December 12, 2013

Mr. Mark Dimondstein President American Postal Workers

Union, AFL-CIO 1300 L Street, NW Washington, DC 20005-4128

Dear Mark:

Certified Mail Tracking Number: 7013 1090 0002 4435 5297

As information, attached is a copy of the first Post Implementation Review for the Staten Island, New York Processing & Distribution Facility (P&DF) Area Mail Processing (AMP).

In accordance with the Non-Disclosure Agreement dated February 11, 2013, the Postal Service is providing both redacted and unredacted copies of the PIR.

If you have any questions, please contact Rickey Dean at extension 7412.

Sincerely,

Patrick M. Devine Manager Contract Administration (APWU)

Enclosures

(CA2013-1 054)

Type of Distribution Consolidated: Destinating

Facility Name & Type: Staten Island P&DF

Street Address: 550 Manor Road

City: Staten Island

State: NY

50 Facility ZIP Code: 10314 District: Triboro

Area: Northeast Finance Number: 358172

Current 3D ZIP Code(s): 103

Miles to Gaining Facility: 16

EXFC office: Yes

Postmaster: Carmen Fede

Senior Plant Manager: Mychal Sledge (A)

District Manager: Frank Calabrese

Facility Name & Type: Brooklyn P&DC

Street Address: 1050 Forbell St

City: Brooklyn

State: NY

50 Facility ZIP Code: 11256

District: Triboro

Area: Northeast

Finance Number: 350996

Current 30 ZIP Code(s): 112. 116

EXFC office: Yes

Plant Manager: Mychal Sledge (A)

Senior Plant Manager: Mychal Sledge (A)

District Manager: Frank Calabrese

Approval Date: January 13, 2011

Implementation Date: Apr-01-2013

PIR Type: 1st PIR

REDACTED

Date Range of Data: Apr-01-2013: Sep-30-2013

Processing Days per Year: 310

Bargaining Unit Hours per Year: 1,742

EAS Hours per Year: 1,819 Date of DAR Factors/Cost of Borrowing!

New Facility Start-up Costs Update May 7, 2010

Date & Time this workbook was last saved: I 11-08-2013 07:51

Area Vice President: Richard P. Uluski

Vice President, Network Operations: David E. Williams

Area AMP Coordinator: Stu Teger/Adyani Torres

NAI Contact: Monique Packer/Barbara Brewington

PIR Data Entry Page

2

Executive Summary Last Saved November 8, 2013 Date Range of Data

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:

Savings/Costs

Staffing

Service

Function 1 Workhour Savings

Non-Processing Craft Workhour Savings (less Maint!Trans)

PCESIEAS Workhour Savings

TransP?rtation Savings

Maintenance Savings

Space Savings

Total Annual Savings

Total One-Time Costs

Total First Year Savings

Craft Position Loss

PCESIEAS Position Loss

FCM Service Performance (EXFC & PFCM OIN)

FCM Service Performance (EXFC & PFCM 2 Day)

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

3

1st PIR vs Pre AMP 1st PIR vs Approved

Losing Current Qtr Gaining Current Qtr

92.94% 93.57%

96.57% 96.45%

94.78% 94.52%

PIR Type: 1st PIR Apr-01-2013 - Sep-30-2013

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

from Space Evaluation and Other Costs

from Staffing-Graff

from Staffing-PCESIEAS

from Service Performance & CSM

from Service Performance & CSM

from Service Performance & CSM

from Service Performance & CSM

from Service Performance & CSM

PIR Executive Summary

Calculation Befenmces Combined Losing and Gaining Facility Data: PreAMP Proposed 1st PIR

Function 1 Workhour Costs $56,582,892 $55,686,642 $47,888,976 Non-Processing Craft Workhour Costs $1,548,762 $1,530,613 $1,487,132 (!ess Maintenance & Transportation)

PCES/EAS Workhour Costs $8,757,018 $8,485,904 $7,568,049 Transportation Costs $17,923,879 $18,435,398 $17,847,814

Maintenance Costs $21,703,493 $21,482,597 $17,990,224 Space Savings

Total Annual Cost

Total One-Time Costs $0 $150,000 $255,876

Total First Year Costs $106,516,043 $1 154 $93,038,070

Staffing

Craft Position Total On-Rolls 1,201 1,168 1 '120 PCES/EAS Position Total On-Rolls 85 82 72

1st PIR vs Proposed 1st PIR vs Pre-AMP (A~~roved) AMP Approved AMP

Function 1 Workhour Savings $8,693,916 $7,797,666 $896,249 Non-Processing Craft Workhour Savings $61,630 $43,482 $18,148 (less Maint!Trans)

PCES/EAS Workhour Savings $1,188,969 $917,855 $271,114 Transportation Savings $76,066 $587,584 1 8)

