June 6,2011

Mr. Cliff GuffeyPresidentAmerican Postal Workers

Union (APWU), AFL-CIO1300 L Street, NWWashington, DC 20005-4128

Dear Cliff:

Certified Mail Tracking Number:7099 3400 0009 0514 3789

As information, enclosed is a copy of the second and final Post Implementation Review (PIR) forthe Queens, New York Processing and Distribution Center area mail processing study.

If you have any questions, please contact Jacqueline Adona at (202) 268-3800.

Sincerely,

Patrick M. DevineActing ManagerContract Administration (APWU)

Enclosure

(CA2011-478)

Dec-31-2010

November 28,2008

05-14-2011 21:44

Type of Distribution Consolidated: OrigInatIngFacility Name & Type: Queens P&DC

Street Address: 14202 20tfl AveCity: Queens

State: NY50 Faclltty ZIP Code: 11351

District: TIiboroArea: Nort1least

Finance Number: _Current 3D ZIP Code(s): 110,111,113,114

Miles to Gaining Facility: 12EXFC omce: Yes

Plant Manager: Gloria ReidSenior Plant Manager: Frank Calabrese

District Manager: LorraIne Castellano

Facility Name & Type: Brooklyn P&DCStreet Address: 1050 Forbell St

City: BrooklynState: NY

50 Facility ZIP Code: 11256District: Tliboro

Area: NortheastFinance Number: _

Current 3D ZIP Code(s): 112, 116EXFC omce: Yes

Plant Manager:Senior Plant Manager: Frank Calabrese

District Manager: LorraIne Castellano

Approval Date: july 22,2009Implementation Date: Jan-01-2010

PIR Type: Final PIRDate Range of Data: Jan-0'1-2010:

Processing Days per Year: 310Bargaining Unit Hours per Year: 1,750

EAS Hours per Year: 1,825Date of HQ memo, DAR Factors/Cost or Borrowing!

New Facility Start-up Costs Update t------------iDate & Time this workbok was last saved:

Area Vice President: Stephen J. ForteVice President, Network Operations: David E. Williams Jr

Area AMP Coordinator: Stuart TegerNAI Contact: Bamara BreWIngton

PIR Data Entry PagePage 1 of 39

Approval Signatures

Queens P&OC1135.1__---------------- _

.IL,..:-11:.:::3,L:..11:.;;4_~ ~ _-::Q!19:-:.;..,·cc..in;::a""tinc;.ogZ-...-__ ._. _

Brooklyn P&OC11256 --_._-=_....__

Losing FacUlty Name and Type:Faclltty ZlP Code:Finance Number:

Current SCF ZlP Cocte(a):

Type of Olstrlbutlon COfl$Olldated:

Galn.ng FacUlty Name and Type:Fadllty ZIP Coa.:Finance Number:

Currcmt SCF ZIP C«fe{a}:

Implem~mtationDate:

Date Range of Data: Jan-01-2010

PIR Type: EJfl~lPIR ..to Dec-31-2010

U.·.&::.1W2 tUJIAaJtit $.

ACKNOWlEOOEMEHT OF ACCOUNTA81UTY 11lC~l'lOW!edg&!hat I am acco

Executive Summary PIR Type: Final PIRLast Saved' May 14, 2011 Date Range ot Data Jan-01-2010 - Dec-31-2010

, 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:Current SCF ZIP Code(s):

SavingS/Costs

Function 1 Workhour Savings

Non-Processing Craft Workhour Savings(less MainVTrans)

PCES/EAS Workhour Savings

Transportation SaVings

Maintenance Savings

Space Savings

Total Annual Savings

Total One-Time Costs

Total First Year Savings

StaffingCraft Position Loss

Service

First-Class Mail Service Performance (EXFC O/N)

First-Class Mail Service Performance (EXFC 2 Day)

First-Class Mail Service Performance (EXFC 3 Day)

