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January 2024 Consultative

President Ivan D. Butts, Executive Vice President Chuck Mulidore and Secretary/Treasurer Jimmy Warden attended the Jan. 25 consultative meeting. Representing the Postal Service were Bruce Nicholson, James Timmons, Paulita Wimbush and Tomica Duplessis, Labor Relations Policies & Programs.

Agenda Item #1

At various consultative meetings, NAPS has questioned manager levels in Vehicle Maintenance Facilities (VMFs). The Postal Service’s written response has been the agency was not ready to make changes. It also has stated there were budget issues. All other functional areas have mechanisms in place regarding upgrades for managers.

NAPS asked why VMF managers are being treated differently. When will we see upgrades for VMF manager levels?

The VMF staffing criteria for management jobs was not created with a reevaluation schedule. We do not have any new information on the evaluation of the manager, Vehicle Maintenance, earned staffing. We are not ready to make changes to the formula that establishes VMF managers and supervisors. Once we are ready, we will include NAPS in the development of any changes.

Also, NAPS pointed out the Postal Service spends thousands of dollars sending vehicles to dealers for repairs as VMF employees are not trained on the newer vehicles. When will VMF technicians get training on these vehicles?

Training programs are being discussed and developed between Fleet Management and Learning & Development. The new Fleet Training Facility at NCED is scheduled to open in April where there will be an opportunity to better train our employees on all vehicle types.

NAPS asked when the VMFs will receive scan tools for the Mercedes, International tractors and Peterbilt straight trucks.

Fleet Management is working with the vehicle suppliers and the CIO team to identify equipment that can be procured and used on the postal network that will enable us to better diagnose vehicle issues.

And, finally, what is the status of purchasing new rollback tow trucks for the VMFs?

Fleet Management is working on procuring service vehicles that, we hope, will include rollback tow trucks. No timeline has been set with potential suppliers.

Agenda Item #2

NAPS discussed that the triangulation report currently factors in annual leave in employee availability, yet it can exclude the FMLA in its calculations. Can annual leave also be excluded from the calculations in the triangulation report? This way, the report clearly and only reads employee availability based on sick leave usage.

This is not the NPA calculation as it includes annual leave, holidays and FMLA. It is considered “true” employee availability as it accurately reflects employees available at work in F4 and F2 craft. If this was removed, it would display a higher percentage of employee availability.

Agenda Item #3

NAPS also discussed that the triangulation report currently indicates last-mile failures with letters and flats; this data often is skewed because mail processing at times sends DPS and flats to the wrong office, which delays the mail by the time it returns to the intended location for delivery.

NAPS asked if a process can be established where a lead clerk in the plant verifies each tray label loaded onto a Postcon to be correct before dispatch to AOs and signs off on the placard to ensure accuracy.

The number of pieces generally missent should be minimal and should not skew the data to that extent. Delivery Condition Visualization (DCV) should be used to communicate irregularities in mail conditions.

Agenda Item #4

NAPS said some offices are being asked to provide trainers to develop new SSAs. The expectation is to provide these trainers at times it costs an office overtime and additional coverage hours to accommodate training and development requested by the Headquarters team. The hours currently are absorbed by the office in training hours.

NAPS asked if USPS Headquarters could provide the AOs with a Finance number to which the training hours could be transferred. The AOs/offices providing this type of specialty training should not be expected to absorb these training hours in F-4, affecting their CSV/SOV variance performance.

Workhours of instructors devoted to training other employees should go to Function 6, LDC 65. The manager, Finance & Budget (Dist/Div), should
be contacted regarding funding training hours and other requests concerning budgets. For example, requests could be made to the manager, Finance & Budget (Dist/Div), to transfer the hours to the district(s) so the hours are easier to identify.

Agenda Item #5

NAPS discussed that the REC center staffing at the Salt Lake City, UT, facility reports the staffing ratio is currently 60:1 and unbearable for EAS employees working at this facility. The Oct. 17, 2023, USPS response letter proposed to maintain the documented staffing model for mail processing facilities.

In the letter, the USPS stated there are no RECs; however, there is one in Salt Lake City. NAPS asked what the USPS will propose to correct this inequitable staffing model.

The REC center staffing at the Salt Lake City facility currently is under evaluation. The Organization Design team is working with the Remote Encoding Center (REC) manager on a new staffing package for the facility.

Agenda Item #6

NAPS asked for the actual cost spent on upgrading the network (Regional Processing Centers, Sorting and Delivery Centers, Local Processing Centers, etc.) in FY23. Also, where the expenses are for upgrading/changing the affected networks.