Maintenance Savings $3,713,269 $3,492,374 $220,896 Space Savings $0 $0

Total Annual Savings $12,838,961 $894,889

Total One-Time Costs

Total First Year 3,477,974 $12,733,085 $744,889

Staffing Craft Position Loss 81 48 33

PCES/EAS Position Loss 13 10 3

PIR Executive Summary 4

Summary Narrative Last Saved: November 8, 2013

Losing Facility Name and Type: Staten Island P&DF Current SCF ZIP Code(s): 103

Type of Distribution Consolidated: Destinating

Gaining Facility Name and Type: Brooklyn P&DC Current SCF ZIP Code(s): 112, 116

Background:

The Triboro District with assistance from the Northeast Area office implemented the Staten Island Area Mail Processing (AMP} in February 2013. Staten Island Processing & Distribution Facility (P&DF) processed destinating volume for SCF 103, and it was housed it the same building as the Staten Island Main Post Office. Staten Island P&DFs mail operations were consolidated into Brooklyn NY Processing & Distribution Center (P&DC}. Staten Island Main Post Office (MPO} platform operation now serves as a hub for all SCF 103 stations. Data collected for the pre-AMP period represents operational activity from April1, 2010 to March 31, 2011, while data for the period April 1, 2013 through September 30, 2013 will be used for the first Post Implementation Review (PIR}.

In the twenty three (23} month period between pre-AMP data collection and AMP implementation, staffing levels were impacted by the early retirement initiatives offered to craft employees. The workhours reported in the first PIR were also impacted by Network Rationalization activities at Brooklyn P&DC prior to the AMP implementation. During the first PIR data period, Brooklyn NY P&DC (Brooklyn} outgoing operations were partially consolidated into Morgan NY P&DC (Morgan) as part of a separate on-going AMP. The maintenance work load at Brooklyn was also reduced by the Brooklyn AMP because it involved the relocation of six (6) AFCS200 machines, two (2) VFS units and the removal of two (2) BDS units from the facility. This concurrent activity had a direct impact on the workhours reported in this first PIR.

Financial Summary:

Combined Losing and Gaining Facility Data:

Function 1 Workhour Costs

Non-Processing Craft Workhour Costs (less Mamtenance & Transportation)

PCES/EAS Workhour Costs

Transportation Costs

Maintenance Costs

Space Savings

Total Annual Cost

Total One-Time Costs

Total First Year Costs

Total Annual Savings Total One-Time Cost Total First Year Savings

PreAMP

$56,582,892

$1,548,762 $8,757,018

$17,923,879 $21,703,493

$0 $106,516,043

$0

$106,516,043

PIR vs. Pre-AMP $13,733,850

($255,876) $13,477,974

Proposed 1st PIR

$55,686,642 $47,888,976

$1,530,613 $1,487,132 $8,485,904 $7,568,049

$18,435,398 $17,847,814 $21,482,597 $17,990,224

$0 $0 $105,621,154 $92,782,194

$150,000 $255,876

$105,771,154 $93,038,070

PIR vs. Atmroved $12,838,961

($105,876) $12,733,085

This first PIR identifies savings of $13,477,924, which exceeds the projected savings of $744,889 for the approved AMP. Impacts in this first PIR can be attributed to regular attrition, organizational changes during the pre-implementation period and concurrent AMP activities during the post­implementation period.

PIR Summary Narrative

5

6

- AMP of Brooklyn NY P&DC originating mail to Morgan NY P&DC was partially implemented in July 2013. Approximately 60% of this AMP was implemented with a proposed decrease to Brooklyn's costs of approximately $1,395,966.

Adjusting for the various activities and initiatives, which total $1,395,966, the adjusted first year savings is $12,082,008, above the expected savings of $744,889 for the AMP.

Customer Service Impacts:

Staten Island Main Office's Customer Service operations are housed in the same building in which the Staten Island P&DF was located. The Main Office serves as a Post Office and as a hub for the Staten Island associate offices. PVS transportation is used to transfer mail between Staten Island and Brooklyn. EXFC overnight mail service performance at Brooklyn and Staten Island has fluctuated since the AMP was implemented; however, 2-day and 3-day service performance has improved. Brooklyn continues to monitor various initiatives, such as increased DPS percentages and earlier dispatches for Staten Island, which were emphasized to help improve overnight service.

Staffing and Workhour Impacts:

The approved AMP proposed a decrease of 33 craft positions and a decrease of three management positions. The PIR shows a decrease of 81 craft and a decrease of 13 management positions.

There are maintenance positions that still fall within the Staten Island P&DF finance number. The clerks and mail handlers that work the hub as well as the management of the hub falls under the post office finance numbers. The PIR shows that the staffing is below proposed. The Staten Island Post Office is undergoing a function 4 review. The hub operation will likely be considered in this review to ensure staffing and workload aligns.

Staffing complement data at the end of the first PIR period shows Brooklyn's total complement at 41 craft employees under the proposed staffing. The on rolls staffing for Brooklyn is impacted by the Brooklyn to Morgan originating AMP.

1 Craft= Career+ Non-career

PIR Summary Narrative

7

Maintenance Impacts:

Annual Maintenance savings were projected to be $220,896 in the approved AMP. The first PIR projects annual savings of $3,713,269. One DBCS machine was transferred from Staten Island to Brooklyn P&DC to support the AMP. The Staten Island AMP triggered implementation of MM0-057-12 which reduced Maintenance Operations Support (MOS) clerk staffing at Brooklyn P&DC by three (3) positions and by one (1) at Staten Island. Regular attrition and the APWU incentive accounted for twenty (20) craft vacancies in Brooklyn: 10 ET, 6MPE and 4 MM. These positions remain vacant because of the pending impact of the Morgan AMP, with some premium work hours being utilized.