Customer Experience MeasurementOverall Satisfaction Residential at PFC level

Customer Experience MeasurementOverall SatisfactIOn Small Business at PFC level

Page 3 of 39

Queens P&DC14202 20th AveQueensNY110,111,113,114

Originating

Brooklyn P&DC1050 ForbelJ StBrooklynNY

Final PIR va Pre AMP

$14,670,135

$421,170

$2,334,793

($1,087,106)

$4,159,687

$0

$20,498,678

($203,697)

$20,294,981

350

Losing Current Qtr

94.81%

92.72%

90.39%

71.9%

76.6%

Final PIR va Approved

$8,533,783

$421,170

$2,080,934

($1,000,170)

$3,886,700

$0

$13,922,418

$938,868

$14,861,286

Gaining Current Qtr

92.99%

91.69%

89.38%

from Workhour Costs - Combined

from Other Gun- vs Prop

from Other CUrT vs Prop

from Transportation HeRand Transportation PVS

from Maintenance

from Space Evaluation and Other Costs

from Space Evaluation and Other Costs

from Staffing-Craff

from SeNioe Performance & CSM

from Service P9rformance & CSM

from SefVICe P9rformanc~ & CSM

from Service Performance & CSM

from Service Performance &- CSM

PIR Executive Summary

Calculation ReferencesCombined Losing and Gaining Facility Data: Pre AMP Proposed Final PIR

Function 1 Workhour Costs 13,058,292 $106,921,940 $98,388,157Non-Processing Craft Workhour Costs

$3,226,142 $3,226,142 $2,804,972{lesS Maintenance & TransportatiOn)PCES/EAS Workhour Costs $16,761,783 $16,507,925 $14,426,990

Transportation Costs $25,608,038 $25,694,975 $26,695,144Maintenance Costs $41,550,218 $41,277,232 $37,390,532

Space Savings $0Total Annual Cost $200,204,473 $179,705,795

Total One-Time Costs $0

Total First Year $200,204,473 $192,485,648 $179,502,098

Staffing

Craft Position Total On-Rolls 2,410 2,324 2,060PCES/EAS Position Total On-Rolls 195 161 146

Final PIR vs Proposed

Final PIR vs Pre-AMP(Approved) AMP Approved AMP

Function 1 Workhour Savings $14,670,135 $8,533,783 $6,136,352Non~Processjng Craft Workhour Savings $421,170 $421,170 $0(less Maint/Trans)

PCES/EAS Workhour Savings $2,334,793 $2,080,934 $253,859Transportation Savings

Maintenance Savings $4,159,687 $3,886,700 $272,986Space Savings

Total Annual Savings

Total One-Time Costs $938,868

Total First Year $20,294,981 $14,861,286 $5,433,695

StaffingCraft Position Loss 350 264 86

PCES/EAS Position Loss 49 15 34

PIR Executive SummaryPage 4 of 39

Summary NarrativeLast Saved: May 14, 2011

Losing Facility Name and Type:Current SCF ZIP Code(s):

Type of Distribution Consolidated:

Queens P&DC110,111,113,114Originating

Gaining Facility Name and Type:Current SCF ZIP Code(s):

Brooklyn P&DC112,116

BackgroundThe Northeast Area In-Plant Support Office, with the assistance of the Triborn District, has completed thefinal (1 year) Post Implementation Review (PIR) of the Queens P&DC to Brooklyn P&DC AMP to determineif the Postal Service increased efficiency by consolidating originating mail processing operations from theQueens P&DC to the Brooklyn P&DC from Monday to Friday. (All of Triboro is AMP to Morgan P&DC onSaturday) The consolidation moved originating meil processing for ZIP Codes 110, 111, 113 and 114 to theBrooklyn P&DC without modification to the operating plan. The transfer of originating volumes from theQueens P&DC to the Brooklyn P&DC was completed by January 1, 2010

The Queens P&DC to Brooklyn P&DC originating AMP was the second phase of the Triborn District plan toconsolidate both Staten Island P&DC and Queens P&DC originating operations into the Brooklyn P&DC.

