November 6, Mr. Mark Dimondstein President American Postal Workers Union, AFL-CIO 1300 L Street, NW Washington, DC

Transcription

1 November 6, 2014 Mr. Mark Dimondstein President American Postal Workers Union, AFL-CIO 1300 L Street, NW Washington, DC Certified Mail Tracking Number: Dear Mark: As information, enclosed is a copy of the first Post Implementation Review (PIR) for the Southeastern Pennsylvania Processing and Distribution Center (P&DC) into Philadelphia, Pennsylvania P&DC Area Mail Processing (AMP). In accordance with the Non-Disclosure Agreement dated February 11, 2013, the Postal Service is providing both redacted and un-redacted copies of the PIR. If there are any questions, please contact Rickey Dean at extension Sincerely, Patrick M. Devine Manager Contract Administration (APWU) Enclosures (CA )

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3 Type of Distribution Consolidated: Orig & Dest Facility Name & Type: Southeastern P&DC Street Address: 1000 W. Valley Rd City: Southeastern State: PA 50 Facility ZIP Code: District: Philadelphia Metro Area: Eastern Finance Number: , Current 30 ZIP Code(s): 189 & 194 to Philadelphia, 193 to Delaware Miles to Gaining Facility: 26 EXFC office: Yes Postmaster: Jeffrey S Schoch Senior Plant Manager: Judith W. Herrick District Manager: Chu Falling-Star Facility Name & Type: Philadelphia P&DC Street Address: 7500 Lindbergh Blvd. City: Philadelphia State: PA 50 Facility ZIP Code: District: Philadelphia Metro Area: Eastern Finance Number: Current 30 ZIP Code(s): EXFC office: Yes Plant Manager: Judith W. Herrick Senior Plant Manager: Judith W. Herrick District Manager: Chu Falling-Star Approval Date: AprilS, 2013 Implementation Date: Oct PIR Type: 1st PIR Date Range of Data: Processing Days per Year: 310 Bargaining Unit Hours per Year: 1,745 EAS Hours per Year: 1,822 Date of DAR Factors/Cost of Borrowing/ New Facility Start-up Costs Update June 16, 2011 Oct : Mar Date & Time this workbook was last saved: \ :08 Area Vice President: Vice President, Network Operations: Area AMP Coordinator: NAI Contact: Joshua D, Colin David E. Williams Bob Roseberry Carol Lunkins I Sarah Grover I Todd Katkow PIR Data Entry Page

4 Approval Signatures losing Nan:m ami Type: Facl!lty ZlP Code: Finance Number: Current SCF ZiP Code{s!: Type of Distribution Ctmsolh:lated: N:;:~mc and Type: FacWty ZIP CodE!: Finl!nce Number: SCF ZIP Code(!!): Date: f,q~ FAQli,JT~; Postma~ter: 2 P!R Approval S19natures

5 Executive Summary Last Saved: October 28, 2014 Date Range of Data: PIR Type: 1st PIR Oct Mar Losing Facility Name and Type: Street Address: City: State: Current SCF ZIP Code(s): Type of Distribution Consolidated: Gaining Facility Name and Type: Street Address: City: State: Southeastern P&DC 1000 W. Valley Rd Southeastern PA 189 & 194 to Philadelphia, 193 to Delaware Orig & Dest Philadelphia P&DC 7500 Lindbergh Blvd. Philadelphia PA Savings/Costs 1st PIR vs Pre AMP 1st PIR vs Approved Function 1 Workhour Savings Non-Processing Craft Workhour Savings (less Maint!Trans) PCES/EAS Workhour Savings Transportation Savings Maintenance Savings Space Savings Total Annual Savings $5,979,035 ($535,782) ($4,213,353) ($4,491,308) $0 $0 from Workhour Costs -Combined from Other Curr vs Prop from Other Curr vs Prop from Transportation HCR and Transportation PVS from Maintenance from Space Evaluation and Other Costs Total One-Time Costs ($2,204,831) $926,683 from Space Evaluation and Other Costs Total First Year Savings Staffing Craft Position Loss from Staffing-Craft Service Losing Current Qtr Gaining Current Qtr FCM Service Performance (EXFC & PFCM 0/N) 88.39% 90.92% from Service Performance & CSM FCM Service Performance (EXFC & PFCM 2 Day) 85.97% 92.06% from Service Performance & CSM FCM Service Performance (EXFC & PFCM 3 Day) Customer Experience Measurement Overall Satisfaction Residential at PFC level Customer Experience Measurement Overall Satisfaction Small Business at PFC level 84.52% 87.61% 0.00% 0.00% from Service Performance & CSM from Service Performance & CSM from Service Performance & CSM PIR Executive Summary

