October 2025 Consultative

NAPS President Ivan D. Butts, Executive Vice President Chuck Mulidore, Secretary/Treasurer Jimmy Warden and Executive Board Chair Chuck Lum attended the Oct. 21 Zoom consultative meeting. Representing the Postal Service were Lindsey Butler, James Timmons and Paulita Wimbush, Labor Relations Policies and Programs.

Agenda Item #1

NAPS said C360 is an issue in associate offices based on scores that are difficult to meet; the goal is 48.15%. The majority of C360s are based on WIMP or “Where is my package?” The issue in the field is that most of these packages have not arrived in the offices that have to respond to customers.

Based on the data below, out of 1,171,638 surveys, 694,265 related to packages, which is 59.26% of the cases, but the AOs are answering for 100% of them. Customers generally just want the item that was supposed to be delivered on time.

The goal only is 48.15%, but if package inquiries are 59.26%, that does not leave much room for customers’ concerns regarding other issues. C360 goals should be based on what is in the office’s or plant’s control.

In regard to C360, the cause of the case is not relevant. C360 measures the response to that case. The survey question is, “Overall, how satisfied are you with the quality of service you received in response to the issue?”

Even if every case was generated because of a WIMP inquiry, giving the customer a timely, informed response still can generate positive scores. The data used to set the FY25 target showed the median score was 48.14, hence the 48.15 target. These were the actual scores.

Of the 443 scores evaluated (this metric only scored is at the MPOO level and above), 220 of the scores were at or above the 48.15 target, indicating achievability. The base data even showed an entire area achieving a score of 50.06 and districts achieving scores as high as 56.58.

While that was FY24 data used to scale FY25, the actual FY25 scores YTD through August show 9,995 scorecards (55.47%) out of 18,019 are achieving the target. It’s impossible to argue the target is unachievable if more than 55% of the population is achieving it.

Agenda Item #2

NAPS discussed that the Service Performance Measurement (SPM), now referred to as Leg 1 for collection and Leg 3 for delivery, becomes an issue when the GPS signal is not at the proper location. The office can do GPS audits, which resolves some of these issues.

A GPS signal can go off if a street is not wide enough or if there are parked cars the carrier must go around. This can cause the scanner to give a false notification. A carrier also must be at the box for 5 seconds in order to receive the sound and vibration through the scanner to scan the pieces for delivery. The scanner does give a notice, usually one or two houses before the SPM scans are coming up at an address.

Some of the vehicles the carriers use rattle and make sounds that can make hearing the scanner signals difficult. Also, the vibration of some of these vehicles can make it difficult for some carriers to feel the vibrations of the scanner. To make sure employees are more aware of the locations of the pieces to be scanned, why couldn’t a notice be created through MyPO as carriers do pickups and holds to eliminate passed addresses, ignore and no pieces to scan?

While the suggested use of MyPO to alert the carrier of randomly selected delivery points may be possible, the intent of the SPM is to ensure timely availability and accurate delivery of the mail. This includes carrier scanning of live mail pieces at the point of collection and the point of delivery on randomly selected days.

To maintain the integrity of the Service Performance System, carriers only are given notice at the point of collection or delivery. It is understood sometimes there will be technical issues, which is why the system builds in an oversampling factor to send out more sampling requests than are needed to meet the sample target.

Scanning at the right place and at the right time ensures we offer our customers the best possible service.

Agenda Item #3

For NPA purposes, NAPS affirmed, DPH to SPLY for combined cumulative possible deliveries (CUPD for city and CURP for rural in eFlash and UD for unique deliveries for Sundays and holidays in DRT) is divided by all F2 workhours (excluding LDC 20). The LDCs included are 21, 22, 23, 24, 25, 26, 27, 28, 29 and 92. F2DPH % SPLY divides the YTD F2DPH by an adjusted SPLY F2DPH to account for package volume.