A new postmark was developed to include the AMPs in he Triboro District and include Brooklyn, Queensand Staten Island as shown below.

TRIBORO NY 112BKLYN-QN&STATEN ISL

29 APR 2009 PM 4T

Total Annual SavingsTotal First Year Savings

Final PIR va.fr!.BMf

$20,498,678$20,294,981

Final PIR va.~$13,922,418$14,861,286

The 1st PIR savings is well above the proposed annual savings of $6,576,260. The majority of these savingswas a result of staffing position reductions in all crafts The consolidation shifted an approximate AverageDaily Volume of 771,167 originating FHP from the Queens P&DC to the Brooklyn P&DC

~There were no service downgrades as a result of the Queens to Brooklyn originating AMP. Below is theTTMS First Class mail service performance for Brooklyn P&DC. FCM EXFC goals were not achieved in PQ4 FY 10 missing by 0.35% while 2 day EXFC made goal with a strong 0047% and 3 day EXFC also missedgoal of 92.85% with a 92.09%. Q1 included peak season Christmas and severe winter weather whichaffected EXFC service with ON service at 92.99% due to a snowstorm he last week of PQ 1. PQ 1 FY 11Through 12125110 OIN service was 96.19% 2 day EXFC at 91.69% and 3 day EXFC at 8938%. We expectservice performance to stabilize shortly. We have service performance improvement teams within ourperformance cluster.

Ovemlg t I 2 DayFiscal Quarter I percen~ercenta e

022009 I 97.06% L 93:-.:::6~6"!

Staffing ImpactsThe approved AMP proposal identified a reduction of 86 craft and 3 EAS posi ions due to the consolidationsof Queens's P&OC originating mail processing operations into Brooklyn P&OC Complement data at the endof PQ 1 FY 11 shows the consolidated operations complement has been reduced by 350 craft and 49 EASposrtions. The staffing reductions were much higher than expected due to the volume loss and several costreduction activities that took place at the same time such as tour compression, craft re irement incentive,EAS staffing realignment, BPI improvement over SPLY, and other local mail initiative cost reductions suchas elimination of (3) UFSM & (1) LIPS machines, Registry and PIVMS position reductions. several vacantEAS posrtions have not been filled due to an Area freeze on hiring but will be in the near future.

SDO & MOO to craft ra ios are slightly below requirements. Sites are working with Area HR to bring ratiosinto proper alignment

MDOs+SDOs to Craft 1

(1 :22 target)

1 : 181 : 20

Craft = FTR+PTR+PTF+Casuals, Craft = F1 + F4 at Losmg; F1 only at Gaining

MDOs+SDOs to Craft 1

(122 target)

1 : 201 : 19

Transportation ChangesThe approved AMP projected net annual transportation costs of (-$86,936). The final PIR (1 st PIR vs Pre-AMP) reflects a higher than projected annual transportation cost of (-$1 ,087,106) The breakdown of thesecosts were Brooklyn's PVS increased by (-$896,450) and their HCR also increased by (-$345,028) for a totalBrooklyn cost increase of (-$1 ,241 ,478). Queens saved on their PVS $168,907 but had a slight costincrease on their HCR of (-$14,536) for a total Queens savings of $154,371. The reasons for these increasecosts are as follows:

PVS Transportation: Gaining Facility - BrooklvnThe Brooklyn P&OC Final PIR is showing an increase of 68 schedules and 437,118 miles from the Pre-AMPstudy This has resulted in an approximate annual cost increase of $457,000. These increases were onlypartly attributable to AMP-related initiatives. There were new schedulesltrips added to improve the arrivalprofile of collection mail into the Brooklyn and compress the gap for 80% cancellations by 2000 Theseincluded new, direct service between the Brooklyn Plant to Jamaica; to Staten Island; to Queens and to theNorth and South Associate Offices (drayage that Queens MVS could not provide driver resources for).