6 Calculation References Combined Losing and Gaining Facility Data: PreAMP Proposed 1st PIR Function 1 Workhour Costs $110,430,102 $103,915,284 $104,451,067 Non-Processing Craft Workhour Costs (less Maintenance & Transportation) $2,090,397 $1,812,441 $6,303,750 PCES/EAS Workhour Costs $15,795,781 $13,378,616 $14,001,094 Transportation Costs $27,958,607 $28,189,578 $27,921 '154 Maintenance Costs $36,659,821 $40,508,921 $34,648,319 Space Savings $0 $0 $0 Total Annual Cost $192,934,708 $187,804,840 $187,325,383 Total One-Time Costs $0 $3,131,514 $2,204,831 Total First Year Costs $192,934,708 $190,936,354 $189,530,214 Staffing Craft Position Total On-Rolls 2,466 2,111 2,023 PCES/EAS Position Total On-Rolls st PIR vs Proposed 1st PIR vs Pre-AMP {A~~roved} AMP Approved AMP Function 1 Workhour Savings $5,979,035 ($535,782) $6,514,818 ($4,213,353) ($4,491,308) $277,956 Non-Processing Craft Workhour Savings (less MainUTrans) PCES/EAS Workhour Savings $1,794,687 ($622,478) $2,417,165 Transportation Savings $37,453 $268,424 ($230,971) Maintenance Savings $2,011,502 $5,860,602 ($3,849, 100) Space Savings $0 $0 $0 Total Annual Savings $5,609,324 $479,457 $5,129,868 Total One-Time Costs ($2,204,831) $926,683 ($3,131,514) Total First Year Savings $3,404,493 $1,406,140 $1,998,354 Staffing Craft Position Loss PCES/EAS Position Loss PIR Executive Summary

7 Summary Narrative Last Saved: October 28, 2014 Losing Facility Name and Type: Southeastern P&DC Current SCF ZIP Code(s): 189 & 194 to Philadelphia, 193 to Delaware Type of Distribution Consolidated: Orig & Dest Gaining Facility Name and Type: Current SCF ZIP Code(s): Background: Philadelphia P&DC The first Post Implementation Review (PIR) of the Area Mail Processing (AMP) proposal that consolidated destinating mail from the Southeastern P&DC into the Philadelphia P&DC and the Delaware P&DC, has been completed. To generalize, mail processing for 189 and 194 were consolidated into Philadelphia, whereas ZIP 193 was consolidated into Delaware. The data for the AMP proposal was compiled from 7/1/10 through 6/30/11 and included all operations for both facilities and distributed accordingly between the plants. Mail was transferred and consolidated in stages, with letter cancellation mail in June 2012, then destinating letters and flats from the period of June 2013 through September The completion of the consolidation of all mail was 9/7/13. The data for the first PIR period is 10/1/13 to 3/31/14. Financial Summary: Financial savings identified during this first PIR study were impacted by deviations that occurred from the original AMP Proposal which occurred between the pre-amp study and the PIR period. These changes were due to both foreseen and unforeseen circumstances that caused a reevaluation of where specific mail was run, as well as the associated maintenance and transportation. Combined Losing and Gaining Facility Data: Pre AMP Proposed 1st PIR Function 1 WorkhourCosts $110,430,102 $103,915,284 $104,451,067 Non-Processing Craft Workhour Costs (less Mamtenance & Transportation) $2,090,397 $1,812,441 $6,303,750 PCES/EAS Workhour Costs $15,795,781 $13,378,616 $14,001,094 Transportation Costs $27,958,607 $28,189,578 $27,921 '154 Maintenance Costs $36,659,821 $40,508,921 $34,648,319 Space Savings $0 $0 $0 Total Annual Cost $192,934,708 $187,804,840 $187,325,383 Total One-Time Costs $0 $3,131,514 $2,204,831 Total First Year Costs $192,934,708 $190,936,354 $189,530,214 The PIR shows a first year savings of $3,404,493 which exceeds the first year savings of $1,998,345 for the AMP. PIR Summary Narrative

