n\n\n 1,000.0\n 950.0\n 900.0\n 850.0\n 800.0\n 1996 1997 1998 1999 2000 2001 2002 2003 2004\n Fiscal Years\n\n\n\n In March 1996, Coopers & Lybrand, L.L.P., conducted a\n study on behalf of the Postal Service. The study projected\n international mail revenue at $6.1 billion in FY 2000 and\n $11.4 billion in FY 2005. However, actual revenue in\n FY 2000 was $1.66 billion, a shortfall of 73 percent of the\n projected amount. It is unlikely that the Postal Service will\n achieve the FY 2005 projection of $11.4 billion, based on\n FY 2004 revenue of $1.7 billion.\n\n The Los Angeles ISC is one of the smaller facilities in the\n international network. In FY 2004, the Los Angeles ISC\n processed nearly 79 million pieces, or 9 percent of the total\n international mail volume. In addition, the Los Angeles ISC\n used approximately 454,387 hours, or 9 percent of the total\n international workhours to process this mail.\n\n\n\n\n 2\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n Figure 3, First Handling Pieces, FYs 2003 Through 2004,\n and Figure 4, Workhours, FYs 2003 Through 2004, show\n the percentage of total volume and hours used at each ISC.\n\n\n\n Figure 3 Figure 4\n First Handling Pieces, Workhours,\n FYs 2003 Through 2004 FYs 2003 Through 2004\n\n\n 11% 8%\n\n 14% 13%\n\n 51%\n 51%\n 11% 15%\n 9%\n 9%\n\n\n New York Los Angeles New York Los Angeles\n San Francisco Chicago San Francisco Chicago\n Miami Miami\n\n Note: We excluded Dallas from the charts above because it was closed in\n FY 2004; thus, the percentage totals do not equal 100.\n\n Objective, Scope, and The audit assessed operational efficiency at the\n Methodology Los Angeles ISC. We observed processing operations,\n analyzed mail volumes and workhours, interviewed officials,\n evaluated machine utilization, and benchmarked mail\n volumes by workhour with other ISCs. We also reviewed\n applicable Postal Service handbooks and regulations,\n including Handbook M-32, Management Operation Data\n System; Postal Bulletins; and Title 39, United States Code\n (U.S.C.).\n\n To analyze mail volume and workhours, we used Postal\n Service operational systems, including the National\n Workhour Reporting System, the Management Operating\n Data System, the Web Enterprise Information System, and\n the Web End-of-Run System. We checked the accuracy of\n data by confirming our analysis and results with Postal\n Service managers and found no material differences.\n\n\n\n\n 3\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n This audit was conducted from November 2004 through\n June 2005 in accordance with generally accepted\n government auditing standards and included such tests\n of internal controls as were considered necessary under\n the circumstances. We discussed our observations and\n conclusions with appropriate management officials and\n included their comments where appropriate.\n\n Prior Audit Coverage We have issued 14 audit reports on workhour efficiency.\n Appendix A summarizes the findings of these reports.\n\n\n\n\n 4\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n AUDIT RESULTS\n Assessment of Resources at the Los Angeles ISC could be used more\n Resources at the efficiently. The Los Angeles ISC generally did not:\n Los Angeles ISC\n \xe2\x80\xa2 Meet productivity targets.\n\n \xe2\x80\xa2 Adjust workhours in relation to changes in workload.\n\n \xe2\x80\xa2 Fully employ the mechanized equipment necessary to\n efficiently process mail.\n\n \xe2\x80\xa2 Attain the level of efficiency achieved by other\n centers.\n\n Management at the Los Angeles ISC had addressed\n operational efficiency, but could further improve efficiency by\n reducing 85,000 workhours, based on FY 2004 workhour\n usage.\n\n Title 39, U.S.C., Chapter 4, Section 403, states, \xe2\x80\x9cThe Postal\n Service shall plan, develop, promote and provide adequate\n and efficient postal services. . . .\xe2\x80\x9d\n\n Because of high management turnover, Postal Service\n management had not updated mail arrival profiles, reviewed\n transportation schedules, benchmarked operations against\n other ISCs, evaluated machine utilization, assessed\n equipment needs, or analyzed trends. Consequently, the\n Los Angeles ISC used more workhours than needed to\n process its mail volume.\n\n Los Angeles ISC The Los Angeles ISC has not achieved target productivity\n Generally Did Not Meet levels over a two-year period for any of its mail processing\n Productivity Targets operations, with the exception of the small parcel bundle\n sorter (SPBS). Target productivity levels are based on total\n pieces of mail that could be processed for each machine or\n workhour of an operation. In FY 2004, the Los Angeles ISC\n achieved 50 percent of its total targeted productivity levels.\n\n For example, the flat sorting operation achieved 64 percent\n of its national target level in FY 2003, but only 52 percent in\n FY 2004. Appendix B shows the percentage of target\n\n\n\n\n 5\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n productivity levels achieved for each operation and the\n associated potential workhour savings\n\n Workhours Were The Los Angeles ISC did not adjust workhours for changes\n Excessive in Relation to in workload. The mail volume (first handling pieces)\n Workload processed at the Los Angeles ISC decreased by 16.1 million\n pieces (17 percent) from FYs 2003 to 2004; however,\n workhours decreased by 18,524 (or just 4 percent) during\n the same period.\n\n Figure 5\n Los Angeles ISC Trend Analysis\n\n FY Volume (000) Hours\n 2003 95,290 472,911\n 2004 79,179 454,387\n Percent Change -17% -4%\n\n The excessive use of workhours in relation to volume\n resulted from moving import operations5 and the associated\n mail volume to another facility. Although management had\n begun reducing workhours by eliminating eight positions at\n the end of FY 2004, opportunities exist to reduce workhours\n further.\n\n Lack of Mechanization The Los Angeles ISC could improve productivity and reduce\n workhours by using mechanized equipment.6 Mechanized\n equipment will generally process more volume per workhour\n than manual sortation. We found that:\n\n \xe2\x80\xa2 Large parcels were sorted manually because the ISC\n had no mechanized equipment such as a Linear\n Integrated Parcel Sorter to sort large parcels.7\n\n \xe2\x80\xa2 The Customs Unit hamper dumper8 was seldom\n used, since it was not capable of dumping mail that\n\n5\n Import operations sort mail that originated outside the customs territory of the United States (e.g., outside the\n50 states, the District of Columbia, and Puerto Rico).\n6\n Mechanization equipment (parcel sorters, flat sorting machines, canceling machines, and culling machines) requires\noperator input on each mailpiece and is used to sort letters, flats, and parcels. Automation equipment (barcode\nsorters and multiline optical character readers) uses technology to sort mail with little operator intervention.\n7\n A Linear Integrated Parcel Sorter is used to sort parcels.\n8\n The hamper dumper is mechanized equipment that is used to dump mail from hampers onto a conveyor belt.\nIllustration 4 is a photograph of a hamper dumper.\n\n\n\n\n 6\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n normally arrived in over-the-road and all-purpose\n containers. As a result, employees manually\n dumped mail on the customs belt. The addition of\n two universal dumpers would allow mail to be\n mechanically dumped on the customs belt,\n streamlining this process.\n\n \xe2\x80\xa2 Additional employees were needed in the SPBS area\n to pull bins that filled up quickly and to manually\n process low-density mail where machine separations\n did not exist. An extension to the SPBS machine\n would provide additional separations and allow this\n mail to be worked more efficiently.\n\n \xe2\x80\xa2 The Central Dispatch Unit could be improved by the\n use of mechanized belts. This would allow mail to be\n moved more efficiently and facilitate the consolidation\n of some of the dispatch operational setups.9\n\n \xe2\x80\xa2 Illustrations 1 through 7 show opportunities where\n mechanized equipment could assist the Los Angeles\n ISC in reducing workhours.\n\n\n\n\n9\n The Central Dispatch Unit is the area at the Los Angeles ISC where mail is readied and loaded for transportation.\n\n\n\n\n 7\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n\nIllustration 1. Parcels must be worked manually because there is no Linear Integrated\nParcel Sorter at the Los Angeles ISC.\n\n\n\n\nIllustration 2. Parcels awaiting manual processing.\n\n\n\n\n 8\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n\nIllustration 3. Manual sortation of parcels. A Linear Integrated Parcel Sorter would\nstreamline this process.\n\n\n\n\nIllustration 4. The current hamper dumper in the Customs Unit was seldom used\nbecause mail normally arrived in over-the-road and all-purpose containers. The hamper\ndumper cannot take mail from these types of containers and dump it onto a conveyor belt\nto begin processing.\n\n\n\n\n 9\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n\nIllustration 5. Mail in the Customs Unit awaiting manual processing. The addition of\ntwo universal dumpers would streamline this process.\n\n\n\n\nIllustration 6. After the operators key parcels (see Illustration 7), the parcels move down\na conveyor belt and fall into separation bins based on ZIP Codes.10 Parcels that are\naddressed to ZIP Codes that do not have individual bin separations fall into the red\nhamper. As seen above, the red hamper is half full and will need to be replaced soon.\nAdditional employees will be needed to pull bins that fill up quickly and manually process\nmail where individual bins do not exist. An extension to the SPBS would provide\nadditional separation bins and allow this mail to be worked more efficiently.\n\n\n\n10\n The SPBS sorts small parcels, irregular parcel post, bundles of mail, and Priority Mail into as many as\n100 separations or outgoing addresses, which would not include all possible outgoing ZIP Codes.\n\n\n\n\n 10\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n\nIllustration 7. This picture shows an operator keying parcels on the SPBS. (See\nIllustration 6.)\n\n\n\n\n 11\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n Los Angeles ISC Less The Los Angeles ISC was generally less efficient than\n Efficient Than Other other ISCs. The following figure shows productivity\n ISCs levels using first handling pieces per workhour for the\n Los Angeles ISC compared to other ISCs. For FYs 2003\n and 2004, first handling pieces per workhour ratios for the\n Los Angeles ISC were 201.50 and 174.25 compared to the\n average of other ISCs\xe2\x80\x99 ratios of 210.91 for FY 2003 and\n 203.23 for FY 2004.