Some Maintenance savings can also be attributed to a reduced work load due to the Outgoing mail move to Morgan P&DC. The Morgan AMP necessitated the relocation or deactivation of six (6) AFCS200s, two (2) VFSs, two (2) BDS units, two (2) DPRCs and the 010 conveyor system at Brooklyn P&DC. The resulting Operational and Preventative Maintenance work hour reduction will be reflected in the new WHEP as six (6) fewer ET and four (4) less MPE positions in Brooklyn.

The Maintenance MOU from the recent APWU contract negotiations returned contracted custodial work to the craft. Twelve (12) vacancies in the custodial craft due to regular attrition, the APWU incentive and, the influx of custodial work from previously contracted stations have resulted in the increased hiring of non-career employees. These non-career employees are assigned to cover custodial vacancies at stations and in the P&DC. These non-career employees are used on a part-time basis enabling additional savings to be realized. Maintenance craft numbers for Staten Island are two (2) less than the proposed AMP staffing, while Brooklyn exceeds its approved number by two (2).

Transportation Impacts:

Planned transportation from New Dorp Station and South Shore Annex in Staten Island to nearby stations was cancelled along with the plans for mail hubs at both locations. Transportation costs in Staten Island have been reduced through normal attrition, one (1) driver retired, and through route consolidation. However, additional PVS transportation was added in Brooklyn to accommodate the extra mail volume being sent to the Station Island Main hub.

Morgan P&DC provides some transportation to move the collection mail from Brooklyn P&DC to Morgan P&DC. As a result, some Brooklyn schedules have been adjusted which contributed to the Transportation savings listed in this PIR.

One-Time Costs:

Relocation of an AFSM1 00/ATHS/AI machine from Mid-Island P&DC to Brooklyn P&DC cost $106,926. Modification of the fixed mechanization equipment at Brooklyn was necessary to allow direct bucket dispatch from the new AFSM1 00/ATHS/AI machine which costs $148,950. Total one-time costs necessary for the AMP was $255,876. A deviation in the amount of $255,876 was approved for this AMP.

PIR Summary Narrative

Service Performance and Customer Satisfaction Measurement Last Saved: November 8, 2013

