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COLORADO MAIL HANDLER NEWS LOCAL 321 SERVING THE STATE OF COLORADO Volume 5 Issue 1 Don Gonzales Editor February 1998 HOSTAGE SITUATION BRINGS ISSUES TO THE FOREFRONT On December 24, 1997, the eyes of Postal workers across the nation were riveted on Denver, as the hostage situation unfolded at the Denver GMF. While the union in no way endorses the actions of David Jackson, who took Postal employees hostage under threat of harm, Mr. Jackson's actions have forced management to deal with issues which this Local union has been advocating for a long time. The Rocky Mountain News reported on January 30, 1998, that the Postal Service has approved approximately 3.5 million dollars to improve security at the two largest mail processing facilities in the Denver area, the BMC and the GMF. While the increased security of our main facilities is a start, there remain a number of very serious issues which the union is imploring management to address. These issues are addressed in the following letter, which was authored by myself, Dave Ross, with input from members of the Local Executive Board. The letter has been mailed to management and media official across the country, including our National officers and the Postal Service's appropriate upper management representatives. Though the letter is lengthy, we believe it addresses the relevant issues which need to be addressed to avoid another unfortunate situation as that which occurred on Christmas Eve. We are printing the letter so the members of Local 321 are knowledgeable of the position this union takes on these issues. The letter in its entirety beginning on page two of this publication. To: Whom It May Concern Subject: Our Position (Mail Handlers Union Local 321) Reference: Hostage Situation at the General Mail Facility in Denver Colorado On December 24, 1997 David Jackson, former Postal employee, entered the General Mail Facility and took seven Postal workers as hostages. He held these hostages for approximately 10 hours before surrendering to the police. Weapons were discharged, but fortunately no physical harm was inflicted upon any of the hostages. This incident will leave behind mental scars for the employees who were hostages as well as those who were not. This incident is one of the most unfortunate ordeals we as Postal workers in Colorado have ever been forced to experience. Before proceeding any further, one point needs to be made perfectly clear, neither the Union, nor its Officers and members condone the illegal and unacceptable actions of David Jackson on December 24, 1997. This unfortunate ordeal has brought to light a multitude of long standing problems that plague many Postal workers. These problems include supervisors who act in an unacceptable fashion, security of employees while at work, and a grievance system, which does not work. I will address these issues briefly and provide the position of the Mail Handlers Union on these issues. Lack of Professional Supervisors Employees, as well as the Union are frequently forced to deal with supervisors who are less than professional or ethical in their daily work lives. These supervisors (the few, not the many) are allowed to falsify documents, fabricate stories, harass employees and railroad whomever they choose out of their jobs. Upper management very seldom, if ever, does anything to correct these supervisors. These bad supervisors infect other supervisors with their level of unethical action and bullying tactics. In the particular case of David Jackson, he was removed by Supervisor Tony Albert. This is the supervisor Mr. Jackson was looking for when he took the Postal employees hostage. In regards to Mr. Albert, the union offers the following factual information: On April 22, 1997, the Union put the Postal Service on written notice about the tactics used by Tony Albert and the possibility that violence in the work place could result from these tactics. The written notice indicated the need for immediate action before something bad happened. When this notice was discussed, upper management passed the ball to one of the MDO's on the workroom floor to handle. The allegations by the Union at the time were multi-faceted. One example is when Mr. Albert threatened to send some people out to a Union steward's house if the steward chose to file a grievance against Mr. Albert. Another example was when Mr. Albert fabricated stories of alleged threats being made against him in an attempt to justify putting an employee out of work. The MDO did nothing about the incidents, other than to ask Mr. Albert if he did what we alleged he did, and obviously, the response was "I did not do it". Because of management's unwillingness to react to the Union's concerns, we were all forced to endure the unfortunate hostage situation that took place. If Mr. Albert had been removed, as any craft employee would have had he threatened someone as Mr. Albert did, he would not The post hostage incident decision of management was to move Mr. Albert out of the GMF. Not to a desk job away from the craft employees, not out of the Postal Service, but to another