\n\n Figure 6\n Los Angeles ISC Volume Data\n FIRST HANDLING PIECES PER FIRST HANDLING PIECES\n WORKHOUR FOR PER WORKHOUR FOR\n FISCAL YEAR LOS ANGELES OTHER SITES\n 2003 201.50 210.91\n 2004 174.25 203.23\n\n\n These ratios show that the Los Angeles ISC processed\n less mail per workhour than the average processed by\n other ISCs. Appendix C shows how the Los Angeles ISC\n compared to other ISCs with regard to first handling pieces\n per workhour for FY 2004.\n\n In addition, the Los Angeles ISC used more workhours in\n Labor Distribution Code (LDC) 17 than any other ISC used\n in FY 2004. LDC 17 is defined as Mail Processing Other\n Direct Operations.11 LDC 17 workhours used by the\n Los Angeles ISC accounted for 47 percent of total mail\n processing workhours, compared to the 34 percent\n average used by other ISCs. This means that the LA ISC\n is using 13 percent more workhours than other ISCs in this\n area. See Appendix D.\n\n Reasons for and Impact Since FY 1999, 13 different people have held the\n of Inefficiencies Los Angeles ISC manager position. During our review, the\n current manager had only been in place for two weeks,\n and there had already been three different managers since\n January 2004.\n\n\n\n11\n The activities in LDC 17 include all hours of employees involved in mail processing operations such as mail\npreparation, presort operations, traying and sleeving, opening, pouching, and platform operations.\n\n\n\n\n 12\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n Because of high management turnover, mail processing\n supervisors and employees were often unaware of the\n current targets and goals for their units. We also found\n that Postal Service managers had not evaluated\n operational efficiency by:\n\n \xe2\x80\xa2 Updating mail arrival profiles.\n\n \xe2\x80\xa2 Reviewing transportation schedules.\n\n \xe2\x80\xa2 Extensively analyzing operations.\n\n \xe2\x80\xa2 Evaluating machine utilization.\n\n \xe2\x80\xa2 Assessing equipment needs.\n\n \xe2\x80\xa2 Comprehensively benchmarking operations against\n similar-sized facilities.\n\n Consequently, the Los Angeles ISC used more workhours\n than needed to process its mail volume.\n\n Recommendations To improve operating efficiency, we recommend the\n manager, Los Angeles District:\n\n 1. Reduce mail processing workhours by\n 85,000, based on FY 2004 workhours. This will\n produce a cost avoidance of approximately\n $26.1 million, based on labor savings over a\n ten-year period.\n\n 2. Periodically evaluate operating efficiency and\n staffing to determine whether further workhour\n adjustments are necessary based on workload.\n\n 3. Obtain a Linear Integrated Parcel System,\n two universal dumpers, a small parcel bundle sorter\n extension, and additional belts.\n\n Management\xe2\x80\x99s Management agreed with our finding, recommendations,\n Comments and associated monetary impact. Management\xe2\x80\x99s\n response indicated that a combination of workhour\n reductions, an increase in mail volume, and consolidation\n\n\n\n 13\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n of volumes could also achieve higher efficiency levels.\n Furthermore, management agreed to pursue the\n deployment of a Linear Integrated Parcel Sorter,\n two universal dumpers, a small parcel bundle sorter\n extension, and additional belts. Management agreed to\n implement the recommendations by FY 2010.\n\n Evaluation of Management\xe2\x80\x99s comments are responsive and reflect that\n Management\xe2\x80\x99s management is taking a proactive approach in the\n Comments implementation of our three recommendations.\n Management\xe2\x80\x99s planned actions should correct the issues\n identified in the finding.\n\n\n\n\n 14\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\n APPENDIX A. PRIOR AUDIT COVERAGE\n\nEfficiency of the Airmail Records Unit at the Los Angeles International Service Center\n(Report Number NO-AR-05-010, April 28, 2005). We found the Los Angeles ISC could\nimprove the efficiency of the airmail records unit by reducing workhours by 5,450. A\nreduction of 5,450 workhours could produce a cost avoidance of over $1.8 million,\nbased on labor savings over ten years. We made three recommendations to Postal\nService management addressing these issues. Management agreed with our finding,\nrecommendations, and monetary impact and has initiatives planned addressing the\nissues we identified.\n\nEfficiency Review of the Akron, Ohio, Processing and Distribution Center (Report\nNumber NO-AR-05-009, March 30, 2005). We found the Akron Processing and\nDistribution Center could improve operational efficiency by reducing 235,000 workhours.\nThis reduction could produce a cost avoidance of approximately $74 million, based on a\nlabor savings over ten years. We made two recommendations to Postal Service\nmanagement addressing these issues. Management agreed with our findings,\nrecommendations, and associated monetary impact and has initiatives planned\naddressing the issues we identified.\n\nEfficiency Review of the Mansfield, Ohio, Main Post Office (Report Number\nNO-AR-05-004, December 8, 2004). We found the Mansfield Main Post Office (MPO)\ncould improve operational efficiency by reducing 24,000 mail processing workhours,\nbased on the assumption that mail volume will not significantly change from FY 2003\nlevels. This would allow the Mansfield MPO to achieve 90 percent of its targeted goals\nand could produce a cost avoidance of approximately $7.6 million, based on labor\nsavings over ten years. We also concluded that a favorable business case exists to\nmove the Mansfield MPO\xe2\x80\x99s outgoing mail operations to the Akron Processing and\nDistribution Center. This consolidation would save an additional 28,000 workhours at\nthe Mansfield MPO, improve network efficiencies, and potentially upgrade delivery\nservice. This workhour reduction could produce a cost avoidance of over $9.6 million\nbased on labor savings over ten years. We made four recommendations in the report.\nManagement agreed with our findings, recommendations, and monetary impact and has\ninitiatives in progress or planned addressing the issues we identified.\n\nEfficiency of the New York International Service Center (Report Number\nNO-AR-04-009, September 24, 2004). We found the New York ISC could improve the\nefficiency of processing international and military mail by reducing employee workhours\nby 326,000 and increasing supervisory workhours by 6,000, for a net reduction of\n320,000 workhours. This reduction of 320,000 workhours could produce a cost\navoidance of more than $98 million, based on labor savings over ten years. We made\ntwo recommendations to Postal Service management addressing these issues.\nManagement agreed with our finding, recommendations, and monetary impact and has\ninitiatives in progress or planned addressing the issues we identified.\n\n\n\n 15\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\nEfficiency of the Airmail Records Unit at the New York International Service Center\n(Report Number NO-AR-04-011, September 24, 2004). We found the New York ISC\ncould improve the efficiency of the airmail records unit by reducing workhours by\n30,000. Management should also consider outsourcing the airmail records unit, since\nthis operation is not core to New York ISC\xe2\x80\x99s mission of processing international mail.\nA reduction of 30,000 workhours could produce a cost avoidance of over $9 million,\nbased on labor savings over ten years. We made two recommendations to Postal\nService management addressing these issues. Management agreed with our finding,\nrecommendations, and monetary impact and has initiatives in progress or planned\naddressing the issues we identified.\n\nEfficiency of the San Francisco International Service Center and the General Services\nAdministration Facility (Report Number NO-AR-04-006, March 31, 2004). We found the\ndistrict should reduce the workhours necessary to process mail at the San Francisco\nISC, transfer mail from the General Services Administration (GSA) Facility to the\nSan Francisco ISC, and close the GSA Facility. During the audit, Postal Service\nmanagement agreed to reduce mail processing workhours at the San Francisco ISC\nby 120,000 hours by the end of FY 2007. The reduced workhours could produce an\nestimated cost avoidance of approximately $39 million over ten years. In addition,\nmanagement agreed to close the GSA Facility, which could produce a cost avoidance\nof approximately $5.2 million over ten years. We recommended the manager,\nSan Francisco District, reduce hours as planned, close the GSA Facility, and\nperiodically reevaluate staffing. Management agreed and the actions taken and\nplanned were responsive to the issues we identified.\n\nEfficiency of the Oakland International Service Facility and the Regatta Facility (Report\nNumber NO-AR-04-007, March 31, 2004). We found the district should reduce the\nworkhours necessary to process mail at the Oakland International Service Facility,\ntransfer mail from the Regatta Facility, and close the Regatta Facility. During the audit,\nPostal Service management agreed to reduce mail processing workhours at the\nOakland International Service Facility by 25,000 by the end of FY 2006. The reduced\nworkhours could produce an estimated cost avoidance of approximately $5.4 million\nover ten years. In addition, management agreed to close Building 512, rather than the\nRegatta Facility, due to an early termination of the Building 512 lease. Closure of\nBuilding 512 could produce a cost avoidance of approximately $3.4 million. We\nrecommended the manager, Oakland District, reduce hours as planned, close\nBuilding 512, and periodically reevaluate staffing. Management agreed and the actions\ntaken and planned were responsive to the issues we identified.\n\nEfficiency of Work Performed by Business Mail Entry Clerks in the Springfield, Virginia,\nBusiness Mail Entry Unit (Report Number NO-AR-04-004, February 9, 2004). We found\nthat the district should reduce the workhours necessary to accept business mailings in\nthe Springfield, Virginia, Business Mail Entry Unit (BMEU). During the audit, Postal\nService management agreed to reduce business mail entry workhours by 2,775 by the\n\n\n\n 16\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\nend of FY 2006. The reduced workhours could produce an estimated cost avoidance of\napproximately $969,000 over ten years. We recommended the manager, Northern\nVirginia District, reduce hours as planned and periodically reevaluate staffing.