8 Adjustments from the original AMP proposal Function-4- as a result of repurposing the Losing facility from a Function-1 to a Function-4 facility, Function-4 costs are included in the workbook tabulation An adjustment of ($3,073,078) has been included. Function -1 - Processing of some Southeastern's parcels and bundles! was being performed at the NDC instead of the P&DC during the PIR data period. The cost associated with those workhours, $425,258, were not included in the PIR package. An adjustment of $425,258 has been included. Taking into account the above items, there is an adjustment totaling ($2,647,820}, resulting in an adjusted savings of $6,052,313 for this PIR. Customer Service Considerations: Metro Philadelphia Cluster service scores increased in versus in both EXFC and Commercial Mail performance. Overnight EXFC increased from to and Overnight Commercial Mail increased from to day EXFC increased from to and 2-day Commercial Mail increased from to The only decrease in service performance in versus has been 3-day service. 3-day EXFC decreased from to and 3-day Commercial Mail decreased from to Much of this degradation can be attributed to network issues related to peak processing periods. Transportation for 3-day service pairs was routinely been over-capacity. This situation is being addressed. Staffing Impacts: The approved AMP identified a decrease of 355 ( ) craft positions between the two facilities. The 1 1 PIR shows an overall decrease of 494 ( ) craft positions. Complement data for the PIR period shows the gaining site with a decrease of 123 ( ) craft positions. There was a proposed increase of 8 management positions for the AMP. The PIR shows a reduction of 48 positions. The Hub operation at Southeastern is being managed by customer service. Philadelphia P&DC is currently 22 management positions under authorized. NOTE: (1) FT FuncMn-4 Clerks =TO minus 51 CFS Clerks (n-ot part -of th-e AMP) fdr a Craft PlR On-R-ons Total of 60. (2} FT FunctiOn~ 1 CJ&rks = 751 minus 23 Clerks allotted to PHL HOC for a total of 1,912 FT function-4 Ma~ Handlers= 6.97 minu-s 32 MaU Handlers a!iott'mf to PHL N.OC f{)r a t-crtal of 1,912 PIR Summary Narrative

9 As noted above, there were significant changes to the staffing at the Southeastern facility influenced by changes to the Hub concept and CFS operations. Craft totals include all On-Rolls (Non-Career, Part-Time and Full Time) No relocation costs were incurred during the staffing impacts. NOTE: - Craft = career+ N-On-Career + Part-Time Transportation Considerations: Transportation has had the most impact on the overall savings in the 1' 1 PIR versus the original proposal. As noted in the Deviations section: The Hub Concept and the need to run additional trips to the ZIP189 hubs, required additional transportation. Not having the ADC split on the labeling list for ZIPs 189,194 caused the intended Periodical mail to be dropped at the Philadelphia plant rather than the NDC. This mail needed to be transported back and forth between the facilities to be processed. The Overnight Service commitment for Priority Mail service caused additional transportation requirements. Additionally, corrections to the Southeastern P&DC to Philadelphia AMP workbook required HCR additional routes and costs as split 36% and 64%, Delaware P&DC and Philadelphia P&DC respectively. Delaware P&DC AMP already included these routes. They have been added to the Trans HCR- Gaining tab. There were no changes to HCR costs in the Gaining facility but an increase of $316,962 (1 51 PIR vs Pre-AMP) and $198,273 (1' 1 PIR vs Proposed). PVS was impacted with an increase in the total number of schedules from 14 to 159 at a cost increase of $1,753,075 ($1,952,026- $198,951) due to the changes as noted above. MPE Inventory I Equipment relocation: Mail Processing Equipment from the Southeastern P&DC was relocated primarily to Philadelphia P&DC and Delaware P&DC. Other Eastern area sites benefited from residual Mail Processing equipment not utilized at the primary sites. All gaining sites were responsible for their relocation costs. One (1) AFSM-100 and (1) DBCS still remain at Southeastern awaiting relocation to another processing facility. PIR Summary Narrative