facility less than 20 miles away. This facility has inter-bidding with the GMF. Employees who were subject to Mr. Albert's tactics in the past will possibly remain subject to them if they choose to exercise their right to bid. Employees who may have left the GMF to be away from Mr. Albert's inexcusable bullying tactics may find him as their new supervisor. Mr. Albert is not alone in his unethical tactics. There are other supervisors and managers who act in a similar fashion. During discussions regarding discipline, upper managers, as well as front line supervisors, have personally told me that, "I know I can't keep him fired, but I will get his house, his car and affect his family life, before he gets his job back." This may just be a sick figure of speech indicating the unethical way the supervisor will have the employee's attention, but it also conveys a management mentality that is unacceptable. The Union once again goes on record with the position that, if management does not deal directly and firmly with unprofessional and autocratic style managers, we will once again be faced with an incident similar to that at the Denver GMF on Christmas Eve. The Union implores management to sit down and discuss these supervisors and managers with the Union before any further negative incidents occur. Our sole intent is negotiating compromise in the best interests of the workplace. Failure to correct this management style will surely lead to more problems and possibly more violence in the Postal Service. The Grievance Process When employees fall prey to management actions, they are left to resolve their problems in the grievance process. The obvious intent of the grievance process is to resolve or come to closure on issues in dispute in a reasonably expedient fashion. However, this is not the case in the Postal Service grievance process. Our grievance process has three steps prior to arbitration. These are, Step 1, which is held with the immediate supervisor. Step 2, which is held with installation head or designee, and Step 3, which is held between representatives outside of the Local facilities. Frequently a grievance will move through steps 1 and 2 of the grievance process without ever being discussed by the parties. The National Agreement states that if management fails to meet the time frames of the process the grievance moves to the next step, in essence depriving the grievant of a fair hearing on their grievance. For example, regarding the issue I referenced earlier about Mr. Albert threatening a steward, the grievance was not met on at either one of the first two steps of the process. The grievance was also subsequently denied and not investigated by management's step three representative. An issue as important as an alleged threat made it through the system without any investigation by management. Why? The union is led to believe that the supervisors in the Postal Service are not accountable for their actions and when they are wrong, nobody wants to know about it. These issues are swept under the rug. Approximately 50% of the Mail Handlers grievances that reach step 3 have either not been met on at step one or two or both. The bottom line is the Postal Service has such a substantial backlog of cases pending arbitration they don't care if the backlog grows. Frequently when cases are met on, the representative for the Postal Service agrees with the union, but tells the union representative that he or she will have to deny the grievance. Again, you might ask why? Well, the story goes like this, "Because my boss told me I am to deny all grievances relating to this issue." Or, "I am not allowed to settle grievances that involve money." Or, "I need my job and I am not going to jeopardize my job by settling this grievance." Or, "This issue is not significant enough that the Union will arbitrate it, so why settle it." These are just a sample of the some of the things that are wrong with the grievance system, which is predicated within the National Agreement. The Agreement states the parties should bargain in good faith. This is not happening. The Agreement says that initial level supervisors have the authority to settle grievances. Upper managers have taken this right away by threatening supervisors with discipline if they settle grievances. The system, like the autocratic management styles, is going to require major revamping before things get better on the workroom floor. Safety Safety is another of the major issues, which needs to be addressed. If you listened to the media broadcasts as the hostage situation at the GMF unfolded, you might believe that the facility's security system is comparable to Fort Knox. At least that is the picture the Postal Service's spokespersons portrayed in their statements to the media. In reality, the GMF has a couple of secure entrances (main employee entrance, day care entrance, and maintenance entrance) and over 90 dock bay doors that are unsecured. Several hundred people could enter through these doors at any given time and be undetected by management. Just a few years ago the GMF and the BMC submitted security plan proposals, which could greatly