PIRType: 1st PIR Implementation Date: 04/01/13

Losing Facility: Staten Island P&DF District: Triboro

~~~---------------------------

..... ··overrli9ht 2oay

Fiscal Quarter

' Percentage Percentage ; Percentage

03 2012 93.66% 97.50% 96,79%

MP 04 2012 95.57% 96.46% 93.49% 01 2013 95.06% 94.52% 86.96% 02 2013 97.21% 92.58% 91.66%

03 2013 94.95% 94.98% 94.16%

After AM p 04 2013 92.94% 9657% 9478% 01 2014

02 2014 \ l

Gaining Facility: _B_r..;.o..;.ok..;.l._yn_P..;.&..;.D..;.C;;,.__ _________ _

8

District: _T:...:.r~ib:..:o:.:..ro.::._ _____________ _

(15) Notes _____________________ _

60.02%

iCustomer Satisfaction Measurement (CSM) became Customer Experience Measurement .. 2010. Data reftects most recently completed quarter available in CEM.

Overall Satisfaction (Overall Experience)

Satisfaction with Receiving (Experience with receiving)

Satisfaction with Sending (Experience with sending)

Satisfaction with most frequently visited PO (Experience with most frequently visited PO)

Satisfaction with most recent contact with USPS (Experience with most recent contact witt

~--;;:.,;..:._ __ ..;._..;._:...:.;..:...:..;.;_ ___ ;.::;..:c:..:.:_--'Likely to reccmmend the USPS

PIR Service Performance and Customer Satisfaction Measurement

Workhour Costs -Combined Facilities r- Combined Facilities I last Saved November 8, 2013

PIR Type": -);;,~\S;~~~R ,..,.,1,,,.,,.,., "" """''" 1:·;·;:;·:::i"~IR

Type of Distribution Consolidated: _. ___ . .Qestinating ____ _ Date Range of Data: Apr..(l1-2013 to Sep·3.0·201_3 __ _

PIR Work.hour Costs- Combined Facilities

P!R Workhour Costs+ Combined Facilities

{27}NOTES:~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 1'1):1>''11~

11

PJR Workhour Costs- Combined Facilities

Workhour Costs - Losing Facility Last Saved November 8, 2013

Losing Facility -~~ten ls!~~d.. P&D~"··---PIR Type*: .. ~::.~.: '~ ~, 0 ~~• ~~~ ~~..:-.:;--~ PID

Type of Distribution Consolidated:_ ... ___ .. Destlnati~_g --~- Date Range of Data: ~-~~~9~ to ~.~~:.~1_3 __ _

PIR Workhour Costs - Losing

13 P!R Workhour Costs- Losing

Workhour Costs - Gaining Facility Last Saved November B. 2013

Gaining Facility: "~rookly_~-_P&DC -·~·-~~-·~·~~~ .. ~·--··- .. ·-~~- .. ·-···-~~ ~-~-PIR Type*: -;~~-~ .~ ::,10 ... ,.,~ .. ~~~ ,r ~"~:.-;;o::;;;;·~·-~;;;-DlR

Type of Distribution Consolidated: Destinating Date Range of Data: ~._ ..... _~pr-01-2013 to Sep~30-20~·-·-~

P!R Workhour Costs- Gaining

P!R Workhour Costs- Gaining

~7)NOTES: ________________________________________________________________________ ~----------------------------------------------------------------------- ----------------------

16 PlR Workhour Costs ~Gaining

I Other Workhour Move Analysis I

Pl R Other Work hour Costs

18

P!R Other Workhour Costs

P!R Other Workhour Costs

20

PI R Other Workhour Costs

I Distribution to Other PIR Worksheet Tabs ]

21

PI R Other Work hour Costs

Adjustments at the Losing Facility

Proposed Prop...,d Ptopo$ed MOllS Annual

-operation Annuat Workhour Nutnbef

Workhour$ Cost($)

Proposed Ptopo$ed

0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0 0 0 $0

Tota~ __() $0

22

Pl R Other Work hour Costs

Staffing - Craft Last Saved: November 8, 2013

PIR Type: 1st PIR Data Extraction Date: 09/24/13

Losing Facility: Staten Island P&DF

Craft Positions

PIR data provided by management in Staten Island hub operation

Gaining Facility: Brooklyn P&DC

Craft Positions

r~-~-~-~-~-~-,-~-~-~-~-~-, , (23) , (24) ,

I 1st PIR vs Pre AMP I 1st PIR vs Proposed I , Total Craft Position Loss:! 81 , !

~-----------~-----------~ (Above numbers are carried forward to the Executive Summary)

23

358172 P&DF

Finance #: 358183 MPO

Finance #: 350996

PIR Staffing -Craft

Staffing - PCES/EAS

Losing Facility: Staten Island P&DF Data Extraction Date· 9/2412013

PCES/EAS Positions Authorized Staffing