10 An increase in MPE Inventory relocation cost of $17,500 was incurred due to the inclusion of one additional DBCS and LCREM at Philadelphia P&DC while a decrease in MPE Inventory costs of $724,441 was realized due to not relocating one (1) AFSM-100 and one (1) HSTS. [Maintenance: jmaintenance costs deviated slightly from the plan. There were deviations in the equipment!move costs as noted above. Building services required a minimum staffing level for an operating ~acility that was unforeseen (as mentioned in the Deviations section above). Soace and Costs: A reduction in Facility Costs was associated with not requiring AFCS Tray Take Away ($72,904), AFSM-100 Site Prep Integration into TMS ($95,000) and the removal of the CFS room wall ($45,000) for a total savings of $219,404. f\n additional Space and Costs Deviation was approved but not implemented due to changes in requirements for a total savings of $179,000- relocating an additional Low Cost Tray Sorter ~om Eastern Area to Philadelphia P&DC at a cost of $125,000 and the expansion of Philadelphia P&DC's LCTS #4 with three (3) additional lanes at a cost of $54,000. Total one-time costs were $2,204,831. PIR Summary Narrative

11 PIR Summary Narrative

12 Space and Costs: A reduction in Facility Costs was associated with not requiring AFCS Tray Take Away ($72,904), AFSM-100 Site Prep AFSM-100 Integration into TMS ($95,000) and the removal of the CFS room wall ($45,000) for a total saving of $219,404. An additional Space and Costs Deviation was approved but not implemented due to changes in requirements for a total savings of $179,000- relocating an additional Low Cost Tray Sorter from Eastern Area to Philadelphia P&DC at a cost of $125,000 and the expansion of Philadelphia P&DC's LCTS #4 with three (3) additional lanes at a cost of $54,000. PIR Summary Narrative

13 Service Performance and Customer Satisfaction Measurement Last Saved: October 28, 2014 Losing Facility: Southeastern P&DC District: Philadelphia Metro PIR Type: 1st PIR Implementation Date: 10/01/13 Gaining Facility: Philadelphia P&DC District: Philadelphia Metro After AMP (15) Notes: Customer Satisfaction Measurement (CSM} became Customer Experience Measureme Data reflects most recently completed quarter available in CEM ~-~'""'"""Overall Satisfaction (Overall Experience} - ~ ~-~-- satisfaction with Receiving (Experience with receiving} 1 --~--+---~-"-...;Satisfaction with Sending (Experience with sending} JSatisfaction with most frequently visited PO (Experience with most frequently visited PC c...~.+-~-~ ~-- ISatisfaction with most recent contact with USPS (Experience with most recent contact v.. :::.;..;;;....,.Likely to recommend the USPS PIR Service Performance and Customer Satisfaction Measurement

14 I Combined Facilities -] Workhour Costs- Combined Facilities Last Saved. October PIR Type : c. 1 ;;;.cc;,c,p;"-' 1 :'=-P!~R-col~u-m-o-s-,.-,n-n-u~~oz-e~d.,-fo-, oc-fitst P!R. Type of Distribution Consolidated: Orig & Oest Date Range of Data: ~ to Mar..J1~2014- I ANNUALIZE!} I PIR Workhour Costs- Combined Facilities

