**Minutes of the**

**Mailers\' Technical Advisory Committee**

**September 16-17, 1998**

**Grand Hyatt Washington Hotel**

**Washington, DC**

**Welcome**

Chris Rebello, Industry Chairman, called the meeting to order and
welcomed the members. After administrative announcements, including the
reminder that a business meeting would be held immediately after
adjournment, Chris commented that MTAC made a successful and well
attended session about MITS at the Postal Forum. Members were reminded
to make timely updates on the MITS. Future (1999) meeting dates were
reviewed: January 19-21, April 20-22, July 20-22 and October 19-21.
Finally, he noted that the annual report would be prepared for delivery
to the Postal Service at the January 1999 meeting.

**Recognition**

Art Porwick, USPS Vice Chairman, welcomed James P. Myers as a new member
and Executive representing the Parcel Shippers Association.

**[Technology Update \-- Norm Lorentz, Chief Technology
Officer]{.underline}**

Norm Lorentz explained the rationale for creating a new position, Chief
Technology Officer, to affirm the relationship between Customer Perfect
objectives

and the technology that delivers quality by supporting customer needs.
The focus will

be on a new information platform, integrating technology, process
management systems, engineering systems and new product development. The
basis of Customer Perfect includes developing clear direction for the
Postal Service business, workplace issues (employee
relationships/labor-management), and process standardization.

**[Y2K Briefing \-- Richard Weirich]{.underline}**

Mr. Weirich explained that there are four major areas of central
management \-- national applications, the national information
technology infrastructure, core mail equipment and supplier
relationships. Several areas managed more locally include local IT
infrastructure, mail handling systems that are often unique in design,
environmental controls and access controls.

Nationally, there are 376 systems, of which 155 are mission-critical,
e.g., payroll. Remediation work is completed on 107 systems. Similarly,
the national infrastructure has 2010 mission-critical components, most
of which rely somewhat on the manufacturer for update. This work is also
progressing according to plan.

Of 43 mail processing systems, 223 are mission-critical and the work on
those is also progressing according to plan. Because of the nature of
the systems, a special test was performed at the Tampa facility,
bringing all systems up to year 2000 standards and actually running mail
through the system. The test was successful.

In spite of progress in year 2000 projects, there are some contingency
plans in place, and others will be developed, to respond to failures
that may occur. Work is progressing on various building and
environmental systems, and on individual facilities. About 3,000
external interfaces have been identified which require coordination with
business partners. Our Supplier Management Organization is developing a
more in depth approach to address the readiness of suppliers, with
emphasis on those who provide critical services.

Finally, a working group has been established within MTAC. Participation
in tests by customers is important, but because of the numbers involved,
the national sales account managers will be the key interface in most
cases. There is also information on the web, through the Arlington
clearinghouse, and from a special information kit (which will be
available shortly through USPS sales representatives).

Testing in all areas will be come more intense in 1999, including an
increased focus on suppliers and on more extensive projections of how to
meet unexpected situations created by outside entities (like a major
loss of electrical power or a sudden surge of mail created just before
yearend by \"just in case\" mailers).

**[Financial Update \-- Richard Porras, Chief Financial
Officer]{.underline}**

**[John Ward, VP, Controller]{.underline}**

Mr. Porras announced the promotion of John Ward to VP, Controller.

Mr. Ward presented a brief financial report. Reviewing the past year, he
noted that there was strong overall growth, reflecting the postponed
rate increases, expenses below plan and the delay of several major
investments. The projected net income for the year is more than \$600
million.

Although operating revenues were off by about \$230 million, expenses
were well below plan (by almost \$200 million) and net income, currently
\$865 million, is almost \$700 million over plan. Had the rate increase
been implemented, income would have been almost \$200 million higher.

Growth in the most improved classes was: First Class (up 1%), Priority
(up 11.4%), Standard A (up 7.2% and over 5 billion pieces) and Standard
B (up 15%).

The benefits of reclassification have contributed to the increase in
Standard A. Advertising has strongly supported the increased Priority
mail.

In the area of expenses, aberrations from the usual trend during the
year there was a major lump sum payment and a large pay increase at the
end of the year (offset by the bolus of income from the UPS strike).