(1) (2) \31 (4)

line Position Title Level PreAMP 1st PIR

1 MGR PROCESSING/DISTRIBUTION FCL TY EAS-24 1 0 2 MGR DISTRIBUTION OPERATIONS EAS-19 1 0

3 MGR MAINTENANCE EAS-19 1 0

4 SUPV DISTRIBUTION OPERATIONS EAS-17 5 0

~MAINTENANCE OPERATIONS EAS-17 2 0 TRANSPORTATION OPERATIONS EAS-17 2 0

7 SECRETARY (FLD) EAS-12 1 0

8 SUPV CUSTOMER SERVICE 0

9 ; 0

10 0 11 Data provided by management of hub operations at Staten Island 0

12 0 13 0 14 0 15 0 16 --:- 0

17 0

181 I-;-·:-·_- 0

191 0 20 0

21 0

22 0 23 0 24 0

25 0

26 0 27 0

28 0

29 0

30 ·: 0

31 :.- .. : 0

32 0

33 0 34 0

35 •\_-_- 0 36 _-- .. -- 0 37 ' 0 38 _,',' 0 39 0 40 0 41 0 42 0 43 ,::' 0 44 .----_ 0 45 _:- 0 46 '',: 0 47 0 48 0 49 0 50 -: 0 51 0 52 0 53 0 54 0 55 0 56 0 57 0 58 0 59 0 60 0

Totals 13 0

24

Last Saved: November 8. 2013

PIR Type: 1st PIR

Finance # 358172 -------

On-Rolls

(6) (6) (7)

PreAMP Proposed 1st PIR

1 ,'-_, 0 0 1 ' 0 0

1 1 0 4 1 0

2 'c 1 0 2 2 1

1 () 0 3

'' 0

-·--0 0 0 0

.. - 0 0 0

' 0

:_ ' 0

0

' 0

0 0 0 0 0 0 0 0 0 0

_._ 0 _· 0

0 ' 0

: 0 ,,, 0

:; 0 0 0

-· .. 0 _.-,;.- 0

0 0

''- 0 0

' 0 0

::·',, '' 0 ,,

0 0 0 0 0 0 0 0 0 0 0 0

12 5 4

~><I Variances Total On"Rolls

(15) (16)

Change 1st PIR vs 1st PIR vs Analysis Pre AMP Proposed

Positions (8) (1) Percent ·66,7% -20.0%

PIR Staffing- P ES/EAS

Gaining Facility: ..:B::.r.::oo.::k:.:;I:Ly.:.:n...:P_:&::.:D:_C~------------- Finance# _3..;..50_9'-'9_6 ____ _ Data Extraction Date: 9/24/2013

PCES/EAS Positions Authorized On-Rolls

Staffing

{19) (20) Pr~21~, · ..• · (22)

.Pt:;~p (24) (25)

Line Position Title Level 1stP!R Proposed 1st P!R

r 1 PLANT MANAGER (METRO) PCES-01 1 0 1 1 0

~R IN-PLANT SUPPORT EAS-25 1 1 0 1 1 R MAINTENANCE (LEAD) EAS-25 1 1 1 1 1

4 SR MGR DISTRIBUTION OPERATIONS ~25 1 1 0 1 1 5 MGR DISTRIBUTION OPERATIONS -24 4 1 3 4 3

6 MGR MAINTENANCE OPERATIONS EAS-23 3 .. 3 <+=+ 2 7 MGR TRANSPORTATION/NETWORKS EAS-23 i · .. 0 1 1

8 OPERATIONS INDUSTRIAL ENGINEER (FI EAS-22 2 0 .2 I 2 0 9 MGR MAINT ENGINEERING SUPPORT EAS-20 .... 1 1 1 .l 1 1 10 MGR MAINTENANCE OPERATIONS SUPPT EAS-20 . 1 1 1 I 1 1

11 OPERATIONS SUPPORT SPECIALIST EAS-20 1 1 ___]_c ( 1 1

12 MAINTENANCE ENGINEERING SPECIALIST EAS-19 1 1 0. 1 1 13 MGR FIELD MAINT OPRNS (LEAD) EAS-19 1 1 1 1 1 14 MGR PVS OPERATIONS EAS-19 1 0 · .... 1 1 1 15 OPERATIONS SUPPORT SPECIALIST EAS-18 . ·' 2 0 2 2 2 16 OPERATIONS SUPPORT SPECIALIST EAS-17 4 4 .· .. r" 4 4 17 SUPV DISTRIBUTION OPERATIONS EAS-17 29 23 30 30 27 18 SUPV MAINTENANCE OPERATIONS EAS-17 12 . · ... 13 12' •.• 12 11 19 SUPV TRANSPORTATION OPERATIONS EAS-17

•

8. 6 - 6 ••••

6 5 20 NETWORKS SPECIALIST EAS-16 .. 2 0 • •. 2 ... 2 2 21 SECRETARY (FLD) EAS-12 , ..... 1 0 I 1 1 0 22 SR PLANT MANAGER (2) PCES-01 1 c. 1

23 OPERATIONS INDUSTRIAL ENGINEER (FI EAS-23 .····

1 . 0 24 MGR DISTRIBUTION OPERATIONS EAS-22 1

•••• 0

25 MGR TRANSPORTATION/NETWORKS EAS-21 1 .. 0 26 OPERATIONS INDUSTRIAL ENGINEER (FI EAS-21 2 .... 0

~TION OPERATIONS EAS-20 1 0 CIALIST EAS-17 1 0

VE ASSISTANT (FLD) EAS-12 1 ..... ·.·. • 1

30

::t± L 0 31 I 0 32 L 0 33

. 0 p 0

34 0 0 35 0 0

ti± 0 -- 0

••• 0 0 0 0 0 ... 0

40 .. ·. 0 0 41 0 0 42 .. · 0 0 43

• 0 .· 0

44 0 0 45 0 .. 0 46 0 0 47 0 0 48 0 0 49 .· 0 0 50 ... 0 0 51 .··•·. 0 0 52 ·. 0 0 53 . 0 ..... 0 54 .·•··· 0 ··. · .... 0 55 . 0 0 56 . 0 .. 0 57 0 0 58 0 0 59 0 . 0 60 0 0

Totals f6 67 J3 b8

~ Variances Total On~Rolls

(33) (34)

Change 1st PIR vs 1st PIR vs Analysis Pre AMP Proposed

Positions (5) (9) Percent ~6.8% -11.7%

r·-·-·-·-·-·-·-·-·~·-·-·-·-·-·-·-1-·-·-·-·-·-·-· I Total PCES/EAS' 137) '

138) :

25 I Position Lossl 13 I 10 I ~~-----·-·--------~~-----------·-j-·-----------~ (Above numbers are carried forward to the Executive Summary)

PIR Staffing- PCES/EAS

Transportation - PVS Last Saved: November 8, 2013

