March 12, Certified Mail Tracking Number:

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1 March 12, 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 for the Panama City, Florida 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 Patrick M. Devine Manager Contract Administration (APWU) Enclosures (CA )

2 REDACTED Type of Distribution Consolidated: Destinating Facility Name & Type: Panama City FL P&DF Street Address: 1336 Sherman Ave City: Panama City State: FL 50 Facility ZIP Code: District: North Florida Area: Southwest Finance Number: Current 30 ZIP Code(s): 324 Miles to Gaining Facility: 106 EXFC office: Yes Plant Manager: N/A Senior Plant Manager: Stephen R. Hardin (A) District Manager: Charles J. Miller Facility Name & Type: Pensacola FL P&DC Street Address: 1400 W. Jordan St City: Pensacola State: FL 50 Facility ZIP Code: District: North Florida Area: Southwest Finance Number: Current 30 ZIP Code(s): 325 EXFC office: Yes Plant Manager: Robert L. Johnson Senior Plant Manager: Stephen R. Hardin (A) District Manager: Charles J. Miller Approval Date: February 20, 2012 Implementation Date: Apr PIR Type: 1st PIR Date Range of Data: Apr : Sep Processing Days per Year: 310 Bargaining Unit Hours per Year: 1,745 EAS Hours per Year: 1,822 Date of HQ memo, DAR Factors/Cost of Borrowing/ New Facility Start-up Costs Update June 16,2011 r ~ Date & Time this workbook was last saved: :08 Area Vice President: Vice President, Network Operations: Area AMP Coordinator: NAI Contact: Jo Ann Feindt David E. Williams Steve Jackson Sarah Grover PIR Data Entry Page

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4 Executive Summary PIR Type: 1st PIR Last Saved January 8, 2014 Date Range of Data Apr Sep 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: 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 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 Annual Savings Total One-Time Costs Total First Year Savings ($346,709) $269,535 from Space Evaluation and Other Costs Staffing Craft Position Loss from Staffing-Gran Service Losing Current Qtr Gaining Current Qtr First-Class Mail Service Performance (EXFC 0/N) from Service Performance & CSM First-Class Mail Service Performance (EXFC 2 Day) 97.69% 97.02% from Service Performance & CSM First-Class Mail Service Performance (EXFC 3 Day) Customer Experience Measurement Overall Satisfaction Residential at PFC level Customer Experience Measurement Overall Satisfaction Small Business at PFC level 94.16% 95.38% 90.90% from Service Performance & CSM from Service Performance & CSM from Service Performance & CSM PIR Executive Summary

5 Combined Losing and Gaining Facility Data: Pre AMP Proposed 1st PIR Function 1 Workhour Costs $14,008,089 $12,845,300 $12,480,626 Non-Processing Craft Workhour Costs (less Maintenance & Transportation) $528,265 $447,108 $938,284 PCES/EAS Workhour Costs $2,004,487 $1,515,405 $1,609,783 Transportation Costs $4,567,382 $4,445,391 $3,967,449 Maintenance Costs $8,476,190 $6,969,007 $7,227,809 Space Savings $0 $0 $0 Total Annual Cost $29,584,414 $26,222,211 $26,223,951 Total One-Time Costs $0 $616,244 $346,709 Total First Year Costs $29,584,414 $26,838,455 $26,570,660 Staffing Craft Position Total On-Rolls PCES/EAS Position Total On-Rolls st PIR vs Pre-AMP Approved AMP Function 1 Workhour Savings $1,527,463 $364,674 $1,162,789 ($410,020) ($491 '176) $81,157 Non-Processing Craft Workhour Savings (less MainVTrans) PCES/EAS Workhour Savings $394,705 ($94,377) $489,082 Transportation Savings $599,933 $477,942 $121,991 Maintenance Savings $1,248,381 ($258,802) $1,507,183 Space Savings $0 $0 $0 Total Annual Savings $3,360,463 ($1,740) $3,362,202 Total One-Time Costs ($346,709) $269,535 ($616,244) Total First Year Staffing Craft Position Loss PCES/EAS Position Loss PIR Executive Summary