15 PIR Workhour Costs - Combined Facilities

16 PIR Workhour Costs - Combined Facilities

17 PJR Workhour Costs - Combined Facilities

18 (27}NOTES:============================================================================================================================================================= PIR Workhour Costs- Combined Facilities

19 Losing Facility: Southeastern P&DC Workhour Costs -Losing Facility Last Saved. October28, 2014 PIR Type : -:;~;Cs;':',:ce~n'-;RP'"IR""c:cco;:-:lum=n:ccs-=;,-:-an=n=ua"'lg=ed:;-:f;:coc:-;Fc::::"'.' PIR. Type of Distribution Consolidated: Orig & Dest Date Range of Data: Oct to Mar PIR Workhour Costs- Losing

20 PIR Workhour Costs- Losing

21 PIR Workhour Costs -Losing

22 PIR Workhour Costs- Losing

23 PIR Workhour Costs - Losing

24 Gaining Facility: Philadelphia P&DC Workhour Costs Gaining Facility Last Saved: October 28, 2014 PIR Type : -;;~:c::s!7';'-i:;~r'-;pl;;;ro;-,-::ol;::,m:::-os-::-c;,:-:a:=nn"'""ah"zed=to""' F"';-,., PIR Type of Distribution Consolidated: Orig & Dest Date Range of Data: ~ to Mar PIR Workhour Costs- Gaining

25 PIR Workhour Costs - Gaining

26 PIR Workhour Costs- Gaining

27 PtR Workhour Costs~ Gaining

28 (27)NOTES' PIR Workhour Costs- Gaining

29 C Other Workhour Move Analysis I PIR Other Workhour Costs

30

31 PIR Other Worl<hour Costs

32 PIR Other Workhour Costs

33 Costs

34 I DistributfOnt<:>6theff'fRVVorkSi1eetfabs-~~ ~ ~~~- I PIR Other Workhour Costs

35 321, , ,160 4,497 1~ $14,473,931 $27.731,57 $14,001,09 $145,221 Operation Number PIR Other Workhour Costs

36 Staffing - Craft Last Saved: October 28, 2014 PIR Type: 1st PIR Data Extraction Date: 04/04/14 Losing Facility: Southeastern P&DC Finance#: , Craft Positions Gaining Facility: Philadelphia P&DC Finance #: Craft Positions j ;;) ; (:m) l I 1st PIR vs Pre AMP j 1st PIR vs Proposed 1 Total Craft Position Loss:j 443 j 88 j (A~;;;;;;;.;;;;;'C;;rl;J'io~-;;';'cft;\h'e'Exe~ti~;$;;,;'mary) PIR Staffing - Craft

37 Staffing - PCES/EAS Last Saved: October 28, 2014 PIR Type: 1st PIR Losing Facility: Southeastern P&DC Data Extraction Date: Finance# , PCES/EAS Positions PIR Staffing- PCES/EAS

38 Gaining Facility: Philadelphia P&DC Data Extraction Date: 414/2014 Finance# _4:..:1...:-7:..:9c:6:::5 r-~-~,_.~t;ij;c"e"sieas1~-~-~- 67)-----T---~-(38) l! Position Loss! 45! 29! L ~-----~-~~ L ~----~ (Above numbers are carried forward to the Executive Summary) PIR Staffing- PCES/EAS

39 Transportation - PVS Last Saved: October 28, 2014 Date Range of Data: PIR Type: :_:::..:...:._ 1st PIR Oct to- Mar Losing Facility: Southeastern P&DC Finance Number: , Gaining Facility: Philadelphia P&DC Finance Number: ~~ (11) Total 1st PIR vs Pre AMP Transportation-PVS Savings: $317,814 (12) Total 1st PIR vs Proposed Transportation-PVS Savings: $317,814 {This number added to the Executive Summary (This number added to the Executive Summary) (13)Notes: PIR Transportation - PVS