There were non-AMP initiatives taken hat resulted in increased schedules and mileage in FY'10. Theseincluded new transportation trips in support of new/increased FCM-IPPS/Priority Mail volumes from mailingfirms and shippers (i.e. E-tronics, Gain Game, B&H Photo, Uncommon Goods, Cookies com, Mambate,Focus Camera, EZ Ink) as a result of diversion of these volumes from our competitors by our Sales force.Triboro is # 2 in the nation in new revenue from customer pickups

Other nOf1..AMP Initiatives that resulled in increased miles and schedules included the support of the "UltraPair" Transportation Network; the dosure of the NY Surface Transfer Center in the Bronx (HCR drayage)

Page 6 of 39

and the partial transfer of operations to the Queens Surface Transfer HUB (existing PVS drayage lane);"Sunday Key-In Program" (mail drops to 24 stations + Far Rockaway on Sundays).

HCR Transportation: Gaining Facility - BrooklynHCR Contract 112X1 (Brooklyn P&DC- DVD P&DC) had been proposed prior to the implementation of theAMP. This proposed HCR contract was never implemented, nor further pursued, as the Brooklyn volumesfor the DVD P&DC were redirected to the Queens P&DC for cross-dock onto existing service. The proposedcost of $233,016 was never realized.

HCR Contract 11229 (Brooklyn P&DC - NY STC) was terminated for convenience on September 27, 2010as a result of the closure of the NY Surface Transfer Center. Its annual rate was $494,214. Most of the mailvolumes (non-NEA destination long hauls) from this HCR Route was re-directed to the new NJ SurfaceTransportation Center onto HCR 112UO (Brooklyn P&DC - NJ NDC/NJ STC/Phlladelphia MTESC). Theadditional cost for this consolidated HCR route was $477,983. The net result between the terminated NYSTC service and the new NJ STC resulted in a savings of $16,231.

PVS Transportation: Losing Facilty - Queens:The Queens Final PIR shows an actual reduction of 35 schedules and 56,176 miles from the Pre-AMPstudy. It is showing an annual cost decrease of approximately $15,000. However, this reduction wasnot 100% attributable to AMP-related initiatives. The reductions were mostly the result of a Zero-basing oftransportation that was finalized earlier in the fiscal year. Several trips were consolidated/eliminated. Manyof these reductions were offset by the detouring of approximately 20 trips originating from Flushing,Jamaica, and North Shore/South Shore stations and Associate Offices into the Brooklyn Plant Theseservice changes resulted in increased mileage. The trips had previously arrived at the Queens Plant Thiswas done to help improve the mail arrival profile percentage to bridge the gap to 80% cancella ions by 2000.

HCR Transportation: Losing Facility - QueensThere was a reduction of approximately $12,000 for HCR contract 110LO (Queens P&DC - DVD P&DC) as aresult of a negotiated service change reSUlting in a reduction in service during the AMP.

MaintenanceThe AMP projected annual savings was $272,986. The Final PIR savings (1st PIR vs Pre AMP) reflects ahigher than projected savings of $4,159,687. The increased savings are attributed to the following:

Queens - Maintenance Work hour NarrativeThe Queens Maintenance Work hour SaVings variance Final PIR vs Pre-AMP of $1,227,953 consists of thefollowing.

LDC 36 - $747,788 savings is a result of the Queens AMP losing the following pieces of equipment 5-AFCS's, 5 - BDS, 5 - VFS, ASD, DPRC, 1-CANX, Video Jet IJP's and LMS010. A staffing review wasconducted resuning in a reduction of 11 positions, 6 ET's and 5 MPE's.LDC 37 $418,514 savings was achieved through the WHEP staffing Area reevaluation of workload.This reflected a reduction of 6 positions.LDC 38 - $1 ,887savings was achieved through workload reductions as a result of the tour compressionand MS -47reevaluation.LDC 39 $23,688 is a cost There were no proposed changes in the Maintenance Operations SupportstaffingLDC 93 - $83,453 saVings are due to the reduction of training hours due to the elimination of equipmentresulted by the AMP

queens - Maintenance Stockroom and SuppliesThe Queens Maintenance Stockroom and Supplies SaVings variance Final PIR vs Pre-AMP of $1 ,271 ,713consists of the follOWing.