\nManagement agreed and the actions taken and planned were responsive to the issues\nwe identified.\n\nEfficiency of Work Performed by Business Mail Entry Clerks in the Columbia, Maryland,\nBusiness Mail Entry Unit (Report Number NO-AR-04-002, December 26, 2003). We\nfound the district should reduce the workhours necessary to accept business mailings in\nthe Columbia, Maryland, BMEU. During the audit, Postal Service management agreed\nto reduce business mail entry workhours by 3,960 by the end of FY 2005. The reduced\nworkhours could produce an estimated cost avoidance of approximately $1.4 million\nover ten years. We recommended the manager, Baltimore District, reduce hours as\nplanned and periodically reevaluate staffing. Management agreed and the actions\ntaken and planned were responsive to the issues we identified.\n\nEfficiency of Work Performed by Business Mail Entry Clerks at the Southern Maryland\nBusiness Mail Entry Unit (Report Number NO-AR-04-001, December 24, 2003). We\nfound the district should reduce the workhours necessary to accept business mailings in\nthe Southern Maryland BMEU. During the audit, Postal Service management agreed to\nreduce business mail entry workhours by 20,240 by the end of FY 2006. The reduced\nworkhours could produce an estimated cost avoidance of approximately $8.4 million\nover ten years. We recommended the manager, Capital District, reduce hours as\nplanned and reevaluate staffing needs periodically. Management agreed and the\nactions taken and planned were responsive to the issues we identified.\n\nEfficiency of Work Performed by Business Mail Entry Clerks Within the San Francisco\nDistrict (Report Number AO-AR-03-002, September 25, 2003). We found the district\nshould reduce the workhours necessary to accept business mailings in the\nSan Francisco BMEU. During the audit, Postal Service management agreed to reduce\nbusiness mail entry workhours by 18,000 by the end of FY 2006. The reduced\nworkhours could produce an estimated cost avoidance of approximately $6.9 million\nover ten years. We recommended the manager, San Francisco District, reduce hours\nas planned and reevaluate staffing needs periodically. Management agreed and the\nactions taken and planned were responsive to the issues we identified.\n\nEfficiency of Work Performed by Business Mail Entry Clerks Within the Los Angeles\nDistrict (Report Number AO-AR-03-001, July 31, 2003). We found the district should\nreduce the workhours necessary to accept business mailings. During the audit, Postal\nService management agreed to reduce business mail entry workhours by 28,800 by the\nend of FY 2005. The reduced workhours could produce an estimated cost avoidance\nof approximately $9.26 million over ten years. We recommended the manager,\nLos Angeles District, reduce hours and reevaluate staffing needs periodically.\nManagement agreed with our recommendations and has initiatives in progress\naddressing the issues we identified.\n\n\n\n 17\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n\nWork Performed by Business Mail Entry Employees in the Seattle, Minneapolis, and\nDes Moines Bulk Mail Centers (Report Number CQ-AR-03-001, March 28, 2003). We\nfound that these facilities should reduce the workhours necessary to accept business\nmailings. Management could save an estimated $588,000 through the end of FY 2005\nwhen its planned workhour reductions are fully implemented. We recommended that\nsenior plant managers at the Seattle, Minneapolis, and Des Moines Bulk Mail Centers\n(BMCs) reduce hours, reevaluate staffing needs periodically, and ensure that\nappropriately trained personnel perform acceptance functions. Management agreed\nand the actions taken and planned were responsive to the issues we identified.\n\nWork Performed by Business Mail Entry Employees in the Colorado/Wyoming\nPerformance Cluster (Report Number CQ-AR-02-001, September 26, 2002). We found\nthat many business mail entry employees at the Denver BMC and Denver General Mail\nFacility were not needed to accept business mailings. Management could save an\nestimated $1 million annually by reducing the number of employees. We recommended\nmanagement oversee the consolidation of business mail entry operations and reduce\nstaff as planned, and reevaluate staffing to determine whether further reductions were\nnecessary. Management agreed and the actions taken and planned were responsive to\nthe issues we identified.\n\n\n\n\n 18\n\x0c Efficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n APPENDIX B. TARGETED PRODUCTIVITY LEVELS ACHIEVED BY EACH TYPE OF MAIL\n PROCESSING OPERATION12 AND POTENTIAL HOUR SAVINGS\n BASED ON PERCENTAGE OF ACHIEVEMENT TO TARGET,\n FYS 2003 AND 2004\n\n\n PIECES PER PERCENT OF TARGET FY 2004 POTENTIAL WORKHOUR SAVINGS\n SUMMARY DATA WORKHOUR PRODUCTIVITY ACHIEVED BASED ON TARGET ACHIEVED\n Machine 2003 2004 Target 2003 2004 100% 90% 80% 70%\n DIOSS 3,530 4,232 9,082 39% 47% 8,255 7,455 6,454 5,168\n UFSM 1000 331 269 520 64% 52% 20,243 17,833 14,821 10,948\n SPBS 237 309 366 65% 85% 4,973 1,947 (1,836) (6,700)\n Manual Letters, Flats and Parcels 210 258 691 30% 37% 22,662 21,164 19,291 16,882\n LA ISC Totals 695 763 2,665 44% 50% 56,133 48,398 38,729 26,298\n LDC 17 N/A N/A 156,264 N/A N/A 58,018 52,216 46,415 40,613\n LA ISC Total with LDC 17 N/A N/A N/A N/A N/A 114,151 100,614 85,144 66,911\n\n\n Totals for operations were determined by total pieces on each of the mail processing operations divided by the total\n workhours used on each of the mail processing operations.\n Source: Management Operating Data System and Breakthrough Productivity Index Targets.\n\n\n\n\n12\n Machines include the Delivery Barcode Sorter Input/Output Subsystem (DIOSS), the Upgraded Flat Sorting Machine (UFSM 1000), and the SPBS. The\nLDC 17 includes all nonsupervisory hours of employees involved in mail processing operations other than distribution.\n\n\n\n 19\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n APPENDIX C. FY 2003 FIRST HANDLING PIECES\n BY TOTAL WORKHOURS13\n\n\n San Francisco\n 159.73\n\n\n\n Los Angeles\n 201.50\n\n\n\n Chicago\n 245.06\n\n\n\n\n Miami\n 277.32\n\n\n\n New York\n 206.74\n\n\n 0.00 50.00 100.00 150.00 200.00 250.00 300.00\n\n\n\n\n FY 2004 FIRST HANDLING PIECES BY TOTAL WORKHOURS\n\n\n San Francisco\n 137.88\n\n\n\n Los Angeles\n 174.25\n\n\n Chicago\n 204.62\n\n\n\n Miami\n 286.33\n\n\n\n New York\n 207.54\n\n 0.00 50.00 100.00 150.00 200.00 250.00 300.00 350.00\n\n\n\n\n13\n We computed these ratios by dividing the first handling pieces volume and total handling pieces volume by the total\nworkhours for FY 2004. The Dallas ISC was not included in this comparison because it closed in accounting period 7\nof FY 2004. Source: Web Enterprise Information System.\n\n\n\n\n 20\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n APPENDIX D. LDC 17 WORKHOURS AS A PERCENTAGE\n OF TOTAL FUNCTION 1 (MAIL PROCESSING)\n WORKHOURS FOR FYS 2004 AND 2003\n\n FY 2004\n 60.00%\n\n 50.00% 47.16% 46.26%\n 38.30%\n 40.00% 35.53%\n 30.13%\n 30.00%\n\n 20.00%\n\n 10.00%\n\n 0.00%\n Los Angeles San Francisco Miami Chicago New York\n\n\nNote: Average LDC 17 workhours in FY 2004 (excluding Los Angeles and Dallas) was 34.39 percent of total\nfunction 1 (mail processing) workhours.\n\n FY 2003\n 60.00%\n 48.25%\n 50.00%\n 41.35% 41.50%\n 40.00% 35.71%\n 30.19%\n 30.00%\n\n 20.00%\n\n 10.00%\n\n 0.00%\n Los Angeles San Francisco Miami Chicago New York\n\nNote: Average LDC 17 workhours in FY 2003 (excluding Los Angeles and Dallas) was 35.29 percent of\ntotal function 1 (mail processing) workhours.\n\n\n\n\n 21\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n APPENDIX E\n COST AVOIDANCE AT THE LOS ANGELES ISC\n (FUNDS PUT TO BETTER USE)\n\n\n Recommended Action Timeframe: Ten Fiscal Years\n and Workhour for Each Annual Action\n Employee Category Reduction\n Affected\n Undiscounted Discounted Savings\n Savings (Net Present Value)\n\n\n Reduction:\n 85,000 $38,397,576 $26,075,474\n Mail Processing Clerks14\n\n Total 85,000 $38,397,576 $26,075,474\nNotes\n \xe2\x80\xa2 Cost avoidance was calculated using the workhour reduction multiplied by the\n fully loaded labor rate.\n \xe2\x80\xa2 Labor cost was escalated at 2.7 percent.\n \xe2\x80\xa2 Net Present Value was calculated using the discount rate of 5 percent.\n \xe2\x80\xa2 Fully loaded labor rates are based on the Postal Service\xe2\x80\x99s FY 2004 published\n rates.\n \xe2\x80\xa2 Labor cost escalation was based on the Postal Service\xe2\x80\x99s FY 2004 published\n Decision Analysis Factors.\nFunds Put To Better Use: Funds that can be used more efficiently by implementing\nrecommended actions.\n\n\n\n\n14\n Level 5.\n\n\n\n\n 22\n\x0cEfficiency of the Los Angeles International NO-AR-05-011\n Service Center\n\n\n APPENDIX F. MANAGEMENT\xe2\x80\x99S COMMENTS\n\n\n\n\n 23\n\x0c'


type: caselaw

jurisdiction: EU

text:
 17.12.2011
 ET
 Euroopa Liidu Teataja
 C 370/15
 Euroopa Kohtu (kuues koda) 27. oktoobri 2011. aasta otsus — Euroopa Komisjon versus Kreeka Vabariik
 (Kohtuasi C-601/10) (1)
 (Liikmesriigi kohustuste rikkumine - Direktiivid 92/50/EMÜ ja 2004/18/EÜ - Teenuste riigihanked - Katastri ja linnaplaneerimise alased lisateenused - Läbirääkimistega menetlus hanketeadet avaldamata)
 2011/C 370/25
 Kohtumenetluse keel: kreeka
 Pooled
 Hageja: Euroopa Komisjon (esindajad: M. Patakia ja D. Kukovec)
 Kostja: Kreeka Vabariik (esindajad: S. Chala ja D. Tsagkaraki)
 Ese
 Liikmesriigi kohustuste rikkumine — Nõukogu 18. juuni 1992. aasta direktiivi 92/50/EÜ, millega kooskõlastatakse riiklike teenuslepingute sõlmimise kord (EÜT L 209, lk 1; ELT eriväljaanne 06/01, lk 322), artikli 8 ja artikli 11 lõike 3 ning Euroopa Parlamendi ja nõukogu 31. märtsi 2004. aasta direktiivi 2004/18/EÜ ehitustööde riigihankelepingute, asjade riigihankelepingute ja teenuste riigihankelepingute sõlmimise korra kooskõlastamise kohta (ELT L 134, lk 114; ELT eriväljaanne 06/07, lk 132) artikli 20 ja artikli 31 lõike 4 rikkumine — Riigihankelepingu sõlmimine hanketeadet avaldamata — Katastrikandeid ja linnaplaneerimist puudutavaid lisateenuseid käsitlev leping — Vasilikoni, Kassandrase, Egnatiiase ja Arethousase linnad
 Resolutsioon
 1.