The outlook for the next year includes increased revenues and a record
level of volume. There will be major investment commitments to
infrastructure and services (like delivery confirmation, corporate call
centers, expansion of Priority Mail processing network). Revenue growth
of 4.9% is anticipated, partly from the rate increase, partly from
volume growth. In that area, Standard A will continue to grow and
Priority Mail will overtake First Class. Volume should exceed 200
billion pieces, a record.

Expenses should grow by about 6%. There will be increased based on
increased volume, increased salaries, and almost a billion dollars in
program investments.

In summary, there should be record volume, deferred rate increases until
the year 2000, and an estimated net income of over \$200 million. Bumps
in the road may include the negotiation of a fair and reasonable labor
contract and the commitment to offset the major loss in revenues that
resulted from the delayed rate increase. Of course, all projections are
based on a continued stable economy.

**[Marketing Update \-- Allen Kane, Chief Marketing
Officer]{.underline}**

Mr. Kane stated that new business grew y over \$4 billion in the last
two years without major price increases. He added that the delayed
increase in rates was positive, from a customer point of view and postal
management was cutting back expenses to pay for the delay. Currently,
Marketing is working with Operations on the fall mailing season and the
January rate change.

Marketing's responsibility is to develop product plans and channel
plans. Channels are the customers' entry into the Postal Service and
include retail centers, internet commerce, corporate call centers, and
so on. Customer requirements drive

all of these plans and in turn, the plans lead into several corporate
processes, i.e.,

rate design, future infrastructure planning, etc.

These plans enhance the ability of the Postal Service to anticipate
infrastructure requirements and implement operational plans to meet
these needs. This proactive process is an appropriate departure from the
more traditional, low risk approach of waiting for mail to outgrow the
operations capacity, thereby putting us behind the

power curve.

Mr. Kane pointed to the emerging electronic mail market, noting that the
Postal Service anticipates being able to provide access and choices for
customers. The market includes a hybrid electronic mail (which is
electronic input to hard copy output) and

pure electronic mail.

The Marketing Department sees three sources of growth. The first is in
the electronic arena. The second is in existing growth products such as
expedited and package products, ad mail, and special services that are
currently available to customers. The third area includes international
and use of our retail networks. The international market is looking for
one-stop shopping, and it is a very competitive and political area. The
retail network of the Postal Service is immense---over 40,000
outlets---but is not a profitable operation, and introducing new
products is very difficult because of the controversial surrounding each
new idea. An example of retail innovation is the pilot program with Mail
Boxes, Etc., during which official post office services will be
established in the franchise space to expand the availability of Postal
Service products and services.

Mr. Kane closed his remarks by emphasizing that the marketing focus
remains

on the core products of the Postal Service. He noted four challenges.
The Postal

Service must meet customers' needs in the new electronic age. There will
be increased competition from major international postal administrations
seeking new markets in the mail-rich U.S. Labor negotiations will play
an important role in future prices. And, the Postal Service, which has
been having financial success, must deal with the negative aspects of
that success, which will include increased attacks by domestic and
foreign competitors.

The Marketing Department sees three sources of growth. The first is in
the electronic arena. The second is in existing growth products, such as
parcels, ad mail and special services that are currently available to
customers. The third area includes international and retail, both
challenges. The international market is looking for one-stop shopping,
and it is a very competitive and political area. The retail potential of
the Postal Service is immense \-- over 40,000 outlets \-- but it is
probably not a profitable operation, and introducing new products is
excruciating because of the litigation attached to each new idea. An
example of retail innovation is the pilot program with Mail Boxes, Etc,
during which official post office services will be established in the
franchise space to expand the availability of Postal Service products
and services.

Mr. Kane closed his remarks by emphasizing that the marketing focus
remains on the core products of the Postal Service. He noted four
challenges. The Postal Service must meet the new electronic age with
innovation. For example, online banking may impact First Class in an
important way. There will be increased competition from major
international postal management's, seeking new markets in the mail-rich
U.S. Labor negotiations will play an important role in profitability and
production efficiency. And the Postal Service, which is proving an
ability to be financially successful, must deal with the negative
aspects of that success, which will include increased attacks by
domestic competitors and the realities of fiscal policies in the federal
government environment..

**[Operations Update \-- Nick Barranca, VP, Operations
Support]{.underline}**

Operations is responding to a charge that requires a good plan created
by

all involved participants, the provision of quality service, and the
cultivation of good communications and teamwork. A planning group was
established in March, and by

May tasks had been identified and an input from customers had been
collected to develop growth projections.