A consultative meeting is not the appropriate forum for this agenda item.

Agenda Item #7

NAPS asked if an office uses EAS employees to deliver mail and does not transfer any corresponding EAS workhours to F2B operations, won’t that create an inaccurate DPH score in the Functional Effectiveness NPA indicator? Also, if an office uses EAS management personnel to sort mail and packages each morning and does not transfer those EAS workhours into the Function Four operation, would that create an inaccurate CSV score, which, in turn, would create an inaccurate Functional Effectiveness score?

Scores and reports are reliant on the data that is entered. Inaccurate data can have both positive and negative impacts on scores and reports. All employees should be on the appropriate operation code to ensure accurate data.

Agenda Item #8

NAPS asserted that, currently, the Postal Service is four months into the new fiscal year. S&DCs still do not have SPLY data for the offices brought into their new facilities, which skews NPA performance. When will this be corrected?

Our financial systems currently do not have the ability to gather data from multiple Finance numbers into a single new Finance number. While our systems permit assigning historical data from one Finance number to another, that only is when the Finance number is being discontinued and deactivated. In the case of the offices being brought into an S&DC, those Finance numbers are not being discontinued or deactivated; therefore, the historical data cannot be reassigned.

Although we can’t provide historical data for every indicator for the S&DC sites, we do look for ways to bring in data, monitor performance and/or make changes throughout the year so the S&DCs are not harmed. We monitor performance and are working to find ways to aggregate data where possible and ensure that nobody is unduly harmed.

Agenda Item #9

NAPS said it has received numerous instances of JSOV cases filed against EAS employees in Illinois. However, when EAS employees report serious threats made against them by craft employees to higher-level leadership in those districts and the Central Area, they often go unanswered or, in many cases, the individual making the threats is brought back to work after a brief investigation.

NAPS asked what it will take for the USPS to seriously investigate and take appropriate action to protect EAS employees from threats of violence. NAPS is insisting that a process be set up that would rapidly investigate these threats and take immediate and appropriate action to protect EAS employees.

The Postal Service is revising the response process as prescribed in Publication 552, “Manager’s Guide to Understanding, Investigating, and Preventing Harassment.” Additionally, a memorandum, “Responding to and Recording All Workplace Harassment Allegations,” was issued Jan. 12, 2024, to enhance the response process and modify management requirements in investigating and processing harassment claims. The Postal Service has a zero tolerance policy and is committed to taking the appropriate action when necessary to ensure compliance with policy.

Delegates at the 2022 NAPS National Convention expressed by resolution the following issues for discussion:

Resolution 49

That NAPS consults with the USPS to partner with the agency to improve processes, pay and benefits used to successfully recruit, hire and retain entry-level craft employees.

This is a request to modify pay policies; pay consultations in accordance with Title 39 §1004(e) are the appropriate forum for this request.

Resolution 50

That all EAS employees be paid a premium when working on Dec. 25.

This is a request to modify pay policies; pay consultations in accordance with Title 39 §1004(e) are the appropriate forum for this request.

Resolution 51

That NAPS consults with the USPS to ensure all vacant EAS positions are posted to EAS employees before being posted to craft employees.

This resolution is not adopted. This would cause undue delays in the selection process and minimize the applicant pool. The goal is to select applicants who best meet the qualification requirements of the position.

Resolution 53

That all IMIP investigation teams should have at least one vetted NAPS representative who is thoroughly trained, with follow-up training as deemed necessary. Also, that the accused EAS employee and NAPS representative be afforded the right to review evidence gathered during the investigation. If there should be a need to separate the alleged harasser and harasseed, it should not be automatically assumed that the EAS employee is moved, as that has its negative implications. An appeals process should be initiated to appeal adverse decisions.

The resolution is not adopted. Publication 552 addresses the Initial Management Inquiry Process. It gives specific directives concerning how the investigations are to be conducted. Publication 552 prescribes a six-step process to address employee complaints. Labor Relations is the designated managing authority for the process as prescribed in Publication 552.

Resolution 71

That, upon selection, the EAS employee’s salary is discussed and resolved in writing before finalizing the selection.

Selecting officials are encouraged to contact Human Resources for assistance/confirmation on allowable salary increases to aid in job offer conversations prior to finalizing selection. Regarding the new Applicant Tracking System (ATS), we are not opposed to exploring this option(s) for an automated/electronic process step as we work toward transitioning the non-bargaining selection process from eCareer.