 Kuna Kreeka Vabariik sõlmis hanketeadet avaldamata läbirääkimistega menetluse tulemusena lepingu katastri ja linnaplaneerimise alaste lisateenuste kohta, mis ei olnud ette nähtud Vassilikoni, Kassandrase, Egnatiiase ja Arethousase linna poolt sõlmitud esialgses lepingus, siis on Kreeka Vabariik rikkunud kohustusi, mis tulenevad nõukogu 18. juuni 1992. aasta direktiivi 92/50/EMÜ, millega kooskõlastatakse riiklike teenuslepingute sõlmimise kord, muudetud Euroopa Parlamendi ja nõukogu 13. oktoobri 1997. aasta direktiiviga 97/52/EÜ, artiklist 8 ja artikli 11 lõikest 3 ning Euroopa Parlamendi ja nõukogu 31. märtsi 2004. aasta direktiivi 2004/18/EÜ ehitustööde riigihankelepingute, asjade riigihankelepingute ja teenuste riigihankelepingute sõlmimise korra kooskõlastamise kohta artiklist 20 ja artikli 31 lõikest 4.
 2.
 Mõista kohtukulud välja Kreeka Vabariigilt.
 (1) ELT C 63, 26.2.2011.


type: other

text:
Reduzir as disparidades salariais entre homens e mulheres
 Comunicação da Comissão Europeia [COM(2007) 424 final] — Estratégias para lidar com as disparidades salariais baseadas no género
 Esta comunicação examina os motivos pelos quais as mulheres tendem a receber remunerações inferiores às dos homens e propõe estratégias destinadas a combater esta discriminação.
 O diferencial de remuneração* pode refletir diferenças objetivas, como a idade e a experiência. Contudo, está também ligado a diversos fatores jurídicos, sociais e económicos, como o modo como as funções são avaliadas.
 As disparidades salariais são superiores à média nas empresas do setor privado. Aumentam com a dimensão da empresa e com a idade, o nível de habilitações e o tempo de serviço da pessoa.
 A comunicação identifica quatro estratégias para reduzir a discriminação salarial:
 melhorar a aplicação da legislação europeia em vigor e utilizar campanhas de informação para salientar o respeito pelo princípio da remuneração igual por um trabalho de valor igual;
 explorar plenamente a estratégia «Europa 2020» de crescimento e emprego, que tem, entre os seus objetivos, o da redução das disparidades salariais;
 incentivar os empregadores dos setores público e privado a garantir a igualdade salarial;
 trocar exemplos de boas práticas a todos os níveis do governo.
 A Diretiva 2006/54/CE prevê condições de emprego iguais para os homens e as mulheres, incluindo no que se refere à remuneração.
 A Recomendação 2014/124/UE aconselha os governos nacionais sobre como melhor aplicar o princípio da igualdade salarial. As suas orientações incluem:
 o direito dos trabalhadores a obterem informações sobre os níveis de remuneração;
 relatórios regulares sobre os níveis médios de remuneração das empresas com mais de 50 trabalhadores;
 auditorias relativas às remunerações organizadas a nível nacional para empresas e organizações com mais de 250 trabalhadores;
 dados atualizados sobre o diferencial de remuneração entre homens e mulheres.
 O princípio fundamental da igualdade de tratamento entre homens e mulheres remonta ao início da União Europeia. Está consagrado no Tratado da União Europeia (artigo 2.o e artigo 3.o, n.o3), no Tratado sobre o Funcionamento da União Europeia (artigo 8.o, artigo 10.o e artigo 157.o, n.o1) e na Carta dos Direitos Fundamentais da União Europeia (artigo 23.o) e é uma das cinco prioridades da Carta das Mulheres.
 * Diferencial de remuneração: mede a diferença relativa entre as remunerações horárias brutas médias dos homens e as das mulheres no conjunto da economia.
 Comunicação da Comissão ao Conselho, ao Parlamento Europeu, ao Comité Económico e Social Europeu e ao Comité das Regiões «Reduzir as disparidades salariais entre homens e mulheres» [ COM(2007) 424 final de 18 de julho de 2007]
 Diretiva 2006/54/CE do Parlamento Europeu e do Conselho, de 5 de julho de 2006, relativa à aplicação do princípio da igualdade de oportunidades e igualdade de tratamento entre homens e mulheres em domínios ligados ao emprego e à atividade profissional (reformulação) (JO L 204 de 26.7.2006, p. 23-36)
 Comunicação da Comissão ao Parlamento Europeu, ao Conselho, ao Comité Económico e Social Europeu e ao Comité das Regiões «Estratégia para a igualdade entre homens e mulheres 2010-2015» [ COM(2010) 491 final de 21 de setembro de 2010]
 Relatório da Comissão ao Parlamento Europeu e ao Conselho: Relatório sobre a aplicação da Diretiva 2006/54/CE do Parlamento Europeu e do Conselho, de 5 de julho de 2006, relativa à aplicação do princípio da igualdade de oportunidades e igualdade de tratamento entre homens e mulheres em domínios ligados ao emprego e à atividade profissional (reformulação) [COM(2013) 861 final de 6 de dezembro de 2013]
 Recomendação 2014/124/UE da Comissão, de 7 de março de 2014, relativa ao reforço, pela transparência, do princípio da igualdade salarial entre homens e mulheres (JO L 69 de 8.3.2014, p. 112-116)


text:
LA POLIZIA MUNICIPALE DI CASTENASO Relazione sull attività svolta nell anno PDF
 Download "LA POLIZIA MUNICIPALE DI CASTENASO Relazione sull attività svolta nell anno 2010"
 Gianleone Papi
 1 LA POLIZIA MUNICIPALE DI CASTENASO Relazione sull attività svolta nell anno 2010 La Polizia Municipale costituisce oggi uno dei più efficaci strumenti per garantire quotidianamente il rispetto autentico delle regole e della sicurezza. Come già in passato ho avuto modo di affermare, è la presenza quotidiana sul territorio degli Operatori di Polizia Municipale, ai quali è stato assegnato l impegnativo compito di contribuire a garantire la convivenza civile, che determina di per se maggiore sicurezza. In quest ottica, nell anno 2010, si è programmata l attività mantenendo fermo questo importante principio, aumentando per quanto possibile l attività esterna, al fine di garantire al Cittadino un punto di riferimento certo e trasmettergli quel senso di sicurezza che spesso ci viene richiesto. La Polizia Municipale di Castenaso è organizzata in cinque distinti Nuclei di specializzazione, aventi tutti un Ufficiale Ispettore di riferimento: 1) Nucleo Centrale Radio Operativa Segreteria Comando 2) Nucleo Polizia Stradale 3) Nucleo Polizia Giudiziaria Contenzioso 4) Nucleo Polizia Edilizia-Ambientale 5) Nucleo Polizia Commerciale/Annonaria PERSONALE - 1 Comandante, - 1 Vice Comandante - 4 Ispettori, - 8 Agenti/Assistenti LA POLIZIA MUNICIPALE IN CIFRE VEICOLI ED ATTREZZATURE - 4 biciclette - 2 motocicli - 3 autovetture - 1 autoveicolo adibito ad ufficio mobile di pronto intervento - 1 etilometro - 3 strumenti per accertamenti qualitativi preliminari alcolici (alcotest) - 1 telelaser - 5 postazioni per Sistemi di rilevamento FTR del rosso semaforico - 1 Sistema di rilevamento FTR del rosso semaforico - 1 Velomatic 512 Eltraff - 2 postazioni fisse per il rilievo infrazioni di velocità al CdS - 1 dispositivo di analisi del cronotachigrafo digitale Il Nucleo Centrale Radio Operativa Segreteria Comando raggruppa l intero palinsesto dell attività amministrativa e gestionale, dall ufficio Contravvenzioni all ufficio Autorizzazioni, da quello di sportello al coordinamento del personale esterno. 1
 2 Il Nucleo Polizia Stradale raggruppa tutta l attività relativa alla circolazione stradale, dall infortunistica stradale, al lavoro degli Operatori di quartiere (appiedati), alla gestione della viabilità in generale. Al Nucleo Polizia Giudiziaria Contenzioso è deputata la gestione dell attività di Polizia Giudiziaria nonché del contenzioso contravvenzionale innanzi alle varie Autorità. Nel Nucleo Polizia Edilizia-Ambientale sono raggruppate tutte quelle specifiche attività inerenti la materia, dalla prevenzione e repressione degli illeciti dell attività edile, alla verifica della sicurezza nei cantieri, alla repressione del lavoro illegale, nonché tutte quelle attività relative alla vigilanza ambientale. Il Nucleo di Polizia Commerciale/Annonaria raggruppa tutte le attività di controllo dell attività commerciale presente nel territorio comunale, gestendo le varie iniziative di carattere culturale/ricreativo, quali fiere e mercati, in cui è programmata l attività commerciale. EDUCAZIONE STRADALE Ruolo sempre più importante riveste quello degli operatori impegnati nell attività di educazione stradale scolastica. Anche nell anno 2010 è continuata la collaborazione tra la Polizia Municipale, la Polizia Provinciale, l'associazione Nazionale Carabinieri, la scuola guida ZAMBAR di BUDRIO ed il ASSOCIAZIONE CICLO ECOLOGISTA TRIBU' INDIGENA