A planning summit in late May included customer participation, and
resources were identified \-- more people, equipment and space, mainly
at selected sites. The plan focused on individual clusters and became
more detailed \-- specifying the additional career and casual employees
required to respond to needs. Annexes were leased and equipment was
directed to the \"pinch points\" identified in the earlier process.

Entry Point Guidelines were developed to give customers a better sense
of appropriate timing, and a color-coded early warning system was
published (using DSAS) to keep mailers posted on potential delay areas.
This information is useful to customer and the Postal Service
management.

Daily monitoring has been instituted for BMC\'s, plants and delivery
units, and the DSAS, to track late mail entry and time-sensitive
mailings (using ADVANCE). Delayed mailing have clearly been reduced
since the effort began, even with growth in Standard A and periodicals.
Analysis of DSAS gives a good picture of no shows, late arrivals,
cancellations and flow (Friday is a peak volume day). Independent
inspection teams have been set up to monitor performance in these areas,
and there will be a special emphasis on holidays, when problems often
appear.

There is a plan to standardize the problem resolution process, working
especially with the Business Service Network. Information derived from
all these efforts will be made available to interested parties as much
as possible.

**[Next Generation Flats Sorter: Automation Update \-- Elliott Segal,
Engineering]{.underline}**

After a video presentation describing various types of flat sorting
equipment with particular focus on the new Rapistan AFSM 100 flats
sorting machine, Mr. Siegel stated that this new sorter would
dramatically improve the flow of flats, especially Standard A and
Periodicals, into the automated mail stream. Productivity of the
equipment is over 17,000 pieces per hour. The AFSM 100 accepts all mail
that falls within the current FSM 881 specifications, including handling
polywraps quite well. The equipment has an OCR and on-line video coding
capability that allows employees to code OCR non-readable mail via
keying while the pieces circulate within the machine. There is also a
tray dispatch conveyor adaptable to robotic handing.

The initial contract, awarded in August 1998, is for delivery of 175
machines

that will meet additional processing capacity needs using a much
improved technology. The machines should begin to appear in October
1999. Thereafter, the plan is to continue installation, if funding is
approved, until all of the FSM 881s are replaced.

Mr. Siegel commented on the capability of delivery point sequencing for
flat mail. He noted that some hurdles needed to be overcome; in
particular, delivery point barcode information is required for each
piece of mail. There is currently no capability for flat sorter
equipment to spray a barcode on mail. Engineering is investigating the
possibility of doing this, perhaps with an invisible type of ink.

**Administrative Announcements**

The meeting was recessed until the following day at 8:00 a.m.

**Minutes of the**

**Mailers\' Technical Advisory Committee**

**September 16-17, 1998**

**Grand Hyatt Washington Hotel**

**Washington, DC**

Joseph Schick, Industry Vice-Chair, called the meeting to order and

announced the results of the election for Steering Committee:

First Class Chuck Fattore

Periodicals Jack Widener

Standard A Dan Minnick

Standard B Clarence Banks

Addressing Peter Moore

Engineering & Technology Robert Lindsay.

He also expressed appreciation to Howard Schwartz and Lloyd Karls for
their service to the Steering Committee.

Art Porwick expressed appreciation to Delores Adona for having made
arrangements and supported MTAC for the current meeting, a task made
more difficult because of the lack of meeting space and hotel
accommodation in the Washington area.

Mr. Porwick introduced the Postmaster General, William J. Henderson.

**Comments by the Postmaster General**

Mr. Henderson welcomed the MTAC members and presented a plaque of
appreciation to Chris Rebello for his service as Industry Chairman
during 1997-1998.

Mr. Henderson stated that MTAC was an asset to the Postal Service,
especially for advice and counsel during this important time when the
information platform is being put in place. Creating, even
conceptualizing, that project is a daunting task, but the Postal Service
has the resources to accomplish the task.

The fall mailing season is going well, the best in five years, with
improved service for all classes of mail.

Commenting on questions from the members, the Postmaster General
commented on the limitation of commercial participants in the online
mail pilot project, noting that the question would be addressed.
Concerning the postal reform legislation and the

control of extraneous, or even damaging amendments to the bill, the
Postmaster General stated that adherence to the position that the
services of the Postal Service are uniquely important to every segment
of U.S. society \-- individuals, government, education, etc. \-- that to
weaken the final reform product would be exceptionally damaging. There
is, he said, no way to practically \"reinvent\" the \$62 billion
organization.