Losing Facility: Staten Island P&DF

Finance Number: ..::3..::::5;:;;..8.:...17-=2=--------

(1) (2)

PreAMP Proposed · .. ··

PVS Owned Equipment Seven Ton Trucks 8 8 Eleven Ton Trucks 2 2 Single Axle Tractors 2 2 Tandem Axle Tractors · ... 0 0 Spotters 0 0

PVS Transportation :

Number of Schedules 18 18 Total Annual Mileage ·. 269,889 269,889

Total Mileage Costs $396,737 $396,737 ... ·.·

PVS Leases Total Vehicles Leased 0 0

Total Lease Costs . $0 $0

PVS Workhour Costs .. :

LDC 31 (617, 679, 764) $0 $0 LDC 34 (765, 766) $1,618,457 $1,618,457

Total Workhour Costs $1,618,457 $1,618,457

-

(3) (4) (5) Variance 1st Variance 1st

1st PIR PIR vs Pre PIRvs AMP Prooosed

8 0 0 2 0 0 2 0 0 0 0

15 {31 (3)

263,142 ($6,747) ($6,747)

$386,818 (59,919) 1$9,919)

0 $0 $0 $0

$0 $522,027 ($1,0913,429) ($1 ,0913/129

$522,027 ($1 nqn 4'NI {$1 ,096,;j29

(11) Total 1st PIR vs Pre AMP Transportation-PVS Savings: {$776,874) (This number added to the Executive Summary

PIR Type: 1st PIR --------~--------

DateRangeofData: Apr-01-2013 -- to -- Sep-30-20 13

Gaining Facility:-;B:-;:ro.:;:.o:;::k;21y~n:...P:....&::.D=C----------------­Finance Number: -=3..::5;:;;..0.:..99:..:6=--------

(6) (7) (8) (9) (10) -Variance 1st Variance 1st

PreAMP Proposed PIR PIR vs Pre PIRvs AMP Prooosed i

PVS Owned Equipment • Seven Ton Trucks 43 43 42 (!) (1 )!

Eleven Ton Trucks 8 10 8 0 (:2)

Single Axle Tractors 16 18 13 (3) (5)

Tandem Axle Tractors 9 9 9 0 0

Spotters 3 3 3 0 0

PVS Transportation Number of Schedules 198 206 212 14 6

Total Annual Mileage 1,807,077 1,857,783 1,878,279 71,202 20,496

Total Mileage Costs 2,656,403 $2,788,220 $2,818,981 $162,578 $30,761 1

••••••• •• PVS Leases

Total Vehicles Leased 0 0 0

Total Lease Costs .· .. $0 $0 $0 $0 $OJ

.. PVS Workhour Costs

LDC 31 (617, 679, 764) $536,218 $536,218 $407,988 ($1:16 230) ($!28,2:l0)i

LDC 34 (765, 766) $11,131,480 $11,131,480 $11,426,606 $295,126 $295,126

Total Workhour Costs $11,667,698 $12,034,540 $11,834,594 $166,896 {$199~

Includes Adustment from AMP -'-

(12) Total 1st PIR vs Proposed Transportation-PVS Savings: ($1 ,275,533) (This number added to the Executive Summary)

(13) Notes=------------------------------------------------

rev.1/8/2008

26 PIR Transportation- PVS

Losing Facility: Staten Island P&DF

Type of Distribution Consolidated: Destinating

Data of HCR Data File: 09/01/13

PreAMP Route#

27

(3) (4)

1st PIR

Transportation - HCR Last Saved: November 8, 2013

(5)

1st PIR Annual Cost

PIR Type: 1st PIR

CT for Outbound Dock:

(9)

1st PIR

PIR Transportation HCR- Losing

Change Analysis 1st PIR vs Pre AMP I 1st PIR vs Proposed

Notes:

28 PIR Transportation HCR- Losing

Transportation - HCR Last Saved: November 8, 2013

Gaining Facility: _B_ro_o_k_:ly:_n_P_&_o_c ____________________ _

Type of Distribution Consolidated: Destinating

Date of HCR Data File: 09/01/13

(1)

Route#

CET for Inbound Dock:

CET for Cancellations:

(7)

1st PIR Annual Cost

PIR Type: 1st PIR

CETforOGP:

CT for Outbound Dock:

Proposed Annual

------

1st PIR Annual Cost/Mile

PIR Transportation HCR- Gaining

Notes:

30

Summary HCR Losing & Gaining

(11} (12} 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)

$700,808

(14) Total 1st PIR vs Proposed Transportation-HeR Savings: (from losing and gaining facilities)

Total Transportation

(15}

1st PIR vs Pre AMP

HCR

PVS

(15) Total 1st PIR vs Pre AMP Transportation (PVS & HeR): (This number carried forward to the Executive Summary)

(16) Total 1st PIR vs Proposed Transportation (PVS & HeR): (This number carried forward to the Executive Summary)

(16)

1st PIR vs Proposed

PIR Transportation HCR- Gaining

MPE Inventory Last Saved: November 8, 2013

Data Extraction Date: 10/07/13 PIR Type: 1st PIR Date Range of Data: Apr-01-2013 -- to -- Sep-30-2013