enhance security for these facilities. However, because the bids to complete these proposals were higher than expected, the project was put on the shelf for safe keeping (scrapped). No further effort was put toward improving security for these offices. It now appears that these projects will now be re-bid and the security system will be in place. As is the practice with most things in the Postal Service, ignore the problem until you are forced to deal with them, after all, hindsight is 20/20. Things in the Postal System bureaucracy seem to require that issues be out of control before resolution to a problem is sought. Inspector Freeman indicated to the press that the Inspection Service has been fighting to increase the security force for the Postal Service. This is an outright lie. The Inspection Service has been fighting to eliminate the security personnel in the Postal Service. Figures support the continued decline in Postal Police. It will not be long before there is no security remaining. Will it make a difference when they are gone? Currently the security personnel devote their time to spying on employees going to the parking lot or they drive to a secluded area for their naps. From an employee's perspective, the only thing that will change when security is gone is the Postal Service will be wasting less money. Security of the employees and the Mail should be at the forefront of management's action plan, but as of today it does not even appeared to be included in the plan. Remedies The Union does not have all of the answers to all of the problems. The Union does however have a number of ideas and suggestions that could possibly eliminate some of the problems. With this letter, the Mail Handlers Union is on record as requesting to jointly discuss work place problems with management in an attempt to resolve our mutual problems. At a minimum, the Union seeks the following as partial resolution: That Tony Albert is barred from supervising any bargaining unit employees now or in the future. That management ensure that security be brought up to an acceptable level (e.g., security gates which require I.D. access). That management immediately complies with the spirit and intent of the National Agreement and begin meeting on all grievances that are properly filed or appealed at any step of the process. That management meet with the Union on the issue of unprofessional/substandard supervisors. That the parties seek to put into place a mutually agreed upon system which could possibly bring immediate relief to those valid complaints dealing with unprofessional/substandard supervisors. That management cease practicing the double standards, which seem to differentiate between craft and managers, as it relates to assaults/ unacceptable conduct. David E Ross President Local 321 NPMHU 1/19/98
Colorado Mail Handler News is published by and for the members of the National Postal Mail Handler Union Local 321 Our mailing address is: Local 321 1833 W Elk PL Denver CO 80211 To reach us by telephone, call: 1-800-521-5094 1-303-455-6400 Or visit our homepage located at: http://www.npmhu-local-321.org IS MY BOSS MY BUDDY? During the course of my seventeen plus years with the Postal Service, I have had an untold amount of supervisors to whom I reported directly. One of the more interesting aspects of all these supervisors is their ability to manage, or mismanage. Some of the bosses had backbone and stuck up for their employees to their superiors, while others were as spineless as jellyfish. Though I can't think of a single occasion where I purposely associated with any of these bosses outside of work, if you had asked 10 years ago, I would have probably told you certain ones of these bosses I considered my friend. I am sad to say that I no longer feel that way. The Post Office has taught me that my boss is not my buddy and the less I reveal to him or her, the better my chances are for retiring some day from the Postal Service. Read the factual events below and then see if you understand my change of heart over the last few years. Fact Situation Number 1: A 48 year-old employee is hired with a 20% disability to his left knee. The disability is clearly stated in the employment application and fully disclosed to Postal contract physicians when he takes his pre-employment physical. The physician notes the injury on his paperwork. During the first few months of his employment, the mail handler sustains an injury to his right knee. He goes on light duty for about 6 weeks and then returns to full duty. One day, at the time clock, his supervisor asks how his knee is doing. Thinking the inquiry was made out of actual concern, the employee responds, "My knees are fine now. My doctor told me that if I continue with this type of work over the years, my knees are eventually going to go bad." Based on the straightforward comment from the employee, the supervisor sends him for a fitness for duty, even though he is on full-duty. The specialist who examines him sends a report to the Postal contract physician. This report to the Postal physicians states, "The employee can fulfill the requirements of the