Rates, he said, should reflect the efficiencies developed by the major
mailers. Concerning the monopoly status of the Postal Service, the
Postmaster General stated that, although he did not feel it would last
forever\-\--he pointed to the increasing breakdown of postal monopolies
in the international milieu. He emphasized the importance of developing
a healthy respect for the requirements of maintaining such a monopoly
\-- quality service to customers and a sensitivity to the unique
considerations inherent in maintaining a monopoly. The public and Postal
Service employees should understand the importance of obligatory
universal delivery of mail, regardless of local profitability, and the
importance of protecting the monopoly.

Concerning revenue protection, members offered some reservations on
several policies that might be considered prejudicial to the customer.
The PMG agreed that there must be a balance between policies that reduce
revenues because of customer underpayments (especially intentional
underpayments) and policies that may retain revenue that should be
returned.

If postal reform removes restriction to the types of business the Postal
Service may choose, the Postmaster General was confident that the focus
would continue to be on core products. He did not foresee any move into
non-related businesses.

The Postmaster General anticipated improved relations with the labor
unions, mainly through increased communications.

Mr. Schick thanked Postmaster General Henderson for his presentation and
delivered the report of the Capital Spending Work Group.

Mr. Porwick introduced Jay Freitas, as he new Postal Service liaison
with the MTAC, reporting to the Postal Service Vice Chair.

**[WORK GROUP UPDATES]{.underline}**

**Periodical Service Update**

Tom Tulley stated that the Work Group had made good progress and was in
the process of reviewing each facility. The next meeting would be in
Teaneck, NJ on October 14, with a tour of the local DVD to follow. He
introduced Woody Duncan,

who reviewed the quality improvement program instituted at the Royal
Oak, Michigan facility.

Mr. Duncan explained that the program name was chosen by the Royal Oak
employees, \"2C or Not 2C\", to emphasize that periodicals are not 2C
mail. The goals were to improve timely delivery (which could be measured
internally) and to improve customer satisfaction, which would be
evidenced by a decline in formal customer complaints.

The overall customer base included the publishers, printers, mailers,
and the end user (recipient) of the mail, plus those inside the Postal
Service who handled the mail at various points in the process. At the
outset, the average number of complaints per accounting period was 86,
almost all pertaining to late delivery. The initial reduction target
chosen was 20.

The group\'s initial analysis revealed problems in four main areas \--
the mail mix, dispatch disciplines and procedures, lack of up-to-date
standard operating procedures, and poor mail preparation by the mailer.
The analysis also revealed sic root causes of delays \-- a mindset to
release only full containers; periodicals intermingled in the mail
stream (when a batch of mail appears to be Standard A, it may be
delayed); periodicals not clearly identified and/or not recognized by
the employees; employees not fully trained on handling 2C and periodical
mail; inadequate signage; and an operating plan that did not
appropriately address mail flow.

The numbers related to problems that were included in the analysis:
commingled mail, 27%; staged in wrong area, 27%; partial containers
delayed, 5%; and improper labeling by USPS, 41%.

Initial countermeasures included a training blitz to explain
periodicals, a quiz contest area-wide, special teams created to address
periodical problem areas, awards and rewards, and special \"morale
boosters\" like imprinted T-shirts and caps, buttons, etc. There was
also a training program established. An FSM 100 was installed for

periodicals, parcel sorters were installed, and coordination with the
Detroit BMC resulted in segregated periodicals in shipments and a
designated periodical run from the BMC. New signs and tags were ordered
to more clearly identify the periodical mail flow. The operating plan
(SOP) was revised and published. Finally, the teams worked with
customers to solve specific problems.

The results have been rewarding. Although results were slow at the
beginning, the decline in complaints became apparent and during the last
several months complaints have averaged less than 20 per month.

The team will continue to make improvements, including a GLAP tracking
system, the creation of a Quality Assurance team to refine the mail flow
process, and a sharing of information with other offices. There must be
a continuing commitment to maintain and improve quality service.

Mr. Tulley expressed appreciation for the briefing and noted that
similar programs were being initiated in other facilities, and that
information sharing was common.