di CASTENASO. Sono aumentate le classi interessate allo specifico Progetto, infatti, dal 2007 l attività formativa viene svolta nelle classi di 3, 4 e 5 elementare e 2 media. Sono complessivamente coinvolte 17 classi delle scuole elementari e 7 classi delle scuole medie, inoltre, circa 60 ragazzi hanno partecipato ai corsi organizzati per il rilascio del certificato di idoneità alla guida (patentino). SCUOLE PRIMARIE (elementari) In stretto coordinamento con la Provincia di BOLOGNA si è attuato il Progetto con essa condiviso, che vede per ogni classe coinvolta interventi in aula ed interventi all esterno uscite con prove pratiche pedonali e ciclabili. Nell anno 2010 si sono svolte 68 ore di lezione di cui 34 in esterno. SCUOLA SECONDARIA DI PRIMO GRADO (medie) Nelle classi seconde ( 2^ medie) si sono svolte due lezioni in aula di un ora cadauna per ogni classe, per complessive 14 ore di lezione in classe. Inoltre un'intera mattinata ha visto tutte le classi 2^ impegnate nella manifestazione denominata BICINFESTA con prova pratica su un percorso predisposto all esterno. PATENTINO All attività, programmata dall Istituto Comprensivo all interno del percorso formativo ministeriale, ha visto svolti tre gruppi di alunni della scuola media. Gli incontri formativi svolti dal personale P.M. (Totale n. 6) si sono alternati come docenza con la scuola guida ZAMBAR. La POLIZIA MUNICIPALE ha svolto tre incontri sui tre gruppi di circa due ore cadauno per un totale di 18 ore. Al fine del corretto svolgimento delle attività di Educazione stradale scolastica sono stati programmati numerosi incontri con i genitori dei ragazzi SERVIZI SERALI E NOTTURNI 2
 3 N. 12 NOTTURNI N. 70 SERVIZI SERALI TOTALE OPERATORI IMPIEGATI n. 260 SERVIZI FESTIVI N. 43 SERVIZI FESTIVI TOTALE OPERATORI IMPIEGATI n. 129 ATTIVITA SANZIONATORIA CODICE DELLA STRADA Nell anno 2010 sono state accertate n contravvenzioni per un ammontare complessivo di ,79. Di queste segnaliamo: N. 613 violazione riferite alla sosta (di cui n. 146 per sosta irregolare area invalidi) N. 51 mancato arresto al rosso semaforico N per violazioni dei limiti di velocità (10 oltre i 40 km/h) di cui n. 203 contestati sul posto N. 27 per violazioni alle norme generiche della velocità N. 53 per circolazione senza la prescritta copertura assicurativa N. 18 per guida con patente scaduta N. 7 per guida in stato di ebbrezza art. 186 N. 0 Per guida sotto l effetto di sostanze stupefacenti N. 116 per uso di apparecchi telefonici durante la guida N. 120 per guida senza le prescritte cinture di sicurezza N. 173 per guida senza avere al seguito i documenti di circolazione o per mancata presentazione degli stessi (art. 180 ) N. 310 mancata comunicazione dati per decurtazione punti patente (art. 126 c.2bis) N. 56 per mancata revisione N. 2 per modifica alle caratteristiche costruttive dei veicoli (art. 78 c.3 e 4) Durante l'anno 2010 sono stati decurtati n punti dalle patenti. Durante i servizi amministrativi e di viabilità svolti, sono state: ritirate n. 24 PATENTI di guida, ritirate n. 69 CARTE di circolazione, effettuate n. 342 SEGNALAZIONI per sospensione della patente di guida, effettuati n. 15 FERMI AMMINISTRATIVI e n. 25 SEQUESTRI AMMINISTRATIVI, 3
 4 effettuati controlli a campione su 1692 veicoli con rilevazione dati. Di cui 86 autocarri Inoltre si quantifica in circa un ulteriore 20% il numero dei veicoli controllati ma dei quali non è stata effettuata registrazione dati. posti sotto controllo e verificati per stazionamento prolungato su suolo pubblico (presunto abbandono) n. 46 veicoli sono stati sottoposti ai pre-test alcool n. 814 conducenti. VIOLAZIONI ALTRE NORME : (regolamento polizia urbana, pubblicità, anagrafe canina, decreto 286/98, L.191/78, ecc.) Sono stati redatti n. 44 verbali di cui: n. 34 verbali per un importo complessivo di ,00 di spettanza Comunale n. 10 verbali per l importo di 7.957,33 di spettanza ad altri enti statali. Sul totale delle violazioni contestate sono stati proposti n. 03 ricorsi all'autorità competente ed emanate n. 11 ordinanze di ingiunzione di pagamento. CONTENZIOSO Sul totale delle contravvenzioni rilevate, i Trasgressori hanno proposto: n. 17 ricorsi alla Prefettura (dei quali attualmente n. 05 in attesa di sentenza, n. 08 accolti e n. 04 respinti). n. 35 ricorsi al Giudice di Pace (dei quali attualmente n. 4 sono stati respinti e n. 31 sono pendenti). Durante l anno 2010 si è presenziato per resistenza in giudizio a 75 udienze presso il Giudice di Pace di Bologna, per ricorsi a sanzioni amministrative riferite anche agli anni precedenti (anni vari). ATTIVITA INFORMATIVA - ACCERTAMENTI Richieste ANAGRAFICHE: Tot. N. 702 Richieste di OCCUPAZIONE SUOLO PUBBLICOTEMPORANEE: autorizzazioni rilasciate Tot. N. 125 Richieste di PUBBLICITA FUORI DAGLI SPAZI TEMPORANEI: autorizzazioni rilasciate Tot. N. 29 Richiesta NULLA OSTA TRANSITI ECCEZIONALI: Tot. N. 06 Richiesta NULLA OSTA CIRCOLAZIONE IN DEROGA ALLE LIMITAZIONI E CARRELLI ELEVATORI: Tot. N. 46 TOSAP, INFORMAZIONI ECC.: Tot. N. 32 Richieste per CONTRASSEGNI INVALIDI: autorizzazioni rilasciate Tot. N. 92 Richieste rilascio DUPLICATI PATENTE E CARTE DI CIRCOLAZIONE Tot. N. 01 Verifiche sulla REGOLARITÀ DI DENUNCE INFORTUNI Tot N. 25 Verifiche sulla REGOLARITÀ DI DENUNCE ANTITERRORISMO Tot. N. 03 4
 5 SEGNALAZIONI ED INTERVENTI Rinvenimento oggetti smarriti tot. N. 30 Rinvenimento e conferimento cani c/o canile intercomunale tot. N. 08 Interventi su segnalazioni particolari (buche, rumori molesti, autoveicoli, cani, discordie tra vicinato, ecc.) tot. N. 55 Segnalazione via fax o telefoniche fatte: all URP, HERA e ad Ufficio Tecnico per anomalie stradali (buche, perdite acqua, gas, luce ecc..) circa comunicazioni mensili. relazioni generiche tot. N. 158 Reperimento firma presso il domicilio: non quantificabili ma nell'ordine di 2/3 al mese NOTIFICAZIONI Notificazioni provenienti da altri Enti. tot. N. 109 INFORTUNISTICA STRADALE Sinistri rilevati: Sinistri senza Sinistri con Sinistri con Totale feriti feriti decessi P.M. Castenaso Compagnia CC. Medicina Totale Sinistri non rilevati: Attività prestata /Rapporti per interventi per sinistri non rilevati: tot. N. 28 Attività prestata per richiesta acquisizione atti (fascicoli di sinistro rilasciati) tot. N. 30 SERVIZIO VIABILITA PLESSI SCOLASTICI Il servizio svolto nelle aree circostanti i 4 plessi scolastici nei giorni di scuola (200), per un totale di circa ore annue. SERVIZIO DI RAPPRESENTANZA Il Servizio di rappresentanza con Gonfalone è stato attivato in 17 occasioni. 5
 6 ATTIVITA DI SUPPORTO SVOLTA DALL A.N.C. Sez. CASTENASO Attività svolta dalla ASSOCIAZIONE NAZIONALE CARABINIERI Sezione di Castenaso Anno 2010 Soci impiegati a rotazione servizi svolti ore di servizio vigilanza plessi scolastici vigilanza ambientale aree verdi ausilio alla P.M. in occasione di manifestazioni pubbliche Sospeso in ottemperanza Legge RONDE rappresentanza istituzionale serv. di educazione stradale in ausilio alla P.M Festa dello Sport/Scuola in ausilio alla P.M scorta e viabilità manifestazioni religiose Protezione civile in ausilio alla PM TOTALE PUBBLICA SICUREZZA Persone proposte per fotosegnalamento 1 Controlli al centro di prima accoglienza 2 Interventi per T.S.O A.S.O 4 POLIZIA GIUDIZIARIA GENERALITÀ Reati perseguibili tramite denuncia querela 39 Richieste di archiviazione al GdP 36 Tipologia degli atti di polizia giudiziaria numero atti Violazione art. 186 CdS.(guida in alterazione alcoolica) 6 Violazione art. 116 CdS (guida senza patente) 1 Furto (art. 624 C.P.) + Ricettazione (art. 648 C.P.) 4 Lesioni personali colpose (art. 590 C.P.) 39 6