6 Losing Facility Name and Type: Current SCF ZIP Code(s): Type of Distribution Consolidated: Summary Narrative Last Saved: January 8, 2014 Panama City FL P&DF 324 Destinating Gaining Facility Name and Type: Current SCF ZIP Code(s): Pensacola FL P&DC 325 Background: This is the First Post Implementation Review (PIR) of the consolidation of Destinating mail volumes from the Panama City FL P&DF into the Pensacola FL P&DC (SCF 325). The AMP study called for the consolidation of Destinating mail volumes for SCF 324 due to the overall decline in volumes and to increase efficiency. The hub operations were transferred to the Post office finance number at the start of the AMP. The Panama City P&DF is approximately 106 miles from the Pensacola P&DC. Financial Summary: The baseline data for this PIR was taken from the period of April 1, September 30, This 6- month period was annualized to represent a full year for the first PIR Financial savings for the consolidation from the Panama City P&DF into the Pensacola P&DC are: Total First Year Savings Total Annual Savings One time costs Allotted Funds: Original 1x costs Deviation #1 $3,013,754 $3,360,463 $ (346,709) $ (616,244) N/A Calculation References Combined LOlling and Gaining Facility Dilts: Function 1 Work.hour Costs Non-Processing Craft Workhour Costs (less Maintenance & Transportation) PCES/EAS Workhour Costs Transportation Costs Maintenance Costs Space Savings Total Annual Cost PreAMP $14,008,089 $528,265 $2,004,487 $4,567,382 $8,476,190 $0 $29,584,414 Proposed $12,845,300 $447,108 $1,515,405 $4,445,391 $6,969,007 $0 $26,222,211 1st PlR $12,480,626 $938,284 $1,609,783 $3,967,449 $7,227,809 $0 $26,223,951 Total One-Time Costa $0 $616,244 $346,709 Total First Year Costs $29,584,414 $26,838,455 $26,570,660 There were one times costs that totaled $346,709 of the approved $616,244. The costs include the building design, construction, support and the installation of 3 DBCS's at the Pensacola P&DC. In order to expedite the full closure all mail processing operations of Panama City P&DF, it was decided to establish a central hub point to cross dock both Originating and Destinating mail volumes between the customer service offices and the Panama City P&DF. Once the Hub operations were started the work hours were transferred to the Post Office finance number The hub work hours and associated work hour costs were added directly into the PIR data based on FLASH data supplied by District Finance and the Jacksonville P&DC OPS Support office. There was a total of 4,782 LDC 43 and 10,330 hours of LDC 48 work hours (annualized) used at the Panama City hub, adding a cost of $550,963. Function 38 employees from the P&DC remain currently on finance number Maintenance work hours were transferred to the Panama City Post office finance number These work hours and their associated work hour rates have been added into the PIR data for the time period specified. PIR Summary Narrative

Other Concurrent Initiatives: The other initiatives that would impact the shared LDC workhour savings is the DBCS Certification training which required all automation craft & EAS employees be trained

7 Other Concurrent Initiatives: The other initiatives that would impact the shared LDC workhour savings is the DBCS Certification training which required all automation craft & EAS employees be trained on 5 courses of automation for a total of 6.25 hours per person. Another initiative was the elnduction training for all craft & EAS accepting drop shipments complete a 2 hour training course and pass a test. These two training requirements occurred within the 6 months used to compare to pre-amp and have increased work hour training operation considerably. Customer & Service Impacts: The BMEU, Box Section, and Retail Unit located at the Panama City P&DF were not affected. A local postmark continues to be available at retail service locations. Transportation: The Panama City P&DF is 2 hrs 35 minutes of travel time from the Pensacola P&DC. Both Panama City P&DF and Pensacola P&DC are HCR sites that are not serviced by PVS. The $94,738 in PVS savings was from LDC 31 not actual PVS driving hours. The follow HCR routes were changed due to the AMP as listed in the PIR. Those include 32193, 32512A, 32433, 32434, 324A8, 324AA, 324B3, 324DA, 324L3 and 324L4. Those listed below are larger adjustments made to the Pre-AMP transportation. The overall savings are $684,000. HCR 324CA was eliminated due to no longer required HCR 324L2 was combined with HCR 324L4 which is listed in the PIR HCR 323BG was originally looked at to be eliminated but no changes were made to it HCR was eliminated. Some routes were identified by the District staff that have changed and were not due to the AMP. Those costs should not be charged to this AMP/PIR. Those routes include: HCR All trips were eliminated for a savings of $211,870 HCR is a Jacksonville Panama City route, we were able to eliminate some Sunday trips for a saving of $4,000. Currently it shows a cost of $1,323,853.this added costs are not related to the AMP. HCR is a Jacksonville Tallahassee route. All 324 trips were eliminated for a savings of $319,352. This additional projected cost of $73,574 was avoided any additional cost are not related to the Panama City AMP. HCR 328SE All Panama City stops were eliminated at a savings of $25,649. HCR All Panama City stops eliminated for a savings of $5,668. Losing Facfl!ty: Panama City FL P&DF Type of Distribution Consolidate<!: Destinatlng Dats of HCR Data File: PIR Type: 1 st PIR PIR Summary Narrative