40 Losing Facility: Southeastern P&DC Type of Distribution Consolidated: Orig & Dest Data of HCR Data File: 04/01/14.._._. ~ Transportation - HCR Last Saved: October 28, 2014 PIR Type: CT for Outbound Dock: 1st PIR

41 Change Analysis 1st PIR vs Pre AMP I 1st PIR vs Proposed Notes: PIR Transportation HCR - Losing

42 Gaining Facility: Philadelphia P&DC Type of Distribution Consolidated: Orig & Dest Date of HCR Data File: 04/01/14 Transportation - HCR Last Saved: October 28, 2014 CET for Inbound Dock: CET for Cancellations: PIR Type: 1st PIR CETforOGP: CT for Outbound Dock: ~-.. I.o ~ PIR Transportation HCR - Gaining

43 Change Analysis, 1st PIR vs Pre AMP I 1st PIR vs Proposed Losing Gaining (13) Total 1st PIR vs Pre AMP Transportation-HeR Savings: (from losing and gaining facilities) (14) Total 1st PIR vs Proposed Transportation-HeR Savings: (from losing and gaining facilities) (15) 1st PIR vs Proposed HCR PVS (15) Total 1st PIR vs Pre AMP Transportation (PVS & HeR): ($37,453) (This number carried forward to the Executive Summary) Notes: (16) Total 1st PIR vs Proposed Transportation (PVS & HeR): (This number carried forward to the Executive Summary) PIR Transportation HCR - Gaining

44 MPE Inventory Last Saved: October 28, 2014 Data Extraction Date: 04/21/14 PIR Type: 1st PIR Date Range of Data: Oct to-- Mar Losing Facility: Southeastern P&DC Gaining Facility: Philadelphia P&DC (10) Notes: Savings due to not relocating (1) AFSM100 and (1) HSTS. Overage from original plan comes from (1) additional DBCS machines relocated at a cost of $9500 per and (1) additional LCREM relocated at cost of $8000 per. One (1) AFSM-100 and one (1) DBCS still remain at Southeastern awaiting relocation to another processing facility. Carried to Space Evaluation and Other Costs PIR MPE Inventory

45 Losing Facility: Southeastern P&DC Maintenance Last Saved: October 28, 2014 PIR Type*: _1_st_P_IR Date Range of Data: Oct Mar Gaining Facility: Philadelphia P&DC $ $ $ $ $ ~ (3) Proposed Costs 1st PIR Costs 0 $ 281, $ 1,062, ,430 $ 868, $ 76, $ 0 ':1 (4) C:: Variance 1st PIR to Pre AMP ~ (2,577,475) $ (90,530) $ (392,415) $ (341,227) $ (15,147) $ (5) Variance 1st PIR to Proposed 281,388 1,062,630 56,194 76,729 0 (7) Proposed Costs $ 14,864,376 $ $ 5,373,145 $ $ 5,098,013 $ $ 1,550,105 $ $ 426,350 $ (8) 1stPIR Costs 14,958,805 4,857,536 4,122,654 :~ (9) Variance 1st PIR to Pre AMP 2,261, ,475 (10) Variance 1st PIR to Pre Proposed 294,429 $ ( ) (516,530) $ ( ) {160,633) $ {1$0,533) 1,389,472 ~~ '"'/ I~ (312.s1s) s (312,615) 812,430 $ 2,289,371 ( ) $ 1, $ 27,111,989 $ 25,~~ 1,984,008 $ (1,669,786) Parts and Supplies Maintenance Parts, Supplies $ & Facility Utilities 503,426 Maintenance Parts, Supplies $ & Facility Utilities 6,323, ,009,1 Grand Total 1,980,368 Grand Total 39,444,171 $ 31,603,202 2,590,465 (7,ll40,9SS} (11) 1st PIR vs Pre AMP- Maintenance Savings: (12) 1st PIR vs Proposed Maintenance Savings: {$2,0'1 1,502) (These numbers carried forward to the Executive Summary) (These numbers carried forward to the Executive Summary) (13) Notes: AU southeastern Maintenance costs are in this workbok... Data in PIR columns IS annualized for F1rst PIR. PIR Maintenance