**Small Mailer Information** \-- Dan Goodkind: Announcing the sunset of
the work group, Mr. Goodkind noted that the small mailer brochure was in
print and would be available within a few days.

**Increasing USPS Capital Spending Levels** \-- Joe Schick: The report
for the work group has been submitted, and the group will be dissolved
after a site visit planned previously. Recommendations included a change
to the justification process for capital spending; examining competitive
issues which may require some investment; and expediting planned
investment; and development of a better process for joint ventures with
private industry.

**Unit Load Tracking** \-- Rick Glickman: The charter was to examine
ways to move into a unit load tracking environment. There will be a
written report. The work group agreed that unit load is any aggregate of
mail that requires unique identification. Information to be captured
includes the unique ID, location, origin site and time, volume, time in
process, destination site and time, and so on. The written document will
discuss process management, resource planning, process optimization,
improved service performance, mail tracking and cost reduction.

To demonstrate the tracking potential, the work group agreed to conduct
an RFID-technology pilot at Harrisburg. The infrastructure was in
existence there, and two appropriate destinations were chosen (Lancaster
and Indianapolis). A passive RFID system will track the units to capture
the birth, movement to dock, loading (picking up errors in loading, if
any), arrival at destination and final breakdown. The temporary RFID tag
allows electronic readers placed at various places at Harrisburg,
Lancaster and Indianapolis to track each unit load.

Information can be sent to a password-limited web page which would
display complete information about the shipment, presented in typical
hierarchical web structure format.

**Sharing Data** \-- Joe Schick: A cost and trend analysis was recently
distributed. Recent meetings to identify cost drivers were poorly
attended.

**Pricing Flexibility Within the Current Framework** \-- Dan Foucheaux:
Work Group activity was off to a slow start because of the recent
concurrent rate case activity. The group, which has met three times,
will continue to meet to discuss alternatives in case postal reform
fails. Since many of the alternatives involve probably litigation (or
avoidance of litigation), there is a focus on that legal aspect of the
postal reform scenario.

**Publication Watch** \-- Joyce McGarvy: Since the last MTAC meeting,
three work group meetings were held. The Postal Service was well
represented in each. Recommendations includes developing an alternative
to the current Pub Watch process, creating a vehicle for subscribers and
publishers to record complaints which would reside in a system that
would allow analysis and early warning of potential problems. The most
important conclusion \-- that Postal Service must decide whether or not
to buy into the Pub Watch program and, if positively inclined, provide
serious support, both managerially and financially.

**Periodical Service** \-- Tom Tulley: There will be greater use of
AMTRAK services to move periodical mail. The next project for the work
group will be to reconcile the regulations with the actual processing of
mail, with an eye toward making recommendations for changes in the
regulations to bring them more in line with actual practice. The
processing group will continue to map flats mail flow in every facility.
There will be a national meeting of all focus groups in 1999.

**Definition and Publication of Service Standards** \-- Jerry Jensen:
There have been three meetings, mainly to inform work group members of
Postal Service activities related to service standards. Service
standards embrace all classes of mail, which makes focus difficult. The
group is reassessing its approach to become more proactive and to
encourage a more important Postal Service management support commitment.

**Increase Coding of Colleges & Universities** \-- Lou Eichler: The
Postal Service has made an effort to communicate addressing needs at
conventions and other meetings. The problems reside in traditional
unorthodox addresses created by the colleges \-- building names, mail
stops, vanity addresses, often with six address lines. The challenge is
to convey the importance of standardizing, developing some benefit for
the college, and insuring that the burden on the Postal Service and the
college is fair. The mail volume to over 3,700 institutions is immense
and unknown to the Postal Service.

**USPS/Industry Executive Exchange Program** \-- Jack Widener: The
original concept of simply trading managers for a brief stint in
management has proved unworkable, simply too difficult to administer.
The new focus is on executive development, and the work group will meet
to design and implement a specific pilot program. The Postal Service
will administer the program, and MTAC will no longer be involved (except
in an advisory context).

The program will involve both Postal Service and customer managers in a
mix of activities to increase awareness of each other\'s business
process, to improve communications and develop networks, and to allow an
continuous forum for the exchange of ideas. The program will probably
include case studies and management projects, panels and guest speakers,
and formal session on technology and other important topics. The program
may last a week or so, with Postal Service participants at the district
manager level and above. Open to any mailer (even non-MTAC companies), a
criterion for selection would be developed. It will probably be
administered by a university (the University of North Carolina is
submitting a protocol proposal). There may be a cost, like tuition, to
allow the program to be more self-sufficient.