8 Staffing Impacts: Mail processing staffing impacts for the 1st PIR resulted in loss of 55 craft positions between the two sites. In the Panama City P&DF, they are 5 craft employees over the proposed numbers. In the Pensacola P&DC is 22 employees below their proposed craft numbers due to other non-amp items. All of the hub operations craft employees were moved to finance number. The hub operation used an annualized work hour total of 15,112. EAS resulted in a net loss of 6 employees. The Panama City P&DF has no EAS remaining in finance number The Pensacola P&DC is at their proposed supervisor staffing levels. 1 Craft = Career + Non-career Maintenance Impacts: During the 1 t PIR timeframe, the overall Maintenance Savings for the First PIR was $1,248,381. The Panama City P&DF maintenance did reduce their staffing from 31 to 15. As discussed in the financial summary, the employees remained on finance number while the work hours for the maintenance staff are charged to finance number MPE moves: In order to prepare for the Destinating Panama City volumes, 3 DBCS's were installed in Pensacola P&DC. The one time costs for the DBCS move totaled $23,600. An AFSM 100 was proposed for the Panama City move, but was deemed unnecessary at the time of the consolidation. A NODE Study as of November 4th by the Facilities Service Office plans to retain the Panama City P&DC as a hub. Retail, BMEU, PO Box, Caller Services, and Delivery will remain at the Panama City facility. In the future, carriers from both the Northside and Downtown Stations will relocate into the P&DC facility. PIR Summary Narrative

9 Service Performance and Customer Satisfaction Measurement Last Saved: January 8, 2014 Losing Facility: Panama City FL P&DF District: North Florida PIR Type: Implementation Date: 1st PIR 04/01/13 Gaining Facility: Pensacola FL P&DC District: North Florida (15) Notes: Customer Satisfaction Measurement (CSM) became Customer Experience Measurem1 Data reflects most recently completed quarter available in CEM. Satisfaction (Overall Experience) PIR Service Performance and Customer Satisfaction Measurement

10 I Combined Facilities I Workhour Costs - Combined Facilities Lam Saved: January 8, 2014 PIR Type : -.fi;:.;-;:-jm;;:;;;;;;;;;s;s;;;;;""':;;<jjrl;;;tf'fr Type of Distribution Consolidated: Destinating Date Range of Data: Apr to Sep PlR Workhour Costs - Combined F acllities

11 PIR Work:hour Costs - Combined Facilities

12 (27)NOTES: t!w1l4f~xj!r PIR Work:hour Costs ~ Combined F acitities

13 Losing Facility: Panama City FL P&OF Workhour Costs -Losing Facility Last Saved: January 8, :m 4 PIR Type : ~~~=""'m.dio<fw Type ot Dlstnbutton Consotidated: Destinatmg Date Range of Data: Apr-( to Sep ANNUliUZED j PIR Workhour Costs - Losing

14 PlR Workhour Costs - Losing

Workhour Costs Gaining Facility Last Saved: January S_ 2014 Gaining Facility: Pensacola FL P&DC Type of Distribution Consolidated: Destinating.. "'... Function 1 11 $39.72 41 $42.

15 Workhour Costs Gaining Facility Last Saved: January S_ 2014 Gaining Facility: Pensacola FL P&DC Type of Distribution Consolidated: Destinating.. "'... Function 1 11 $ $ $ PIR Type :.;~~ :..c,:p-,:~~~"'tr"c:::;ol:-::mn=s "" -=,=nu:::w= -:-:od;c;fo:::,-;cfm= PIR. Date Range of Data: Apr to Sep ~'t0'7":1.ta PIR Workhour Costs - Gaining

16 PlR Workhour Costs - Gaining

17 (2nNoTES:~~========================================================================================================================================~ P!R Workhour Costs- Gaining

18 I Other Workhour Move Analysis I PIR Other Worl<hour Costs

19 P IR Other Workhour Costs

20 PIR Other Workhour Costs

22 I Distribution to Other PIR Worksheet Tabs I PIR Other Workhour Costs

23 P IR Other Workhour Costs

Staffing -Craft Last Saved: January 8, 2014 PIR Type: 1st PIR Data Extraction Date: 10/07/13 Finance #: 117280 Craft Positions Craft Positions 1,----------------~----------------~ (23)