Losing Facility: Staten Island P&DF Gaining Facility: ...:B:...r.:..oo.:..k.;.;.,ly'-'-n;....;P...;&:;;.;D::...C=------------

(1) (2) (3) (4) (5) (6) (7) (8) (9)

PreAMP Proposed 1st PIR Equipment

..... Proposed 1st PIR Variance in

PreAMP Proposed 1st PIR Relocation Relocation Costs

Equipment Costs Costs

AFCS 0 .. 0 0 AFCS 8 8 0 $0 $0 $()

AFCS 200 ···.·· 0 0 0 AFCS 200 0 0 0

AFSM-ALL 1 0 1 AFSM-ALL · .. 2 3 3 $150,000 $106,926 ($43,074;

APPS <O····•· 0 0 APPS 1 1 1 $0 $0 $0

ClOSS 0 0 0 ClOSS •.· 1 1 1 $0 $0 $0 !

CSBCS 0 0 0 CSBCS 0 0 0 $0 $0 $0

DBCS 6 0 4 DBCS 30 30 31 $0 $0 so DBCS-OSS 0 0 0 DBCS-OSS 6.· •... 6 6 $0 $0 so

DIOSS 0 0 0 DIOSS 0 0 0 $0 $0 $0

FSS 0 0 0 FSS 0 0 1 $0 $0 $()

SBPSIAPBS o. 0 0 SBPSIAPBS 0 0 0 $0 $0 so UFSM 0 0 0 UFSM 0 0 0 $0 $0 so

FC I MICRO MARK 0 •• 0 0 FC I MICRO MARK · .. 0 .·. 0 0 $0 $0 so ROBOT GANTRY 0 0 0 ROBOT GANTRY 2 2 4 $0 $0 $0

HSTS I HSUS . 0 0 0 HSTSIHSUS .•· 0 0 0 $0 $0 so LCTS I LCUS 0 0 0 LCTS I LCUS 2 2 2 $0 $0 M

LIPS 0 0 0 LIPS 0 0 0 $0 $0 so MLOCR-ISS 0 ··.·.·• 0 0 MLOCR-ISS 0 0 0 $0 $0 $0

MPBCS-OSS 0 0 0 MPBCS-OSS 0 ••.. 0 0 $0 $0 so TABBER 0 0 0 TABBER 0 0 0 $0 $0 so

POWERED POWERED INDUSTRIAL 0 0 0 INDUSTRIAL 0 0 0 $0 $0 so

VEHICLE VEHICLE

LCREM ·. 0 .......... 0 0 LCREM 0 0 1

... .··

. ···. I

. .· .. 7 ·. 0 .. · 5 Totals .··.·• 52 .. •· 53 50 $150,000 $106,926 ($43,074

':::. ..:::: ":::.. (10) Notes:

Carried to Space Evaluation and

Other Costs

:51 PIR MPE Inventory

Maintenance Last Saved November 8, 2013

PIR Type*: _1_s_t P_I_R ______ _

Date Range of Data: Apr-01-2013 : Sep-30-2013

Losing Facility: Staten Island P&DF Gaining Facility: P&DC

LDC36

LDC 38

Worktlour Activi~

Building Equipment $

Building Services $ (Custod~al Cfeanmg)

LDC 39 Maintenance Operations $

Suooort

Parts and Supplies

(1)

1,240,164 $

-·--$

566,853 $

---162,069 $

--$

$

$

0 $

Grand \fotal $ 2,848,41)'

(2)

576,505 $

225,994 $

566,853 $

162,069 $

0 $

1,531,421

356,119 $

0 $

1,887,540

(3)

1st PIR Costs

14,114 $

0 $

44,353 $

$

0 $

58,467 $

277,250 $

0 $

335,717

(4) Variance 1st

PIR to Pre AMP

(5) Variance 1st

PIR to Proposed

(11) 1st PIR vs Pre AMP- Maintenance Savings:

(12) 1st PIR vs Proposed- Maintenance Savings:

LDC 36

LDC 38

Worktlour Acthtl~

Building Equipment $

Building Services $ (Custodial Cleanmg}

LDC 39 Maintenance Operations $ Suooort

---------------------------------------(7) (8) (9) (10)

Variance 1st Variance 1st Pre AMP I I Proposed 1st PIR PIR to Pre PIR to Pre

Costs Costs AMP Proposed

$ 8,196,811 $ 6,892,887 $

$ 2,152,480 $ 2,247.669 $

3,359,546 $ 3,359,546 $ 3,642,862 $

--1,113,014 $ 1,113,014 $ 1,099,165 $

306,267 $ 354,015 $ 135,966 $

$ 14,538,867 15,175,846 14,018,549 $

Parts and Supplies

Grand "f"otal

4,316,206 4,419,211 $ 3,635,958 $

$ 0 $ 0 .$

$ 19,595,057 17,654,507 $

(These numbers carried forward to the Executive Summary)

(These numbers carried forward to the Executive Summary)

$

(13)Notes: _______________________________________________________________ -==================================================

"Data m PIR columns IS annualized for Fnst PIR

rev-1/8:12008

32

PIR Maintenance

(1)

Distribution Changes Last Saved: November 8, 2013

Losing Facility : Staten Island P&DF PIR Type: 1st PIR

Type of Distribution Consolidated: Destinating Date Range of Data: Apr-01-2013 --to-- Sep-30-2013

Place a "X" next to the DMM labeling list(s) revised as result of the approved AMP.

DMM L001 DMM L011

X DMM L002 DMM L201

DMM L003 DMM L601

DMM L004 DMM L602

X DMM L005 DMM L603

DMM L006 DMM L604

DMM L007 DMM L605

DMM L008 DMM L606

DMM L009 DMM L607

DMM L010 DMM L801

Identify the date of the Postal Bulletin that contained DMM labeling list revisions.

<2l Postal Bulletin 22352, December 13,2012

Was the Service Standard Directory updated for the approved AMP?

(3) Yes