There is an issue of fairness. First, offices are using LDC 23, which consists of parcel post routes, relay routes, combo routes, intra/intercity runs other than those made by motor vehicle operators and Express Mail delivery. Second, using LDC 26, that is, Carrier Customer Support, which is hours used for carrier case labeling and AMS-related activities. Third, LDC 27 is collections, which is workhours to provide regular and Express Mail collection service. Fourth is LDC 92, which is Training-Delivery Services—workhours undergoing training while on duty.

None of the above four LDC codes address delivering mail house to house, as city and rural carriers do. Also, 60 seconds is deducted for every package that is under SPLY. What is considered a package? This volume could make a change for many offices. Why does the flash not include the parcel decrease or increase in the DPH?

In regard to the four LDC codes NAPS identifies as not related to mail delivery, LDC 23 being used for parcel delivery is a direct delivery function. Regarding the remaining LDCs identified, there was conscious discussion and a decision to include all D/S hours excluding supervisory so as to not create “buckets” where hours could be placed to avoid the metric.

Regarding the package adjustment factor, if packages are down, SPLY hours are adjusted downward at a rate of one package per minute and an adjusted SPLY is calculated. This package adjustment goes both ways; if you are delivering more packages this year than last, we add hours to last year’s actual.

If you deliver fewer packages than last year, we do the reverse calculation and subtract hours from last year. If you had fewer packages last year, you likely would have used less workhours.

Agenda Item #4

As the USPS enters peak season, NAPS asked if the Postal Service is renting any vehicles for delivery; if so, how many?

There will not be a National Vehicle Rental Contract this year. However, a thorough national vehicle use assessment has been conducted to assist in making a cost-effective, data-driven decision of where additional vehicles will be needed.

Based on package volume projections, fleet availability and availability of fleet reserves, the decision will be made to authorize districts to rent vehicles locally.

Agenda Item #5

NAPS provided a list of safety operational and occupation codes and said the safety specialist position supervises craft employees and, therefore, should be placed on SDA.

We have confirmed with the business owner that the craft positions, HR Clerk-Safety and Driving Safety Instructor, report to the manager, Field Safety and Health (EAS-23), occupation code 0018-0062.

Agenda Item #6

NAPS said the Tennessee District continues to abuse exempt postmasters by forcing them to work after hours and on their off days. The district now has implemented a nightly Zoom call if an office scores below a 99.9 scanning rate, based on a minimum of 12,000 packages. Offices falling below that must have the postmaster on this call for a week, including Saturdays.

These Zoom calls start at 6 p.m. and when the last carrier comes in; they have to be on the call. To date, this issue has not been resolved through NAPS working with the Tennessee District manager or Southern Area vice president.

This issue has been addressed.

Agenda Item #8

The Postal Service reported a $9.5 billion deficit for FY24. NAPS asked for the percentage of this deficit in all relevant categories that have contributed to this shortfall.

This item was previously addressed in our July 2025 meeting. We have no changes to that response. (See page 12 of the September issue.)

Agenda Item #9

NAPS asked how many personnel currently are assigned to enter PS Form 1187 for management associations and unions on a weekly basis at Greensboro or Eagan or any other locations where 1187s may be entered. Is there a process to ensure these 1187s are completed on a weekly basis?

The HRSSC has a team dedicated to processing union dues. The team is processing union dues submissions in less than the SLA (Service Level Agreement), which is seven days. Escalations should follow the normal protocol.

The HRSSC adheres to the ELM for processing requests for union dues enrollments or cancellations. If NAPS can provide examples of 1187s that have not been processed or were significantly delayed, we can research to determine the issue. At times, errors are made when the form is filled out improperly.

924.5 Implementation of Dues Withholdings

“The Eagan Accounting Services begins dues withholdings with the first full pay period following the receipt of a properly completed SF 1187 at the HRSSC. In the event that an SF 1187 is received at the HRSSC without the date of delivery filled in, the HRSSC enters the date of receipt as the ‘date of delivery,’ and proceeds to process the form, using the ‘date of delivery’ as the anniversary date. The HRSSC sends a copy of this annotated form with an appropriate explanation to the installation of origin for transmittal to the organization.”

Agenda Item #10

NAPS asked if it is possible for Workforce Management to keep a hiring list that will not expire once the need to hire CCAs or PSEs is filled for a particular office.