24 Staffing -Craft Last Saved: January 8, 2014 PIR Type: 1st PIR Data Extraction Date: 10/07/13 Finance #: Craft Positions Craft Positions 1, ~ ~ (23) 1 (24) 1 i 1st PIR vs Pre AMP i 1st PIR vs Proposed ~ Total Craft Position Loss:L- - ~ _2 - -J (Above numbers are carried forward to the Executive Summary) PIR Staffing - Craft

25 Staffing- PCES/EAS Last Saved: January 8, 2014 PIR Type: 1st PIR Losing Facility: Panama City FL P&OF Data Extraction Date: 10/3/2013 Finance# _1_17...;2_80 PCES/EAS Positions PIR Staffing- PCES/EAS

Gaining Facility: Pensacola FL P&DC Data Extraction Date: 101312013 Finance# -'1-'17'-4'-'1-'1 r- -~-~-~-~-~-~-~,~-~-~-~---~--,~-~- -~---~-~, 1 Total PCES/EAS' < 37 ) 1

26 Gaining Facility: Pensacola FL P&DC Data Extraction Date: Finance# -'1-'17'-4'-'1-'1 r- -~-~-~-~-~-~-~,~-~-~-~---~--,~-~- -~---~-~, 1 Total PCES/EAS' < 37 ) 1 < 38 ) 1 I I I j Position Lossj 6 j 0 j ~ ~ ~ ~ (Above numbers are carried forward to the Executive Summary) PIR Staffing- PCES/EAS

27 Transportation - PVS Last Saved: January 8, 2014 PIR Type: :::::::...:...:..:_ 1st PIR Losing Facility: Panama City FL P&DF Finance Number: ~~~ PVS Owned Equipment Seven Ton Trucks Eleven Ton Trucks Single Axle Tractors Tandem Axle Tractors Spotters PVS Transportation Number of Schedules Total Annual Mileage Total Mileage Costs (2) w I Variance ~ 1st Variance ~ 1st I I Date Range of Data: Apr to- Sep Gaining Facility: Pensacola FL P&DC Finance Number: (7) (8) (9) I (10) Variance 1st Variance 1st Proposed 1st PIR I PIR vs Pre PIR vs Proposed PIR PIR vs Pre PIR vs AMP Proposed Proposed PVS Owned EQuipment 0 0 Seven Ton Trucks Eleven Ton Trucks Single Axle Tractors 0 I Tandem Axle Tractors ~~ 0 I I I I PVS Transportation Total N"mOO<Of Annual ~~""' Mileage 0 0 $0 $0 $0 $0 Total Mileage Costs $0 $0 $0 $0 PVS Leases Total Vehicles Leased Total Lease Costs PVS Leases f 0 I 0 ' ' t Total Vehicles Leased.. 'l"'f'( $0 $0 $0 $0 Total Lease Costs 0 0 $0 $0 $0 $0 PVS Workhour Costs LDC 31 (617, 679, 764) LDC 34 (765, 766) Total Workhour Costs PVS Workhour Costs $0 $0 LDC 31 (617, 679, 764) $0 $0 $0 $0 LDC 34 (765, 766) $94,738 $94,738 ($0) $0 I--::T;:-o 7 ta-:i:-;-wi::;-o~rk 7 h_o..:..u_r-::c:-o-s-:-ts*~~* $0 $0 $0 $0 $0 $0 (11) Total 1st PIR vs Pre AMP Transportation-PVS Savings: ($0) (12) Total 1st PIR vs Proposed Transportation-PVS Savings: $0 (This number added to the Executive Summary (This number added to the Executive Summary) (13) Notes: There are no PVS service in Panama City. The workhour costs are attributed to the wrong operation number. As directed, the proposed costs were made equal to the Pre-AMP costs in order to show no savings. PIR Transportation - PVS

28 Losing Facility: Panama City FL P&DF Transportation - HCR Last Saved: January 8, 2014 PIR Type: 1st PIR Type of Distribution Consolidated: Destinating Data of HCR Data File: 10/01/13 CT for Outbound Dock: 22:05 ~- a - PIR Transportation HCR - Losing