 7 False dichiarazione all A.G. (art. 495 C.P.) 1 Omissione di soccorso/ fuga (art. 189 CdS) 1 Violazione alle norme sugli stranieri (D. Lgs. 286/98) 2 Truffa (art. 640 C.P.) 1 Danneggiamento (art. 635 C.P.) 1 Falso ideologico (art. 481 C.P.) 1 Informative generiche all Autorità Giudiziaria 1 Offesa a P.U. (art. 341 bis C.P.) 2 Mancata osservanza prescrizioni licenza (art. 9 e 17 TULPS) 1 Totale 61 Denunce recepite relative a reati 10 Denunce recepite relative a smarrimenti 14 Totale 24 Veicoli rubati - recuperati 08 POLIZIA COMMERCIALE Controllo esercizi commerciali: n. 31 Controllo attività artigianale: n. 02 Gestione commercio su aree pubbliche mercato mercoledì: n. 52 Gestione commercio su aree pubbliche posteggio isolato: n. 06 Gestione commercio su aree pubbliche mercato produttori agricoli: n. 16 Controllo pubblici esercizi: n.15 Gestione mercato Festa dell Uva: 50 operatori commerciali per 4 giorni Gestione Fiera Straordinaria (febbraio 2010) podistica: 10 operatori Verifica orari di apertura e chiusura attività commerciali n. 30 Prevenzione e repressione violazioni amministrative n. 04 Controllo attività commerciali (saldi, vendite promozionali, vendite favorevoli, liquidazioni, piani ferie, distributori carburanti ecc ) n. 63 POLIZIA EDILIZIA Tipologia degli atti numero atti Controlli effettuati 18 Verifiche ordinanze, diffide, revoche 5 Comunicazioni all Autorità Giudiziaria 2 Violazioni amm.ive in materia ambiente/edilizia 7 SERVIZIO DI PROTEZIONE CIVILE Il servizio di REPERIBILITA' / DISPONIBILITA', durante il periodo di attivazione, ha garantito un costante controllo del territorio assolvendo in maniera positiva le particolari ed inderogabili richieste di intervento, reperendo in tempi brevi il personale occorrente. 7
 8 L Istituto è stato attivato complessivamente per 103 volte, di cui 36 per gestione emergenze sul territorio comunale e 67 per attivazione camera mortuaria. Gli interventi possono essere così riepilogati: emergenze per attivazione camera mortuaria 67 emergenze per viabilità stradale 9 emergenze per neve e ghiaccio 16 emergenze in edifici/proprietà comunali 10 altre emergenze 1 Nel mese di Gennaio si è proceduto all'approvazione dell'aggiornamento / revisione del PIANO COMUNALE DI PROTEZIONE CIVILE, per quanto riguarda le cartografie, le variabili riguardanti gli scenari di rischio, le attività industriali, le associazioni di volontariato. FORMAZIONE DEL PERSONALE Il personale è stato impegnato nel corso dell'anno in svariate attività formative: Denominazione del corso di formazione Numero partecipanti Ore durata Corso vigilanza commerciale (c/o sede PM) 6 18 Modifiche al CdS e controllo mezzi pesanti (c/o sede PM) 6 30 Corso antincendio (c/o sede comunale) 4 8 Corso concilia (c/o sede PM) 3 12 Corso Cantiere Vigile (c/o Provincia) 5 5 Corso formazione Sicuri sulla Strada 4 17 Corso La Polizia Giudiziaria Stradale 1 4 Convegno Interregionale 1 7 Corso Aggiornamento Ispettori 4 35 Corso aggiornamento CDS a Ozzano 2 4 Convegno Riccione 2 32 Corso CdS EGAF 3 4 Corso modifiche CdS a Gambettola 4 4 Corso INFOPOL tenutosi a Pavullo nel Frignano 2 4 8
 LA POLIZIA MUNICIPALE DI CASTENASO Relazione sull attività svolta nell anno 2011
 LA POLIZIA MUNICIPALE DI CASTENASO Relazione sull attività svolta nell anno 2011 La Polizia Municipale costituisce oggi uno dei più efficaci strumenti per garantire quotidianamente il rispetto autentico
 LA POLIZIA MUNICIPALE DI CASTENASO Relazione sull attività svolta nell anno 2009
 LA POLIZIA MUNICIPALE DI CASTENASO Relazione sull attività svolta nell anno 2009 La Polizia Municipale, a Castenaso, come penso in tutte le altre città, costituisce oggi uno dei più efficaci strumenti
 CITTA DI CASTENASO Provincia di Bologna Polizia Municipale CITTA' DI CASTENASO POLIZIA MUNICIPALE L ATTIVITA' DELLA POLIZIA MUNICIPALE NELL ANNO 2015 SOMMARIO: ORGANIZZAZIONE E SERVIZI...3 LA POLIZIA MUNICIPALE...4


type: wikipedia

text:
Клотилд Куро () е френска театрална комедийна и филмова актриса, родена на 3 април 1969 г.
 Семеен живот
 На 25 септември 2003 г. се омъжва за Емануеле Филиберто, принц на Венеция. По този начин Клотилд Куро става принцеса на Венеция. Те имат две дъщери:
 принцеса Виктория (2003)
 принцеса Луиза (2006)
 Избрана филмография
 Източници
 Външни препратки
 Френски актриси
 Италианска аристокрация
 Принцеси
 Хора от Ил дьо Франс


text:
Leedu rahvausundi all mõistetakse enamasti leedu hõimudel enne ristiusustamist valitsenud usundit ja mütoloogiat, mille jäljed elasid edasi ka kaua pärast maa ametlikku ristiusustamist. Laiemas mõttes võib rahvausundi all mõista ka muid pärimuslikke usundilisi nähtusi.
 Allikad
 Leedu rahvausundi ja mütoloogia uurimisel on allikateks keeleajalooline aines, rahvaluules säilinud motiivide võrdlev semantiline analüüs; etnograafiline materjal, nt ornamendid, arheoloogilised leiud ning ka kirjalikud allikad (Tacituse "Germania", Bremeni Adami kroonika, Joannes Malala kroonika, Liivi ja Saksa ordu dokumendid, Praha Hieronymuse käsikiri jt).
 Ajalugu
 Leedu rahvausundi vanim kihistus pärineb matriarhaadi aegadest. Neemeni ja Narva kultuuri usundilistes kujutelmades valitses arvatavasti animism, totemism ning naissoost loodusvaimude-jumaluste austamine. Põlluharimise levides lisandus sellele ilmastikunähtuste ja taevakehade austamine.
 Alates 2.–3. aastatuhandest eKr hakkasid Kirde-Euroopasse liikuma indoeurooplaste hõimud. Hakkas kujunema patriarhaalne hõimuühiskond, jumaluste hierarhia ning ülemjumala idee. Vanemad looduslähedased naisjumalused tõrjuti tagaplaanile. Mõned uurijad on oletanud vanade maajumalate suuremat elujõudu Leedu lääneosas, kus rahvaluule ja mütoloogia motiivides on enam esindatud vesi, maa, kuu ja maa-alused jõud. Idaosas seevastu domineerivad päike, tuli ja taevajumalused, arheoloogiliste leidude seas põletusmatus.
 Mitmete leedu mütoloogia elementide puhul võib leida paralleele teiste indoeuroopa rahvastega, kuni hinduismi ja veedadeni. Kõige lähedasem on leedu usund ja mütoloogia läti rahvausundiga; samuti slaavi rahvaste uskumustega.
 1252 võttis Leedu suurvürst Mindaugas poliitilistel kaalutlustel vastu ristiusu. Järk-järgult (15.–16. sajandini) võtsid ülemkihid ristiusu omaks; talupoegade seas säilisid vanad uskumused elujõulistena kohati veel 18. sajandini. Hiljem on kristluse-eelsed kujutelmad sulandunud kristlikku traditsiooni.
 20. sajandil on tehtud katseid leedu muinasusundi taaselustamiseks uuspaganliku liikumise "Romuva" raames.
 Usundilised kujutelmad
 Leedu muinasusundi tähtsamateks osadeks olid taevased panteoni jumalad, alamad jumalused ja haldjad, looduse austamine ning esivanematekultus. Ilmselt olid usundilised kujutlused ja praktikad ning austatavad jumalused eri seisuste puhul mõneti erinevad – sõdivad hõimupealikud pidasid olulisemaks ühtesid jumalaid, maaharijad talupojad teisi. Jumalate täpset arvu ja funktsioone on väga raske kindlaks teha usaldusväärsete ja erapooletute kirjalike allikate nappuse ning folkloorse materjali vastuolulisuse tõttu. Arvatavasti paljud esinevad jumalate nimed on regionaalsed teisendused, poeetilised epiteedid või eufemismid.
 Arhailistes kosmogoonilistes müütides tõi veelind jumala käsul vee alt kuiva maa nähtavale. Maailm jagunes kolmeks sfääriks (taevas, maa, allmaailm), mida läbis maailmapuu Jievaras.
 Tähtsaim jumalus oli (taeva)jumal Dievas (’Jumal’, ’taevas’), kes hiljem sulas kokku kristliku Taevaisaga. Tema abikaasa oli Maa (Maaema). Mõnedes müütides esinevad nende kaksikud pojad hobuste kujul, kes on samuti seotud taeva ja päiksega. Võimalik, et see kujutlus pärineb indoeurooplaste ühispärandist (vrd Asvinid). Taevajumalat austati talvisel pööripäeval mitu päeva kestvate pidustustega, samasse perioodi langes ka surnud esivanemate hingede austamine. Paljudes müütides on Dievase antipoodiks Velnias, kes kristluse mõjul on hiljem demoniseerunud ja moondunud Kuradiks. Ta esineb paljudes loomismüütides Jumala saamatu võistlejana. Mõnedes müütides sündis ta sädemetest, kui jumal kaht kivi kokku hõõrus, ja tal on mingi side sepakunstiga.
 Taevajumala-ülemjumala kõrval tegutses jumalate kolmik – Perkūnas, Patrimpas ja Pikuolis. Perkūnas oli paljudel indoeuroopa rahvastel tuntud pikse- ja tormijumala leedu versioon. Võimalik, et algselt oli ta zoomorfne. Tema oli "jumala vits", kes heitis oma kivist kirveid või nooli pahategijate pihta. Kolmeks sfääriks jagunenud maailmas oli tema taeva valitseja. Patrimpas oli keskmise sfääri (viljakandva maa) jumal; Pikuolis oli allmaailma ja surma valitseja.
 Lisaks tegutses müütides taevakehade perekond (Päike, Kuu, tähed) oma keerukate armulugude ja perekondlike suhetega.
 Arvatavasti indoeuroopa ühisajast pärineb saatusejumalannade motiiv. Leedus on Laima sünni ja saatuse jumalanna; tema õde ja paariline on surmajumalanna Giltinė.
 Alamateks jumalusteks oli suur hulk viljakuse ja kodukolde jumalusi. Veel 19. sajandil jättis kodust lahkuv pruut hüvasti õlgedest kodujumalaga. Viljakuse kehastuseks olid ka rugiu boba – rukkinaised; viimased viljavihud, mis toodi tseremoniaalselt koju hoiule. Võimalik,et totemismi jäänusena austati nastikuid kui õnnetoojaid.
 Austati ka tuld, eriti naiste poolt; tulevalvuritest preestrinnasid nimetati Vaidilutės.