position, however, with the passing of multiple years, the employees knees will deteriorate to the point he will not be able to fulfill the requirements." The Postal physician twists the wording of this report and in her report writes that the employee is not fit for duty. Management then emergency places the employee because he could be hazard to himself! In a meeting with management, the employee is placed off duty and told to attend an "options" meeting. At this options meeting, the employee is given three options; apply for a disability retirement, apply for permanent light duty or resign. The employee is also told at this same meeting that he does not have enough time for the retirement or light duty, so his only option is resignation. He chose not to resign and opted to apply for disability anyway and file grievances. He is eventually separated from the Postal Service for failing to respond to any of his options! To make a long story short, we did the arbitration hearing for the case and received the decision in early January. The arbitrator put the employee back to work with full back pay. DUH!!! The employee was put through all this for thinking that his supervisor was actually inquiring about his well being. He should have said, "I'm ok." and went on about his business. I guarantee you he would never have been subjected to the nonsense. Think his boss was inquiring about his well being? Think his boss was his buddy? Fact Situation #2 An employee informs his supervisor of his plan to have a "cosmetic" surgical procedure in the upcoming months. He makes the supervisor aware that the procedure will require the usage of a couple days of sick leave. The supervisor doesn't seem to have a problem with this. During the month of December, the doctors office has a cancellation and offers the employee a discount on the procedure, if he can come in the following week. The employee submits a 3971 to his supervisor. She denies the request based on "services needed". The union investigates and finds out that even though the request was denied for services needed, the supervisor, with the concurrence of the MDO, does not believe that the employee is entitled to use sick leave for an elective procedure, especially in the month of December. The union and the MDO discuss the issue. After considerable debate, it is agreed the employee can call-in for the two days, management will mark it as unscheduled and the union will grieve the unscheduled. However, the supervisor states that the 16 hours of unscheduled leave will be enough to "put the employee over the top" and if he calls in, he will receive a letter of warning. Because of a desire to transfer and because he does not want any negative reviews in the transfer request, the employee takes a change of schedule for the two days, for management's convenience, not his own! Management approves the change of schedule. Fully believing I could prevail in a grievance on this matter, I tell the employee I am going to grieve the issue. He asks me not to, as he doesn't want any negativity involved with his name at this point in time. Out of respect for a dues paying member and a friend, I conceded to his desire, making sure he understood that I wanted to grieve the issue and he had 14 days to change his mind. If the employee had put in for the sick leave and not made any mention of what it was for, the most he could have been asked for was documentation. He was going in for a surgical procedure and valid documentation would have been readily available. Think his boss is his buddy or was the subjected to a load of crap for good reason? I would venture to say that the moral of the story is, "Anything you say can and will be used against you." At least that's what I'm beginning to believe. Don Gonzales Recording Secretary SPECIAL THANKS!! I would like to personally thank those Union members who solicit those non-union employees to join us in our Union family. There is much to do within our Union and we depend on some to take many responsibilities. We can only hope they do not reach "burn out". In the meantime we neglect the most important thing, which is to solicit for new members. I thank those of you on the floor, who have taken it upon yourselves to solicit those around you. It's not an easy job and meets plenty of resistance. Yet you remain solid, strong, and determined to succeed. You are a very added asset to our family and I thank you for your efforts. Keep up the good work. To those who have joined us, I would like to welcome you as our brothers and sisters in unity. There are many benefits you will receive as a member. Enjoy them - get active - welcome and thank you for making those around you succeed. In Unity, Cindy Hoehl-Rinker A LITTLE FOOD FOR THOUGHT. (THE JOBS NOBODY WANTS) Emergency Room Cleaner, Oh, can you imagine what they've seen there? Slaughter house kill room personnel, Can you just imagine the smell? Cow farm manure remover, forget the shovel, you better get a Hoover. IRS Complaint Dept. listener, I bet they just can't wait till Spring time gets here. Safety Capt., for the U.S. P.S. we say unsafe, they say B.S. I don't want it! But