Custodial & Building Supplies & Services - line 31 and 34 savings of $100,438 can be attributed to thetour compression.Maintenance Stockroom Supplies - savings of $232,125 line 33 and 37, reSUlted in a reduction ofequipment supported by the AMP.Fuel and Utili ies - Garbage Sewer & Trash Removal line 42 is no longer paid at the plant level and ispaid by the District which showed a $59,304 savings. 'Fuel and Utili ies - Line 42 Heating 011 and Gas Heating resulted in a $60,759 saVings and Electricityhad the greatest savings of $868,038. This was primarily due to the elimination of the mail processingequipment (AMP) running and the tour compression initiative.

Total Overall Savings of the Queens Final 1 Year PIR 2010 vs Pre-AMP is $2,499,666.

PIR Summary Narrative

Page 7 of 39

Brooklyn - Maintenance Work hour NarrativeThe work hour savings variance Final PIR vs Pre-AMP of $818,696 consists of he following:

LDC 36 $42,875 is a cost which reflects the additional LDC 36 hours that would be needed tosupport the relocated equipment that Brooklyn the gaining site was to maintain, 3 AFCS machines, 3Siemens VFS units and 2 DIOSS machines Post AMP Brooklyn removed 2 UFSM 1000 machines, 1ClOSS machine, 1 LIPPS machine and replaCed the mechanical traymech system with a new reducedfootprint system. Soon after the equipment was removed a staffing review was conducted andadjustments were made to accommodate the new equipment levels

LDC 37 $246,826 savings, there were no proposed changes in Building Equipment staffing and thework hour savings were achieved through WHEP staffing reductions and residual vacancies in Article12 withholding.

LDC 38 - $230,455 savings, there were no proposed changes in Building Services staffing and thework hour savings were achieved through MS-47 staffing reductions as a result of tour compression (9posi ions in total) and residual vacancies in Article 12 withholding.

LDC 39 - $237,349 savings, there were no proposed changes in Maintenance Operations Supportstaffing, the work hour savings were achieved through WHEP staffing reductions (1 position) andresidual vacancies in Article 12 withholding.

LDC 93 $146,940 savings, there were no proposed changes in Maintenance Training work hours,the savings came from Pre PIR training initiatives in preparation for the AMP. Prior to he AMPBrooklyn held MLDP and piloted the ET Trainee program in hopes of recruiting ET'sIMPE's to fill longstanding vacancies and were very successful in doing so. The new hires' were scheduled prior to theAMP so those work hours were not realized during the PIR period and were actually inflated prior inpreparation

Brooklyn - Maintenance Stockroom and SuppliesThe savings variance Final PIR vs Pre-AMP of $841,324 consists of the following

Garbage Sewer & Trash Removal no longer hits line 42 at the plant finance level it is paid by theDistrict which showed a savings of $80,000

Custodian Building Supplies & Services line 31 showed a savings of $66,429 which in large can beattributed to the tour compression.

Gas Heating line 42 shows a savings of $523,229, during this period the Heating/Cooling system wasreplaced with new high efficiency equipment resulting in these savings. The original system installed inthe Brooklyn Plant was a Hitachi Para flow Absorption Unit which provided heating and cooling in oneunit but ran exclusively on gas to support both func ions which is no longer the case.

Electricity line 42 shows a savings of $505,648, during this time period Headquarters initiated 2energy conservation (reduc ion) project in the Brooklyn Plant which impacted this line. The lighting inthe facility was replaced with high efficiency computer controlled lighting and all of the hea ing andventilation equipment was fitted with variable speed drives. The replacement of the obsolete traymechsystem and the reduced foot print of the new system had a major impact on facility electric usage, thenew system uses the latest power roller technology where as the original system used large motor anddrives to power the system.