Maintaining an ongoing or nonexpiring hiring list is not possible in the new applicant tracking system.

Agenda Item #11

NAPS requested that USPS Headquarters sends a directive to each district manager and area vice president to have quarterly meetings with each NAPS regional vice president, area vice president and local branch presidents in their respective areas and districts.

This agenda item was addressed by Doug Tulino, deputy PMG/chief operating officer/chief Human Resources officer and executive vice president, with the NAPS Executive Board prior to this consultative meeting.

Agenda Item #12

NAPS Headquarters has been informed that delivery support specialists (DSSs) are required to work on Sundays as part of Sunday safety blitzes because CCAs are having accidents. As these are non-exempt EAS employees, will they be paid overtime or will their schedules be changed arbitrarily? Also, if there is no supervisor or manager on site on Sundays, to whom would the DSS report issues such as driving with no seat belt, talking on cell phone, ear buds, etc.?

As clarity, DSS employees may be scheduled to work on Sundays when operationally necessary (as on the DSS job description), most often to support safety blitzes or delivery operations. Schedule adjustments are planned in advance, rotated equitably and communicated with proper notice to ensure fairness and transparency.

As non-exempt EAS employees, DSSs are compensated in full accordance with the Fair Labor Standards Act (FLSA) and the ELM. Management may temporarily adjust schedules to meet operational needs, provided such adjustments are communicated appropriately and are not arbitrary.

Because DSS employees provide nationwide operational support, their assignments may occasionally include travel, weekends or holidays to help meet critical safety and service objectives. These assignments are distributed among all DSS employees, including team leads, on a rotational basis.

They are notified in advance of this scheduling and have a daily a.m. scheduled cadence with the assigned designated team lead. They would report any escalations and concerns to this assigned workday DSS team lead.

When working in the field on a Sunday, DSS employees document and report any observed safety concerns (e.g., seatbelt usage, cellphone use or earbuds while driving) to the designated unit supervisor or manager of record. Sunday activity plans, including reporting expectations and points of contact, are coordinated in advance by local management and the assigned team lead to ensure consistency, oversight and accountability.

This structure supports the USPS’ commitment to maintaining a safe, compliant and effective delivery operation while upholding fair scheduling and compensation practices consistent with ELM and FLSA policy.

Agenda Item #13

In light of back-pay awards to craft employees as a result of collective bargaining agreements, NAPS requested the USPS make similar back pay compensation to EAS employees who work under the Supervisory Differential Adjustment (SDA). The USPS has done this in the past; NAPS requested the policy continue.

This request is for modifications of pay policy; this is not the appropriate forum for this request.

Agenda Item #14

During the first round of RIF postings, jobs are open to EAS employees who may not be affected by the RIF. NAPS asked why job postings during a RIF are not open only to impacted employees. The current process can leave impacted employees waiting much later in the RIF to potentially secure a position. The RIF process is stressful enough without adding this burden to impacted EAS employees.

The Postal Service follows the policies regarding reduction in force (RIF) as outlined in ELM 354. The decision to have the first local area of consideration (LAC) open to all employees in the competitive area is a leadership decision made in consultation with NAPS.

This decision allows all employees within a defined area to apply for jobs and allows opportunities for employees not impacted to compete for more positions. It also provides fairness to employees not impacted to apply for promotions within a facility.

The Postal Service disagrees with NAPS’ position that “the current process can leave impacted employees waiting much later in the RIF to potentially secure a position.” Impacted employees have the same opportunities to apply for positions in the first round and throughout the RIF process.

Agenda Item #15

NAPS requested that active shooter training and drills be mandatory requirements for all employees once a quarter.

The Inspection Service would not be in a position to conduct these drills with all employees at every facility once a quarter due to limited resources. There are multiple active shooter training courses available in the Learning Library of MyHR. A stand-up talk regarding an active shooter is available on the Workplace Safety page of MyHR. The Postal Service will continue to emphasize the availability of the Employee Assistance Program (EAP) to all employees.