 Leedu jumalate kultus keskendus kodusse ja pühadesse paikadesse, spetsiaalseid templeid ilmselt ei olnud. Jumalustele ja vaimudele toodi ohvreid, neid austati kindlatel tähtpäevadel, millest olulisimad olid pööripäevad. Talvel ja sügisel oli hingedeaeg – usuti, et vaid siis (hilisema variandina vastlapäeval) saavad surnute hinged maa pealt lahkuda. Usuti, et kui inimene Jumala poolt ette antud elupäevi täis ei ela, läheb ta hing puu, looma või linnu sisse. Omapärase motiivina hauatagusest elust esineb (võimalik, et suhteliselt hiline) kujutlus, et surnu pidi rahuriiki jõudmiseks kõrgest klaasmäest üles ronima – seepärast surma ootavad vanainimesed ei lõiganud küüsi ja elu jooksul lõigatud küüsi ei tohtinud ära visata, vaid need tuli põletada.
 Jumalad ja teised mütoloogilised olendid
 Aitvaras – tulihänd, varavedaja; vahel esineb kui valge või must kukk vikerkaarevärvi sabaga. Teisi nimesid: Kaukas, Pūkis, Damavykas, Sparyžius, Koklikas, Gausinėlis, Žaltvikšas, Spirukas. Vrd läti rahvausundi Pūķis.
 Algis – jumalate käskjalg
 Ašvieniai – Jumala pojad
 Auska – päikskiirte jumalanna, vrd Aušra.
 Austėja – mesilaste jumalanna, esineb vahel koos Žemynaga. Üks koduse majapidamise kaitsjaid; tema abikaasaks oli Bubilas.
 Austrinis (Austra) – kirdetuul; paradiisi väravate valvur ja tee valmistaja. Võimalik, et suguluses Aušrinėga.
 Aušautas – tervise ja arstimise jumal
 Aušlavis – nõrkade ja haiglaste jumal, Aušautase vastand; vahel võis esineda mao kujul.
 Aušra – hommiku- ja koidujumal, vrd kreeka Eos, rooma Aurora.
 Aušrinė – hommikutäht, Veenus; vrd Läti Auseklis. Mõnede mütoloogide arvates ilu, nooruse ja tervise jumalanna, kõigi tähtede valitsejanna, kes hommikul Päiksele teed näitab. Mõnedel andmetel tema õed on teised tähed (tegelikult planeedid): Vakarinė (Ehatäht, Veenus), Indraja (Jupiter), Sėlija (Saturn), Žiezdrė (Marss) ja Vaivora (Merkuur). Mõnedes müütides on Aušrinė Perkūnase tütar, Kuu armastatu. Teisi nimesid: Rytmetėlė, Marių Pana, Ryto Žvaigždelė
 Auštaras – idatuule jumal, Aušrinė ja Mėnulise poeg
 Auštrinis, Auštaras
 Autrimpas – merejumal
 Bangpūtys – arvatav tuule ja lainte jumal. Tiivuline ja kahenäoline; nelja tuulejumala isa – Rytys (idatuul), Pietys (lõunatuul), Šiaurys (põhjatuul), Vakaris (läänetuul). Võimalik, et sama, mis Vėjopatis.
 Baubas – pikkade käte ja punaste silmadega kuri vaim; kiusaja
 Baubis – võimalik, et karja- ja kodujumal
 Beaukuris – puuviljade jumalus
 Bentis – teekäijate ja teede jumalus
 Beržulis, Biržulis – võimalik, et kodu, kaskede ja kasemahla jumal
 Bežlėją – oletatav õhtu- ja videvikujumal
 Blizgulis – lumejumal
 Brėkštą – öö, une ja pimeduse jumal
 Bubilas – mesinduse jumal, Austėja abikaasa.
 Budintois –tervise, reipuse ja ärkamise jumalus
 Butė – tarkusejumalanna, vrd Athena
 Dalia – Laimė õde, saatusejumalanna; ketraja ja kuduja.
 Dangus – Dievase paralleelnimi, Taevas
 Deivės Valdytojos – "valmistajad", saatusejumalannad, kes ketravad, koovad, lõikavad ja pesevad inimeste saatusekangast: Verpiančioji, Metančioji, Audėja, Gadintoja, Sergėtoja, Nukirpėja ja Išskalbėja
 Diedievaitė – "musta surma" jumalanna
 Dievas (ka Dangaus Dievas, Nunadievis, Andajus, Prokorimos, Praamžius, Okopirmas, Aukštejas Visagistis) – ülemjumal, kuid kohati pigem ’’deus otiosus’’. Esineb rahvaluules kui vana, kortsus, kohmakas hall vanamees, kes on oma armetust välimusest hoolimata väga võimas, karistab halbu ja tasustab häid. Omas mõningaid paralleele Põhjala usundi Odiniga. Dievase abikaasa oli Dievų Motė või Lada; nende pojad – Dieyo suneliai, ka Ašvieniai. Jumala antipood ja võistleja oli Velnias (Velinas).
 Dimstipatis – kodukolde jumalus, võimalik, et ka majaperemehe kaitsevaim või peret kaitsev esivanem. Talle ohverdati kukki ja kanu. On oletatud, et algselt oli tegu naissoost tegelasega.
 Dirvolira – oletatavasti üks kodukoldehaldjatest või -jumalannadest
 Divytis – kalurite jumal
 Drugys – halltõbi
 Dvargantis – üks kodukolde jumalatest
 Ėratinis – lammaste jumalus
 Ežerinis – järvehaldjas või -jumalus
 Ežiagulis
 Gabija – tulejumalanna. Tuntud ka kui Gabėta, Ramutė, Ugnija, Peleno Deivė, Ugnis. Vrd veedade Agni. Tuld tehes jäeti tulejumalannale veenõu näo pesemiseks; tuld kaitsti rituaalselt ebapuhaste inimeste eest, et vältida tulekahju. Võimalik, et teda austasid peamiselt naised. Mõnikord esines zoomorfsel kujul kassi või linnuna, pärast ristiusustamist osalt asendus Püha Agathaga, osalt demoniseerus nagu nt Velnias.
 Gabjauja – üks kodukolde, reheahju ja viljakuse jumalannadest, kellele ohverdati leiba ja õlut; seotud ka Gabijaga.
 Gaila – öövaim, halbade unenägude tooja
 Ganiklis – karja, karjakasvatuse ja kodukolde jumalus
 Gardaitis – tuulte, tormi ja mere jumal, seotud Bangpūtyse ja Vėjopatisega
 Giltinė – õnnejumalanna Laima õde, surmajumalanna, õnnetusekuulutaja; tema sümbol oli öökull. Müütides kogub surnutelt mürki ning lakub mürgise keelega surmale määratuid. Nimi tähendab nii kollast värvi kui mürki. Vrd hindu Kālī.
 Girstis, Giraitis – metsajumalus
 Gondas – võimalik, et kodu, abielu ja seksuaalsuse jumalus
 Gulbis – inimese isiklik kaitsevaim, aitaja
 Gyvatė (Pagirnis, Žaltys) – majauss
 Indraja – allikajumalanna, üks Laumėdest, kes pärast ebaõnnestunud abielu Perkūnasega muutus taevatäheks (planeediks Jupiter); tema teine abikaasa oli Salys (Sielys)
 Jagaubis – kodukolde, mõnedel andmetel ka sepatöö jumalus. Seotud Kalvelise (Kalvise) ja Televelise (Teliavelisega), tuntud ka nime all Krugis.
 Javinė – kodukolde ja viljaaida kaitsja
 Jėvulis
 Jievaras – viimases viljavihus peituv viljakusjumalus või temale toodav annetus. Ka maailmapuu, elupuu.
 Jumis – kaksik; vrd veedade Yama ja Yami. Teda sümboliseerisid kaks hobusepead katusel – võimalik, et oli seotud Jumala kaksikhobustest poegadega.
 Junda – oletatav sõjajumalanna
 Jūratė – veehaldjas, kes elas Läänemeres. Dievase käsul tappis Perkūnas ta vett rüvetava armuloo eest Maa poja või inimeste soost Kastytisega. Variandis tapeti Kastytis ja Jūratė nutab merevaiku.
 Kalvelis, Kalvis – taevane sepp, päikse taguja
 Karorius – sõja ja sõjahobuste jumal
 Karta – saatusejumalanna, ennustaja, vrd rooma Carmente, slaavi Karna ja Želja
 Karvaitis – vasikate jumal; üks kodu- ja viljakusjumalatest
 Kaukas – hea koduvaim, kes toob rikkust; algselt allilma asukas või surnud esivanema vaim
 Kaupolius – kevade, õitsemise ja viljakuse jumal
 Keliukis (Kelio dievas, Kelių dievas, Kelia Deivs, Keliou Deivs) – teede jumal
 Kerpyčius – metsajumal, seotud Medeinė and Raganaga (Ragainė). Ka ehituse jumal koos Šilinytisega.
 Kirnis – kirsipuude ja kirsside jumalus
 Kovas – sõjajumal; analoogiline Preisi Pikulsile. Tema püha lind oli vares, talle ohverdati musti hobuseid.
 Kriukis (Krukis, Kriukis, Kiaulių Krukis) – sigade jumalus, kodujumal
 Krugis – sepatöö jumal. Ka nime all Jagaubis, sarnaneb Kalvelisega.
 Krūminė – põlluharimise jumalanna. Perkūnase või Dievase õde (Demeteri analoog), rändas mööda maad ja otsis oma tütart, kelle röövis allilma isand; õpetas inimestele põlluharimist.
 Kupolė – kevade ja lillede jumalanna; Kaupoliuse abikaasa. Tema püha peeti suvisel pööripäeval. Teine nimi oli Rasos.
 Lada – Maa, maajumalanna, Dievase abikaasa; vrd lätlaste Māra. Võimalik, et Žemyna teisend. Vrd slaavi usundi Lada ja Lado.
 Laima – ka Laimė; õnne ja abielu jumalanna, abielu ja kodukolde kaitsja; ka valguse ja pimeduse jumalanna. Tihti esines käo kujul. Mõnedel andmetel olid tema õed Giltinė, Dekla, Karta ja Magyla.
 Lazdona – pähklipuude jumalanna
 Laukpatis (Lauksargis) – viljakuse ja viljasaagi jumalus; teine nimi Lauksargis
 [[Laukų dvasios – põlluhaldjad, kes panid joostes põllul vilja voogama. Nimesid: Nuogalis, Kiškis, Meška, Lapė, Katinas, Bubis, Bubas, Bubė, Baubas, Babaužis, Bobas, Maumas, Raudongalvis, Raudongerklis, Žaliaakis, Paplėštakis, Guda, Dizikas, Smauglys, Ruginis, Papiokė, Pypalas, Žebris, Arklys, Vilkas.