I'll tell you how to do it! I don't need it! But I'll tell you where to read it! I don't use you, but give me a chance and I will abuse you! Being a steward isn't easy, but they keep on trying when you say "Please me!" Some jobs are harder than others, have some respect for your Union Steward Sisters, and Brothers! Cindy Hoehl-Rinker Steward MTE Warehouse Financial Review 1997 The year 1997 proved to be another successful one for this Local. As of December 31, 1997, we maintained $31,000 in various accounts. But we also had $67,200 left in our back tax settlement with the I.R.S. payable through February 1999. Our Income statement for the year showed us in the black to the tune of $56,606.29. Factoring in our liability payment to the Internal Revenue Service of $33,600, our investments in equipment ($14,000) and Copier Leases ($4,484), and our Convention Fund savings deposits of $4,300, our cash flow broke even for the year. We received $25,678 in addition to what we had budgeted for the year in income (before expenses). This was due to additional Regular and Associate (Health Plan) dues receipts and interest income. We spent $53,680 less than what was budgeted for expenses. Combining the two figures gives us a $79,359 surplus to a budget which projected a loss of $73,633. $5,500 more was invested in equipment than budgeted for the year which, when subtracted from the surplus, yields the same amount projected as a loss. We budgeted very conservatively for non-related business income taxes for both state and federal last year ($68,000), however, we have been able to deduct a considerable amount of our operating expenses because they are directly related to our Mail Handlers Benefit Plan. Many members do not realize that our Union expenses are not only due to representation, but are also to service our Mail Handlers Benefit Plan. Associate dues income from our health plan provides us with more than half our net income, therefore, it is important that our expenses are dedicated to supporting and increasing funds from the health plan. We maintain our building equally to service our health plan as compared to servicing our regular membership. We are beginning to realize additional funds from health plan related expenses. At our most recent Council Meeting, the Executive Council passed a by-law proposal for the Union to maintain two budgets. One budget excludes all Associate Membership dues to help us prepare ourselves should the Mail Handlers Benefit Plan ever be terminated (by any possible changes enacted by Congress to alter the FEHBA program). It states, "Local 321 shall maintain two annual budgets. One budget shall exclude any income from Associate Membership dues. Such "special" budget is completely in line with contingency planning should a substantial decrease in dues revenue occur." I believe this by-law will help protect our Union and its financial viability in the future and I applaud the Council and National President, William Quinn, for enacting it. It's hard to believe that by this time next year, our $280,000 liability to the I.R.S. will have been paid and we will be looking to the new century in a more positive light. The financial ropes we have endured for the past five years will have been cut and our representation will improve as the annual IRS negotiated payments will not have to be made any longer. We have been strapped in the past that now we can begin to seriously invest our funds without fear. Again, as I have stated in previous articles, the Executive Council for our Union has helped pave the way, through frugal spending and budgeting, for a more stable future. Your representation will improve in the coming years just as in the past several years. Even more so now that we are able to invest in the future, rather than pay for the distant past. Jeffrey K. Morgan Treasurer THE FUTURE OF UNIONS By the end of the 1980's many People wondered about the future of unions and questioned whether or not unionism would endure. These concerns were genuine as the Reagan administration spent eight years doing everything in their power to break the unions or dilute their power through legislation. To a small degree, they were successful. However, most unions survived and endure to this day because things are turning around. The ability to endure is due in part to the unions resolve to tough it out through the lean years as well as the fat ones. However, the main reason for our survival is solidarity. The ability of the workers to unite in the face of adversity. Who among us did not feel for the dockworkers of Poland in their struggle to unionize? Remember how much difference one man's efforts made? Every union gained strength from this effort. These efforts continue today. Strikes tend to be shorter these days and there is a reason. Unions are getting better at supporting each other's union struggles. Workers are better at not crossing other worker's picket lines. The workers, who did cross picket lines during the UPS strike while their representatives successfully fought for increased wages and benefits, must feel small for betraying their working brothers and