Strengthening Advocacy Through the Consultative Process

Strengthening Advocacy Through the Consultative Process
By Richard Green
NAPS Eastern Region Vice President

As leaders in NAPS, our primary mission is representation. NAPS was founded specifically to fill a void in advocacy and ensure postal supervisors have a dedicated voice to protect their welfare, rights and professional interests.

The Foundations of NAPS

Our organization was built on four essential pillars:

Protection and representation — Defending members against unfair treatment, harassment and unsafe environments.

Legislative advocacy — Providing a unified voice to lobby Congress for improved postal operations.

Pay and benefits equity — Correcting inequitable pay systems and securing robust benefits for management.

Professional recognition — Elevating supervisors’ roles and ensuring visibility at the highest levels of the USPS.

Strong professional relationships are the bedrock of effective representation. While the NAPS Executive Board handles high-level escalations, the local and state consultative process is where the most immediate and impactful work occurs.

At our recent Eastern Region Cabinet Meeting, training was conducted on the consultative process, as well as the importance of engaging in the process to build relationships that can benefit members. Here is a synopsis of the information provided I believe can be the start of building those connections that lead to success.

The Legal Framework

The consultative process is mandated by Title 39 USC 1004 that requires the Postal Service to meet with NAPS leadership at least monthly. At the local level, branches should maintain a consistent schedule of at least quarterly meetings.

In order to maximize the effectiveness of these sessions, follow these three strategic steps:

Step 1: Preparation & Scheduling

Vet issues early — Discuss potential agenda items during regular branch meetings and receive input from your members to ensure they represent the concerns of your branch.

Plan ahead — Request meetings four to six weeks in advance.

Formalize the request — Even if you have an informal agreement by phone, always send a formal letter to the district or plant manager to document the request.

Step 2: Developing the Agenda

Review issues sent to district/plant managers — Select issues identified by branch officers and the general membership.

Assign a writer — Use a branch member with strong writing skills to frame clear, concise questions.

Target the audience — Identify which USPS officials need to be present to answer specific questions and request their attendance.

Manage time — Estimate the meeting duration; ideally schedule between one and two hours.

Step 3: Submission & Documentation

The 10-Day Rule — Submit your final agenda at least 10 business days before the meeting. This gives management time to investigate, reducing the “I’ll get back to you” responses.

Support your claims — Provide all necessary documentation and evidence upfront to avoid delays. By providing information, you should be able to have robust conversations around your members’ concerns and issues.

Conduct During the Meeting

Stick to the script — Stay strictly on the agenda to maintain professionalism and respect the time limit.

Assign roles — Designate a lead speaker for each agenda item and ensure a dedicated note-taker is recording the discussion.

Project professionalism — Dress professionally, maintain eye contact and remain courteous.

Closing — Always conclude by thanking management for their time and cooperation.

Post-Meeting Actions

Immediate debrief — Meet with your NAPS team immediately after the session to compare notes and impressions.

Formalize minutes — Have the note-taker draft formal minutes to serve as an official record of the discussion and any promised actions.

Following the process above can and will lead to productive consultative meetings that will benefit and address our members’ concerns. Your NAPS Executive Board is here to assist you if you are getting pushback from your local Postal Service senior leaders regarding scheduling your meetings.

I believe the process works. Relationship-building is the beginning of resolving issues that impact our members. Let’s all get engaged in the process!

Leading into the future.