**Year 2000 Compliance** \-- Bob Stephens: Concerning membership on this
new work group, there is a need for more members from varied industries
(e.g., banking). The goal is to collect and share information about the
Year 2000 transition. An objective is to help industry understand the
immense effort being managed by the Postal Service. Secondly, the work
group wants to build an industry-oriented process view of systems that
are of common interest \-- mail acceptance and payments, processing and
distribution, address management, delivery.

**Drop Ship Appointment System (DSAS) Enhancements** \-- Rick Kropski:
The working group met three times since the last MTAC meeting, It is in
transition, looking at the new DSAS program, which will be
Internet-based. Progress includes assembling resources to be deployed, a
software team in place, and a special support group authorized by the
Postal Service to help in the transition. Developmental efforts are
under way to enhance the transition of data from the old system. A small
preliminary test should be completed by the end of October, and that
will allow development of specifications for the beta test. By January,
the system should be installed at most major Postal facilities, and a
few selected mailers will be invited to actually use the system. Then by
mid-year, the new DSAS should be available to all customers capable of
taking advantage of it, and it should be integrated with other processes
and programs (like TIMES, VTAP, Postal One, the new drop ship management
system and unit load tracking).

**Presort Optimization** \-- Barry Elliott: The work group has finalized
several issues, to be submitted for Federal Register public comment in
the near future. The L-001 list has been approved, allowing mail from
same 5-digits (including 5-digit CRRTs) on the same pallet. The
combination matches internal USPS processing and mail flow.

Using the principle of reverse presort, there is a consideration of
reallocating 3-digit and 5-digit back to the SCF level, which keeps more
mail at the SCF level and improves delivery consistency.

For presort software, there are structured reallocation rules, using a
hierarchical approach, that will appear in the Federal Register.
Anticipate that proposed rules will appear in October, and final rules
in December. Implementation will be spring 1999.

Offshore mail service will improve as allowance is made to let some
offshore mail \"ride along\" on certain BMC pallets.

**FSM 1000 Flat Mail Sorter Issues** \-- Joe Lubenow:

The Federal Register comment period has closed. The two-fold issue
affects only Barron\'s, the separation issue requires a possible extra
step, co-mailing may cause a problem if the co-mailed material splits
between two machine types. The through-put productivity of the various
machines is quite different and may affect flow. The regs do not
redefine \"flats\", and flats that do not contain zip-plus-four may fall
outside the discount. Other specifications regarding weights and
measurements were discussed.

**Maximizing Value of Planet Code** \-- Joe Lubenow:

By the spring of 1999, all Postal Service facilities will be able to
support Planet Code. Within six months a prototype reader for flats
should be available, and within a year may be implemented. Regarding
what data to make available, industry should request all available data
to allow more flexibility in developing internal programs.

**Information-Rich Mailpiece Barcodes** \-- Joe Lubenow: This work group
has not been organized. A position paper is available for information.

**Parcel Service Improvement Work Group** \-- Phil Parizino: The
Business Service Network made a presentation to the work group,
explaining that three initiatives are under way. First, there is a
process management team (with a representative from each area) to
resolve service issues. Second, a data base is being built to enhance
the identification of service issues. Third, a contract with the Gallup
Poll organization has been signed to conduct a survey of customer
satisfaction and needs.

A communications sub-group has been established to try to let Postal
employees know about the importance of timely handling of parcels.

**Mail.dat \--** Dan Minnich: The specification for 98-1 are available,
with a transition period of November 10 through December 10. The User\'s
Guide is in final draft and volunteer reviewers are welcome to request a
copy.

**Improving Standard A Catalog Mail Delivery** \-- Todd Kintoff: The
work group has collected data that demonstrates some of the Standard A
problem issues. The Postal Service provided a panel of operations
managers to help understand the background of these issues. The agenda
for the next few months includes looking at the throw-back mail and
possible changes in the labeling.

**Administrative Announcements**

Mr. Schick acknowledged the service of Yvonne Reigle and Chris Rebello,
and expressed his appreciation for the confidence of MTAC in electing
his to be the Industry Chair for the next year. He said that meeting
information would be available in mid-October.

**Adjournment**

The meeting adjourned at noon.