sisters. Nevertheless, they too will survive and will gain strength from the lessons learned from the experience. Management now knows they cannot break the unions, so their efforts now come far more subtly. These efforts will surface later this year when negotiations begin for a new Contract. Management will continue their efforts to weaken seniority by consolidating and expanding work sections. They will continue to harass employees for exercising their right to use Family Medical Leave and they will continue to attempt to discipline employees who are hurt through no fault of their own. In addition, they will continue to pad their pockets with profits earned through the sweat of their workers while displaying disdain towards the ones who make them wealthy. Nevertheless, we have survived everything they have done in the past and we will continue to survive, prosper, and grow in numbers, With the announcement of PMG Runyon's possible resignation comes the hope that out Democratic President will replace him with someone more union friendly who may realize that our efforts are virtuous and concede to us what we deserve. However, if this is not the case, rest assured that your union will be there fighting for what we deserve because this is what we do and, we will endure! Strength in unity! John Meding State Representative SUPER BOWL LESSONS We have suffered and we have endured. Being a Bronco fan has never been easy, but, like the love of a family member, you never give up no matter what. If there was a lesson missed on the Bronco postgame interviews, it was to never give up. For many years John Elway and all Bronco fans have heard the criticism, endured the insults, and suffered the losses. "You'll never win the big one!". Of course, we responded like any true fan would or could, "So What!!" I had a dream that while John Elway was accepting the Vince Lombardi trophy he would tell all young kids around the world, "no matter how many times you lose trying or how down you are in life. No matter how many people tell you what you're worth, or how wrong you are for supporting the "losers", keep on, play with your heart, and never give in." What a lesson! It's the same with the Union. With all that our past Union brothers and sisters have endured, suffered and even died for in the face of never ending persecution, they never gave up. And neither shall we. We will continue to serve and fight. We will maintain our dignity and respect no matter what we are exposed to. No matter how bad things look for us and no matter how people treat us in their many grotesque forms, we will be together and stick it out. Just as any loving Mother or Father would tell their daughter or son after losing a game, "we will always be on your side." We should not only never give up our fight, but most importantly, we shall never give up on each other. It's in the blood. Jeff Morgan Treasurer RECIPE FOR HOSTAGES 1. Start with a Management system which has low or no standards for Supervisor qualifications. 2. Add a training course which lacks emphasis on employee relations and how to treat others. Drill into Managers heads that "it is not success to perish in the desert in good spirits" totally ignoring the thousands of wars which have been lost due to bad morale. 3. Allow the Supervisor on the workroom floor to initiate annoying and aggravating tactics upon workers whether good or bad. 4. Approach others with unprofessional and derogatory comments and an attitude intended to incite rather than correct work problems. 5. Make employees responsible for poor Managerial relations and fire them. 6. Allow incompetent Managers to continue Supervising in harassing manners. 7. Mix in a "no action" plan to ensure no safety or security for all employees who have to endure juvenile work relations and environments. 8. Ignore Union requests to investigate particular Supervisors who are unusually good at abusing their authority and implementing their egos. 9. Take immediate action against employees who are involved in minor workplace arguments labeling them as "threats" and take no action against Managers who are threatening in their actions and words. 10. Wait for the day when we all must accept the consequences of all of the above and be victims of an outdated 1960's autocratic style of Management. 11. Claim that Management is investigating why select Supervisors are endangering others or treating others disrespectfully while taking no action again for the many lessons learned in the past by victimized Postal Employees around the Country. 