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

$CET for Inbound Dock: CET for Cancellations: PIR Type: Destinating CET for OGP: 20:00 20:00 CT for Outbound Dock: 1 :30 1ft\; ~... PIR Transportation HCR - Gaining$

30 Gaining Facility: Pensacola FL P&DC Type of Distribution Consolidated: Destinating Date ofhcr Data File: 10/01/13 Transportation - HCR Last Saved: January 8, 2014 CET for Inbound Dock: CET for Cancellations: PIR Type: Destinating CET for OGP: 20:00 20:00 CT for Outbound Dock: 1 :30 1ft\; ~... PIR Transportation HCR - Gaining

Change Analysis 1st PIR vs Pre AMP I 1st PIR vs Proposed Losin Summary HCR Losing & Gaining (13) I (14l (13) Total 1st PIR vs Pre AMP Transportation-HeR Savings: (from losing and gaining facilities)

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

MPE Inventory Last Saved: January 8, 2014 Data Extraction Date:----- PIR Type: 1st PIR Date Range of Data: Apr-01-2013 -to - Sep-30-2013 Losing Facility: Panama City FL P&DF Gaining Facility:

32 MPE Inventory Last Saved: January 8, 2014 Data Extraction Date:----- PIR Type: 1st PIR Date Range of Data: Apr to - Sep Losing Facility: Panama City FL P&DF Gaining Facility: Pensacola FL P&DC <s> 1 <s> 11 <7> <s> <s> Proposed 1st PIR V.. 1st PIR IH Relocation Relocation a~~:: 10 Costs Costs 2 1 $0 $0 AFCS 200 <(,.b:.,k0'.(j 0 2 $0 $0 AFSM-ALL ;;;> 2 1 $141,064 APPS '.'ll'' (\~ 0 0 $0 ClOSS ~ $0 CSBCS ' i ~vio'f: i.ti 0 0 $0 $0 DBCS. t:'i' 11;' c 8 6 $8,060 $23,600 DBCS-OSS ;. ;.ri;;s 0 2!', $0 $0 DIOSS 1 /S~;;,),. 3 3 ' $16,120 $0 FSS > " < 0 0 $0 $0 SBPS.i.1t,~.ii+i 1 1 $0 $0 UFSM,:5~/J~;{\~pf 0 0 $0 $0 0 0 $0 $0 ROBOT GANTRY ~ '" 0 0 $0 $0 HSTS I HSUS.;')'(;...,,, 0 0 $0 $0 LCTS I LCUS ; ff ; 5 :! ~;; ~ 1 1 $0 $0 LIPS t ' s:n ;, <;(~ 0 0 $0 $0 MLOCR-ISS. O >; 'S2 0 0 $0 $0 MPBCS-OSS ~~ii]t~ 0 0 $0 $0 TABBER INDUSTRIAL I ''k}'l I 0 LCREM 0 0 ~ ~ (10) Notes: The $23,600 in DBCS costs, was for the installation of 3 DBCS in Pensacola Proposed AFSM deemed not necessary by Southern Area due to volumes at time of consolidation. Carried to Space Evaluation and Other Costs PIR MPE Inventory

33 Maintenance Last Saved: January 8, 2014 PIR Type :...:1.::st:...:P :I:...:R Date Range of Data: Apr : Sep losing Facility: Panama City FL P&DF Gaining Facility: Pensacola FL P&DC Workhour Activity (2) Proposed ~ (3) (; (4) ;:, Variance 1st PIR? 1st PIR to Costs PreAMP (5) Variance 1st PIR to Proposed Workhour Activity (7} Proposed Costs (8) (9) Variance 1st 1st PIR PIR to Pre Costs AMP (10) Variance 1st PIR to Pre Proposed LDC36 $ 0 $ 245,717 $ 2,595,529 $ 2,543,654 $ $ 165,270 $ $, 1,546,030 $ 1,382,492 '$ $ 306,231 $ 231,878 $ 755, ,806 $ 478,806 $ 0 $ $ 293,727 $ $ 0 $ 471,502 $ 0 $ $ $ 73,267 69,114 $ --- 5,260,307 71,$14 747,270 62, ,477 Total Parts and Supplies Maintenance Stockroom and S 187,534 0 Grand Total $ 260,801 Grand Total (11) 1st PIR vs Pre AMP- Maintenance Savings: (12) 1st PIR vs Proposed- Maintenance Savings: $258,802 (These numbers carried forward to the Executive Summary) (These numbers carried forward to the Executive Summary) (13) Notes: Maintenance workhours for Panama City were moved to the Post office finance number Workhour rates & hours were transferred into the PIR data for the 6 mth period. '"Data in PIR columns is annualized for First PIR 'rev-1j$.12008: PIR Maintenance