46 Distribution Changes Last Saved: October 28, 2014 Losing Facility: Southeastern P&DC PIR Type: 1st PIR Type of Distribution Consolidated: Orig & Dest Date Range of Data: Oct to-- Mar (1) Place a "X" next to the DMM labeling list(s) revised as result of the approved AMP. DMM L001 DMM L011 X DMM L002 X DMM L201 X DMM L003 DMM L601 X DMM L004 DMM L602 X DMM L005 DMM L603 Identify the date of the Postal Bulletin that contained DMM labeling list revisions. ( 2 l PB 22365, Was the Service Standard Directory updated for the approved AMP? ( 3 ) Yes DMM L006 DMM L007 DMM L604 DMM L605 DMM L008 X DMM L606 DMM L009 X DMM L607 ' DMM L010 X DMM L801 (4) Drop Shipments for Destination Entry Discounts FAST Appointment Summary Report NASS Total No-Show Late Arrival 0 en Facility Name Month Losing I Gaining Facilitv Code Schd Count % Count % Count % Feb '14 Losing Facility 189 Southeastern P&DC % % % Mar '14 Losing Facility 189 Southeastern P&DC % % % Feb '14 Gaining Facility 190 Philadelphia P&DC % % % Mar '14 Gaining Facility 190 Philadelphia P&DC % % % Closed Unschd Count % Count % % % % 43 (5) Notes: Southeastern SCFs 189 and 194 dropped at Philadelphia, Southeastern SCF 193 dropped at Delaware PIR Distribution Changes

47 Customer Service Issues Last Saved. October 28, 2014 Losing Facility: Southeastern P&DC 5-Digit ZIP Code: Data Extraction Date:.,;0~4/7.:2~1/;,1-, Collection Points Number picked up before 1 p.m. Number picked up between 1-5 p.m. Number picked up after 5 p.m. Total Number of Collection Points f,x~;;~;c;l\\ d \} '; 2. How many collection boxes are currently designated for "local delivery"? I ~J 3. How many "local delivery" boxes were removed as a result of AMP?,-~] 4. Delivery Performance Report % Carriers returning after Retail Unit Inside Losing Facility (Window Service Times) 6. Business (Bulk) Mail Acceptance Hours 7. Can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual? Yes 8. Notes: Gaining Facility: Philadelphia P&DC 9. What postmark is printed on collection mail? J PIR Customer Service Issues

48 Space Evaluation and Other Costs Last Saved: October 28, 2014 Losing Facility: Southeastern P&DC Date: Affected Facility 2. One-Time Costs 3. Savings Information Enter any one-time costs: $2, $2,007,493 1$219,404\ (These numbers shown below under One-Time Costs section.) Space Savings ($): $:,:0;,.. $0 $0 (These numbers carried forward to the Executive Summary) 4. Did you utilize the acquired space as planned? Explain. 5. Notes: Reduction in Facility Costs associated with not requiring AFCS Tray Take Away (72,904), AFSM-100 Site Prep (16,500), AFSM-100 Integration into TMS (95,000) and Remove CFS Wall (45,000) Addtionally, reduction in MPE relocation costs with not reguiling One additional AFSM-100 (109,779) and One HSTS (615,000) Employee Relocation Costs $0 $0 $0 Mail Procassing Equipment Relocation Costs $904,617 $197,338 ($ ) (from MPE Inventory) F agility Costs $2,226,897 $2,007,493 ($219,404) (from above) Total One-Time Costs $3,131,514 $2,204,831 ($926,683) P!R costs carried forward to Executive Summary) Losing Facility: Southeastern P&DC Gaining Facility: Philadelphia P&DC Pre-AMP: FY 2012 Range of Report PIR: FY 2013 PIR Space Evaluation and Other Costs