(4) Drop Shipments for Destination Entry Discounts

FAST Appointment Summary Report NASS

Facility Name Total No-Show Late Arrival Open

Month Losing I Gaining Facility Code Schd Count % Count % Count % Count

Aug '13 Losing Facility 103 Staten Island N/A

Sept '13 Losing Facility 103 Staten Island N/A

Aug '13 Gaining Facility 112 Brooklyn 904 310 34.29% 347 38.38% 0 0.00% 593

Sept '13 Gaining Facility 112 Brooklyn 852 302 35.45% 326 38.26% 0 0.00% 549

(5) Notes: Staten Island dropped at Brooklyn.

33

Closed %

65.60%

64.44%

rev 1/8/2008

Unschd I Count

I

11 I 5

PIR Distribution Changes

Customer Service Issues Last Saved: November 8, 2013

5-Digit ZIP Code: Data Extraction Date:-==-:-:-::------

3-Digit ZIP Code: 103 3-Digit ZIP Code: 3-Digit ZIP Code:

PreAMP PIR PreAMP PIR PreAMP ······ PIR 1. Collection Points Mon.-Fri. Sat. Mon. -Fri. Sat. Mon .. -Fri. ·• Sat; Mon.- Fri. Sat. Mon .. •Fri. Sat. Mon.-Fri. Sat.

Number picked up before 1 p.m. 286 31!3 266 315 0 .··· 0 0 0

Number picked up between 1-5 p.m. 151 69 151 69 0 0 0 0

Number picked up after 5 p.m. 3 0 3 0 0 0 0 0

Total Number of Collection Points 420 385 420 384 0 0 0 0 0 0 0 0 --

2. How many collection boxes are currently designated for "local delivery"?

3. How many "local delivery" boxes were removed as a result of AMP?

4. Delivery Performance Report PreAMP 1st PIR

OuarterlfY Percent Ouarter/FY Percent

% Carriers returning after 1700 03 2012 24.3% 03 2013 38_6%

04 2012 35.0% 04 2013 49.3%

01 201$ 34.9% 01 2014

02 2013 38.4% 02 2014

5. Retail Unit Inside Losing Facility (Window Service Times) 6. Business (Bulk) Mail Acceptance Hours

Monda

Tuesda

Wednesda

Thursda

Frida

Saturda

I Start

1 8:30

1 ·. lk30

I 8:30

I .• 8:30

I ... 8;30

1 8:30

PreAMP End

17:00

L 17:00

17:00

17:00

1.7:00

15:30

Proposed 1st PIR Start End Start End

8:30 17:00 830 1700

8:30 17:00 8:30 1700

8:30 17:00 830 1700 Tuesday!

Wednesday

8:30 17:00 830 1700

8:30 17:00 8:30 17:00

8:30 15:30 830 1530 Saturday!

7. Can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual?

8. Notes:

Gaining Facility: ~~,~~!'1!''.:._:_=:.:::..----------------9. What postmark is printed on collection mail?

[ ~ ~] ~

34

Proposed 1st PIR Start I End Start I End 9:00 I 17:00 900 I 1700

9:00 I 17:00

11 9:00 17:00

9:00 17:00 9:00 17:00

900 1700

900 1700

9:00 17:00 900 1700

9:00 17:00 900 1700

closed I closed II closed closed closed dosed

Yes

rev_ 1/9/2008

3-Digit ZIP Code:

PreAMP ... PIR

Mon.-Fri. Sat. Mon.- Fri. Sat. 0 0

0 0

0 0

0 0 0 0

PIR Customer Service Issues

Space Evaluation and Other Costs Last Saved November 8, 2013

Losing Facility: Staten Island P&DF

1. Affected Facility

2. One-Time Costs

Enter any one-time costs: __ _.;.$0;... __

3. Savings Information

Space Savings ($): ___ $;;.;0;.... __

4. Did you utilize the acquired space as planned? Explain.

Staten Island is both a Post Office and hub as planned in the AMP.

5. Notes: $148,950 to relocate and integrate spiral and tray conveyor

Employee Relocation Costs

Mail Processing Equipment Relocation Costs (from MPE lnventof}' I

Facility Costs (from above)

Total One-Time Costs

$150,000

$150,000

Date: -----"'1-'-0/.;;.3_;,.1/-'-13.:..-__

$148,950 $148,950 (These numbers shown below under One-Time Costs section )

$0 $0 (These numbers carried forward to the Executive Summaf}')

$148,950

$255,876 $105,876 PIR costs carried forward to Executive Summary)

Gaining Facility: .o:B,;,ro'-'o'-k""ly-'-n,_P""&"'D'-C;:__ ______ _ Losing Facility: Staten Island P&DF

Pre-AMP FY 2011 Range of Report PIR FY 2013

{1)

Product

35

PreAMP Associated REC

PreAMP CO$tper 1r000

ImageS

{4)

1st PIR Associated REC

(5)

1st PIR Cost per 1,000 Images

(6)

Product P"'AMP

(9)

1stPIR

(10)

1st PIR Cost per 1 ,000 Images

rev 11'912008

PIR Space Evaluation and Other Costs