34 Distribution Changes Last Saved: January 8, 2014 Losing Facility : Panama City FL P&DF PIR Type: 1st PIR Type of Distribution Consolidated: Destinating Date Range of Data: Apr to- Sep (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 DMM L201 Identify the date of the Postal Bulletin that contained DMM labeling list revisions. < 2 > PB Dec DMML003 DMM L004 DMM L601 DMM L602 Was the Service Standard Directory updated for the approved AMP? < 3 > Yes X DMM L005 DMM L603 DMML006 DMM LOO? DMM L008 DMM L604 DMM L605 DMM L606 DMM L009 X DMM L607 DMM L010 DMM L801 (4) Drop Shipments for Destination Entry Discounts FAST Appointment Summary Report NASS Total No-Show Late Arrival Open Month Losing I Gaining Facility Facility Name Code Schd Count % Count % Count % Aug '13 Losing Facility 324 Panama City N/A Closed Unschd, Count % Count Sep '13 Losing Facility 324 Panama City N/A Aug '13 Gaining Facility 325 Pensacola % % % Sep '13 Gaining Facility 325 Pensacola % % % --- L '-- -L.- -~ (5) Notes: % % 1 I PIR Distribution Changes

35 losing Facility: Panama City FL P&DF 5-0igit ZIP Code: Data Extraction Date:-:;1~01;:::1=:-1/~1-= Customer Service Issues Last Saved: January 8, 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 2. How many collection boxes are currently designated for "local delivery"? 3. How many "local delivery" boxes were removed as a result of AMP? [JCJ [-JC] 4. Delivery Performance Report % Carriers returning before 5 p.m. 5. Retail Unit Inside Losing Facility (Window Service Times) 6. Business (Bulk) Mail Acceptance Hours r - au"',_f-j Proposed u.. -"''"", - 1::.\-ru' Proposed Start End Start End Start End None None 9:00 17:30 None None None None 9:00 17:30 None None None None 9:00 17:30 None None None None 9:00 17:30 None None None None 9:00 17:30 None None None None 9:00 12:30 0:00 0:00 1st PIR Start End 11:00 17:30 11:00 17:30 11:00 17:30 11:00 17:30 11:00 17:30 0:00 0:00 7. Can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual? Yes 8. Notes: Retail & BMEU were not affected as originally planned. Gaining Facility: Pensacola FL P&DC 9. What postmark is printed on collection mail? Pensacola FL 325 (Day-Month-Year PM) machine# T0\1:1~12!1 PIR Customer Service Issues

36 Space Evaluation and Other Costs Last Saved: January 8, 2014 Losing Facility: Panama City Fl P&DF Date: Affected Facility 2. One-Time Costs 3. Savings Information Enter any one-time costs:_..;$"'4""5""1,,;.000;,;,.,._ $323,109 ($ ) (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. A NODE Study as of November 4th by the Facilities Service Office plans to retain the Panama City P&DC as a hub. Retail, BMEU, PO Box, Caller Services, and Delivery will remain at the Panama City facility. In the future, carriers from both the Northside and Downtown Stations will relocate into the P&DC facility. 5. Notes: Per FSO: Demolition of existing CMU walls and relocation of Swing Room in order to provide additional Workroom for staging areas. New structural beams were added to support the existing Look Out Gallery running along these demolished walls. Also included was the relocation of two existing columns to clear space for new DBCSs. Finally, the Mechanical system was rebalanced. Employee Relocation Costs Mail Processing Equipment Relocation Costs (from MPE Inventory) $165,244 Facility Costs (from above) Total One-Time Costs $451,000 ($ ) $616,244 $346,709 ($269,535) PIR costs carried forward to Executive Summary) Losing Facility: Panama City Fl P&DF Gaining Facility: Pensacola Fl P&DC Pre-AMP: FY 2011 Range of Report PIR: FY 2012 YTD PIR Space Evaluation and Other Costs

August 13, Certified Mail Tracking Number:

August 13, Certified Mail Tracking Number: August 13, 2013 Mr. Cliff Guffey President American Postal Workers Union, AFL-CIO 1300 L Street, NW Washington, DC 20005-4128 Certified Mail Tracking Number: 7013 1090 0002 44351572 Dear Cliff: As information,