Total Overall Savings of the Brooklyn Final 1 Year PIR 2010 vs Pre-AMP is $1,660,020,

One-Time Facility CostsThe AMP package identified a projected first year costs of (-$1,142,565) which inclUded an upgrade toBrooklyn's 010 loose mail system at a costs of (-$1 ,007,000) along with a cost of (-$135,565) for equipmentrelocations. The Brooklyn 010 LMS upgrade was stopped.

EqUipment RelocationThe original relocations costs of (-$135,565) which included relocation of 3 AFCS's and 2 DIOSS climbed incosts to (-$203,697) for an increase in costs of (-$68,132) The 3 AFCS's rose from (-$125,565) to(-$183,697) and the 2 DIOSS relocation costs rose from (-$10,000) to (-$20,000) for a (-$10,000) increase.

SummaryThe AMP proposal to move originating Queens P&DC volume to the Brooklyn P&DC projected an annualsavings of $6,576,260. The final PIR after implementation reflects annual savings of $20,498,678. Based onthe approved AMP, Queens was expected to reduce staffing by 86 craft positions and their actual reduc ionwas 176 positions plus further staffing reductions occurred at the Brooklyn site with another 174 craftpositions for a total PC reduction of 350 positions. Comparison of data used dUring the feasibility stUdy andthe PIR indicate a 29.1% decrease in annual TPH volume at Queens. Volume loss at Queens as weil asearly retirement incentives, tour compression and other local initiatives at both Queens and Brooklyn drovecomplement reductions above what we expected.

Page 8 of 39

PIR Summary Narrative

Service Performance and Customer Satisfaction MeasurementLast Saved: May 14, 2011

PIR Type:Implementation Date:

Losing Facility: -::Q;:.:u:,.:e:.::e.:..;ns.::...:-P:.::&:.;:D-:c:....- _District: Triboro

...:...;.:.::..::.;~-------------

After AMP

Gaining Facility: -=B;.:.,ro;.;o::.;.k:.;Jly~n;..;P...;&:;;D:;.C~ _District: ...;T.;.r;,:ib;,:o...;ro=-- _

Final PIR01/01/10

• Customar Salisfaction Measurement (CSM) became Customer Expenence Measurament(CEM) in 2010 Data reffect. mo.t recently completed quarter availaOie in CEM

Overall Salisfaction (Overall Expenence)

Salisfaction WIth ReceIving (Expenence wrth recelvmg)

Satistactlon wrth Sending (Expenence WIth sending)

Satisfaction wrth most frequently VISIted PO (Expenence witlh most frequently visited PO)

Sallsfaction wrth most recent contact Wltlh USPS (Expenence With most recent contact wrth USPS)

Likely to recommend the USPS

01

04a

08a

012a016a

019

After AMP

(15) Notes _

Page 9 of 39

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Q16a! 427.% 440%Q19 71,9% 72,5%

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$424,990$500,249

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$510,629$114,572

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$44,065$2,251,283

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559,804$1S

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$100,456$38,021$

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$32,2745520,401

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$0$0$1,297

$273.074$7.706

$352,536$10,127

$990,822$656,361$792,901

$1,778,1675974,662

$15,489$44,536$11,478$0$0$0$0$0

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$1,152,950$

0$05388,944

$05129,281

$244$0$25

$2,329.6435393,887

53,612$5,265,138$2,775,912

$1,441

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$2,4oo,5M$1,554,287

$331,456$457,017

$111551,104

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$9845366$0

537,77151,208,295

$355,699$1,416,617

5379,098$49,377

$4,258$406,472$189,837

$1,048,55251,251$0$0

$168$

05156$0$0

$2,057,848$439,113

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$822,318536,883$75,972

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$67,710$58,175

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$8

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$64,216$84,216

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$408714

$4087

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27

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$1

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$4

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$0

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$1

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0$

0$0

317

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$1269

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$1

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$75,368$

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$8,387,24534

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16

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$5

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$481$

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$8

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$0

$1

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$1

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$8

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$3

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65

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$3,426543

$812$746,559

$746,559$95,601

$1

55

4$1,554

$278$

29

4$294

$3

21

0,7

82

$688,904$

3,0

35

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Wo

rkho

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Co

sts

Totals.