 Laumė – linnuküünistega nõid-haldjas. Laumėd olid osavad ketrajad ja kudujad ning laste kaitsjad; nad aitasid virku ja karistasid laisku.
 Lėta – vabaduse jumalanna
 Lietuvanis, Lietuvonis – vihmajumal
 Ligo – hüpoteetiline rõõmujumal, kellele pühendati suvise pööripäeva pidustused
 Lyginčius
 Magyla – mõnedes allikates üks saatusejumalannadest
 Maras
 Maro deivės – "musta surma" jumalannad valgetes rõivastes ja valgetel hobustel; teevad lõkkeid, mille suits levib nagu katk.
 Maumas
 Medeina (ka Žvorūna, Žvėrūna) – metsa ja jahi jumalanna, vrd Artemis. Võib-olla ka hoopis metsloomade kaitsja jahimeeste eest. Võimalik, et algselt zoomorfne jumalanna emase koera kujul; võimalik ka, et algselt promiskuiteetne jumalanna (vrd Freya).
 Mėletėlė – värvijumal
 Mėnulis (ka Menuo) – Kuu, kuujumal. Paljudes müütides Päikese truudusetu abikaasa, kes teda petab või väldib; ühes müüdis lööb õiglane piksejumal Perkūnas teda mõõgaga, sellest ajast Kuu kahaneb ja kaob.
 Milda – armastuse jumalanna, esineb müütides kui alasti naine tuvide veetud kaarikus, vrd Aphrodite; võimalik, et hiline laen.
 Nijolė – allmaailma valitseja naine; viljakusjumalanna tütar, kes röövitakse. Vrd Persephone.
 Nosolius – kodujumal
 Numadievis, Nunadievis – tõenäoliselt kodujumalus
 Pagirnis (ka Žaltys) – püha madu, majauss, kodu kaitsja; võimalik, et totemismi jäänus. Mehed ohverdasid talle sigu ja härgi, naised kukkesid. Pole selge, kas oli üks sellenimeline jumalus või igal majal oma.
 Patrimpas – kevadejumal, osa triumviraadist koos Perkūnase ja Pikuolisega. Külluse ja viljakuse andja.
 Pergrubrijus – kevade ja taimekasvu jumal. Võimalik, et ekslik üleskirjutus – tegelikult oli naissoost ja nimega Pergrube.
 Perkūnas (ka Diviriks, Dundulis, Bruzgulis, Dievaitis, Grumutis, Dundutis, Dūdų senis, Tarškulis, Tarškutis, Blizgulis) – Pikker, piksejumal; panteoni keskne kuju. Tema naine oli Perkūnija; mõnedel andmetel oli neil neli poega – neli aastaaega. Ka sõja- ja viljakusjumal, õigluse ja moraali kaitsja, "jumala vits". Hall vanamees, käes sarv või vasar; elab mäel või taevas, sõidab tulise kaarikuga ja heidab välgunooli, abiliseks sepp Kalvis. Võitleb paljudes müütides vembuka kurivaimu Velniasega. Ühes müüdis kavatseb Perkūnas abielluda, aga Velnias röövib tema pruudi Žemyna, kellest saab Vaiva – vikerkaar. Perkūnas ajab naise minema ja Dievas pagendab ta taevast mäe otsa, kus kasvab kõrge tamm. Tamme otsa varjub kurat, kelle pihta Perkūnas välke heidab. Mõnes müüdis on Perkūnase abikaasaks Päike, kes petab teda Kuuga, mille järel Perkūnas lööb Kuu mõõgaga pooleks. Teistes lugudes Kuu hülgab Päikese ja Perkūnas karistab teda. Perkūnas on muuhulgas madude vaenlane.
 Pikuolis (Pykuolis, Patols, Patulas, Pekols, Pikuls) – allmaailma valitseja, hall vanamees, maa-aluse surnuteriigi isand. Röövis viljakusjumalanna Krūminė tütre Nijolė.
 Pilvytis
 Pizius, Pyzius – oletatav abielu, suguelu ja viljakuse kaitsja
 Polengabija – tulehaldjas
 Praurimė – tulejumalanna Gabija teine nimi
 Puškaitis – maa ja viljakuse jumal. Vrd vanaindia pusyati – ’õitsema’.
 Ragainė, Ragana – nõid
 Ragė – võimalik, et nõiduse jumalanna
 Ragutis – õlle ja mõdu jumalus
 Raitininkas – sõjajumal
 Ratainyčia – hobuste ja kaarikute jumal
 Raugų Žemėpatis
 Raugupatis – õllejumal
 Rungis – möldrite jumalus
 Sambaris – Leedu viljakusjumal; samuti tema auks peetav lõikuspüha
 Saulė – Päike, päiksejumalanna, soojuse jagaja, orbude kaitsja, universaalne ema. Maailm on leedu keeles pasaulis – ’päiksealune’. Päike viib surnute hinged allmaailma silmapiiri taha. Mėnulise (Kuu) abikaasa, nende tütar oli Žemė (Maa). Kuu aga pettis abikaasat Saulė ja Perkūnase tütre Aušrinėga, kes oli veel kaunim kui Päike. Päikse teised tütred: Vakarinė (õhtutäht), Indraja (Jupiter), Sėlija (Saturn), Žiezdrė (Marss), Vaivora (Merkuur). Saulė sünnib talvel, kasvab aastaga ja saab talvel taas nooreks tütarlapseks. Samas on leedu mütoloogias lugusid, kus päikest peetakse lihtsalt sepistatud metalliks.
 Saules dukte – Päikse tütar, vrd Läti Saules meita. Varasemas müüdis esinevad kaksikvennad ja nende õde ning intsestuaalne suhe; ilmselt on tegu väga vana ja universaalse astraalmüüdiga, vrd Asvinid ja nende naine.
 Seimi Dewos, Šeimės dievas – arvatavasti üks leedu või vanapreisi kodujumalatest
 Sėlija – üks Päikse tütardest, Saturn
 Skalsa – küllusesarv
 Slogutis
 Sotvaros; Sutvaras – loomade jumal, karjajumal
 Sritis – karjaste jumal
 Srutis – värvijumal
 Sviečpušynis – loomade jumal
 Šeimės dievas
 Šventpaukštinis
 Zvaigstiks – valguse ja viljakuse jumalus, vrd läti Zvaigzne (täht)
 Žaltys – nastik, Päikse armastatud elukas, püha loom, majauss. Neile kaeti laud ja pakuti süüa, oodates õnne ja viljakust. Talvel peeti madude ärkamise püha.
 Žemėpatis – kodujumal
 Žemyna – ka Žemė; maajumalanna, seotud Perkunase ja taevase perekonnaga, eriti oluline talupoegadel, austati pidustustega 15. augustil
 Žemynas – Žemyna vend, maa- ja kodujumal
 Žiburinis
 Žiezdrė – Päikse tütar; Marss
 Žvaigždės – Tähed, Päikse tütred
 Žvorūna, Žvėrūna – Medeina, metsa- ja jahijumalanna
 Teliavelis – sepp, kes tagus päikese ja viskas taevasse. Nime etümoloogia on ebaselge; on otsitud seoseid sõnatüvedega telias (’vasikas’) ja tel (’maa’). Omas tugevaid ühisjooni Velniasega – mõnes mõttes jumala vastane, pigem kurat. Võimalik, et algselt taevajumala abiline, hiljem mässaja ja vastane. Esines ka kui inimesi abistav kultuurheeros. Võimalik paralleel Põhjala mütoloogias – Thjalfi.
 Upinė, Upyna, Upa – allikate ja jõgede jumalanna
 Upinis – jõejumalus
 Ūsinis – hobustejumal, kellel oli kaks punapäist poega – üks käis kündmas ja teine õitsil. Neid sümboliseeris kaks hobusepead katusel. Võimalik, et algselt koidujumal (vrd Eos; indoeuroopa algkuju *Hausos vms) kes kahe hobusega taevavõlvile sõitis. Mõnedes müütides tulejumal, Dievase poeg, kes sünnib igal kevadel uuesti omanimelisel mäel. Kukk oli tema sümboolne lind ja 9 tema sümboolne number; talle ohverdati leiba ja rasva.
 Užpelenė – üks kodukolde- ja tulejumalustest
 Vaižgantas, Vaisgamta – lina ja linakasvatuse jumalus
 Vaivora – Päikse tütar; Merkuur
 Vakarinė – õhtutäht
 Valgina
 Varūna – tuulejumala Vėjopatise ema; võimalik, et tõusu, mõõna ja kuu faaside jumalanna
 Vėjopatis (Veipons, Veidievs, Vėjas) – tiivuline kahenäoline tuulejumal. Vrd ladina Vedius, veeda Vaya
 Veliuona – allilma valitsejanna
 Velnias, Velinas, Velnis, Vjalnis, Vels (ka kipšas, pinčiukas, vokietukas) – algselt arvatavasti loomade ja karja jumal; Perkūnase vastand, kes moondus hiljem kristlikuks kuradiks. Talle allusid surnud, maa-alune, hauatagune elu, maapõu, maagia. Arvatav indoeuroopa algkuju *Velnos; paralleelid Varuna ja Uranosega.
 Vilktakis, Milzinai – libahunt
 Kirjandus
 Balys J., Biezais H. "Baltische Mythologie" // Gotter und Mythen im alten Europa. Stuttgart, 1973
 Gimbutas, M. "The Balts" New York ; Washington : Praeger, 1968
 Gimbutas M. "Baltic and slavic Mythology" Indiana, 1989
 Mannhardt W. "Letto-Preussische Gotterlehre" Riga, 1936
 Puhvel, J. "Võrdlev mütoloogia" Tartu : Ilmamaa, 1997
 Välislingid
 Balti mütoloogia (ingl k)
 Leedu müüdid (ingl k)
 Balti mütoloogia indo-euroopa kontekstis (ingl k)
 Balti mütoloogia (saksa k)
 Lingikogu (ingl k)
 Lingikogu (ingl k)
 Religioon
 Leedu kultuur