692.?&!

631,986623,1l65

$2

6,6

«,0

95

$28,166,725$27,121,012

Page

22o

f39

Totals

666,812675,762

620,081$27,374,608

$27,777.795$:27,018,071

PIR

Other

Workhour

Costs

10

69

8$

1.1

95

70

5$944

60

7$1

23

99

35

106

98

$0

$164187

$010

70

0$840,727

$672581

$197,91810

70

0$5,812

$8

82

71

$010

92

7$738,741

$6

57

48

0$

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1,0

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109

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$1,056,858$1,058

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8$694

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9$

14

6$146

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$24$24

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$70,143$70,143

$1

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$2

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6$247,536

$191,6353

06

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$4

98

71

$4

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$6

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$364397

$3643

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$3

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=1

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$1,820,884$

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88

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$03

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$111$111

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$4

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$4

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$3

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86

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$4

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$69,048

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2J1,77715,025

$1,028,633$1,028,633

$570,068

ID

istributionto

Other

PIR

Worksheet

TabsI

Page

25o

f39

PlR

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Page

26o

f39

PIR

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Staffing - CraftLast Saved May 14, 2011

PIR Type: Final PIR

Losing Facility: Queens P&DC

Craft Positions

Function 1 • ClerkFunction 4 - ClerKFunction! Mail HandlerFunction 4 Mail HandlerFunction 3A Vehicle ServiceFunction 38· MaintenanceFunctions 67-£9 . LmtdlRehabiWCOther Functions

Total

Data Extraction Date: 01(15111

CllangeAOlllysis

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(10)1st PIR vsPreAMP

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Data Extraction Date: 01(15111 Varianc.s Total On-Rolls

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Page 28 of

Staffing - PCES/EAS

Losing Facillty:-:Otu;Qn==,,~P&;;::.;;.OC;::;.- _Data EJ

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Range

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$376,526

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1

Space Evaluation and Other CostsLast Saved May 14, 2011

Losing Faclllty:..::Q"'u"'e.:::cen"'s"-P'-'&::;O::.C::::.- _

1. Affected Facility

Oate:__--:::0.::2/:.;::0.:::;3/...:.1.:..1 _

Facility Name: Queens P&DCStreet Address' 14202 20th AveCity, State ZIP: Queens NY

2. One-Time Costs

3, Savings Information

Enter anyone-time costs: _..:;$",,1,.:;;00:.;7,:,:,000=_

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

$0 ':)~OQ700Q;

(These numbers shown below under On&-Time COsts section.)

$0 $0

(These numbers carried forward to the Executive Summary)

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

The vacated space from the removal of the AFCS machines in Queens was used for BX STC operations move to Queens P&DC

The proposed costs for a new loose mail system in Brooklyn P&DC for the 010 operation was stopped.

5. Notes:

Employee Relocation Costs

Mail Processing Equipment Relocation Costs(from MPE Inventory)

Facility Costs(from above)

Total One-Time Costs

$0 $0 $0

$135,565 $203,697 $68,132

$1,007,000 SO ($1 007000)

$1,142,565 $203,697 ($938868)PIR costs carried forward to Executive Summary)

Losing Faclllty:....:Q:..:u;.:e.;:.e:.;.ns'--P&;;:cO::....::.C _ Gaining Faclllty:_S'-roo-"--k...'y'-n'-P....:&....:O'-C'-- _

(1)

Product

Page 39 of 39

(4) (5)

Range of Report

P R Space Evaluation and Other Costs