12. Resign or retire from a Managerial position allowing new Managers (after training them) to go through all of the above before they to resign or retire from their positions (and on and on and on, etc.). Jeffrey Morgan Treasurer (Some recipes just don't taste good. The Editor) LEADERSHIP The Purpose of this article is to acknowledge the blatant management hypocrisy that has been perpetuated in the last few months. Furthermore, this article will also attempt to offer applicable solutions to the noted problems. First of all, good leadership starts at the top. Accordingly, from Marvin Runyon to the newest casual employee, the common consensus is that the Post Office (P.O.) needs improvement. Yet, Mr. Runyon, who is about resign, has set the standards for character inconsistencies. For instance, he once stated that Postal Employees are overpaid. However, he received a pay bonus without hesitancy. On the local scene, upper management states that the P.0. has plenty of opportunity for advancement. However, my question is for whom? If almost 40% of your workforce are people or color, why are less than 5% of the positions over level 6 filled by people of color? Your upper positions should reflect some diversity Moreover, at least acknowledge the hypocrisy. Read the Federal Times and/or hire a Public Relations firm to improve the general public's overall perception. But please stop fabricating stories that you believe your employees would like to hear. For example, the American public was informed that the P.0. handled the U.P.S. strike with utter professionalism. Meanwhile, the numerous mail-filled trailers staged at the Stapleton Airport runways, the General Mail and Bulk Mail facilities indicated otherwise. In fact, the vary same companies that made the switch from the U.P.S. reversed their decision after they realized that their catalogs arrived after the sales dates due to the untimely processing delay. In spite of this, the latest motivational Postal Vision video mentions the semi-latest management catch phrases for then Nineties, such as, Customer Service, Quality, Training, etc. Pardon me. Wake up call. The basic fundamentals of the newest paradigm is that all leaders are required to treat their employees with dignity and respect, and the inevitable results cause increases in Quality, Production and Profitability, which therefore increase your companies success. Likewise, traditional management rolls and boundaries have alienated most Postal Workers. However, the new management paradigm states that when employees feel valued, increased profit, productivity, customer satisfaction, long-term company growth and reduced absenteeism are the quantifiable end results. Reconciliation is a prescribed necessity if the P.O. expects to accomplish their goals and survive in the future. Subsequently, since the P.O. made a billion dollar profit last year, I am quite certain that management can afford to send the next Postmaster General to the John F. Kennedy, Business Leadership school at Harvard. (A place where leadership excellence, employee values, character, integrity, commitment and vision are considered subject matter and not lip service). I can personally attest to the fact that the Colorado Department heads are mostly clueless and defensive about the New School of Leadership because I questioned them at an open forum discussion. In conclusion, as an optimist and visionary, I truly believe that there is hope for the Post Office, despite the complacency, ineptitude and illogical policies that are currently in effect. An example of this, management receives bonuses for making their performance cluster and section goals. What type of monetary incentive compensation do the laborers who actually carry out the daily tasks receive? Zero. William L. Massey Tour 3 Steward GMF CHARGE IT! The following is a list of the "Final USPS Vendor Matches" which are locations for the purpose of purchasing your uniform through the new Visa card. This list was obtained from PEDC. Any questions should be directed to Al Passarelli at 853-6401. Tuxall Uniform 1795 E. 66th Ave Denver 80229 295-0216 Speer Uniform 3157 S. Broadway Englewood 80110 789-9462 Neves Uniforms 4855 Pecos Denver 80221 455-4407 Red Wing 8410 Wadsworth Arvada 80003 422-4677 Tuxall Uniform 525 S. Tejon Colo. Spgs. 80903 Lorigs Inc. 31 S. Tejon Colo. Spgs. 80903 Quality Shoe Co. 224 E. 4th Loveland Co. 80537 R and A Uniform 1219 E. El. Loveland Co. 80537 Submitted by Cindy Hoehl-Rinker DISCUSSION I was recently asked what an employee's rights were regarding the employee keeping a log of his/her events at work. Keeping in mind all of the new employees that have been recently hired in the state, I thought this might be a good subject for the newsletter. But first, a little background on your rights regarding discussions. Before management can discipline an employee in the Postal Service, they must first make sure the employee is aware of what the rules are. Many times in investigating possible grievances, the union becomes aware that management has not made an employee aware of the rule, yet they expect the employee to abide by the rule! This is especially true with relatively new employees, but can also be the case with seasoned mail handlers. The first time you commit an infraction, management has an obligation to discuss the issue with you, assuming you had been made aware of the rule previously. The conversation can take place as a warning, or as a discussion. The National Agreement, under Article 16 states that, "For minor offenses by an employee, management has a responsibility to discuss such matters with the employee." The Article further states that, "There is no prohibition against the supervisor and/or the employee making a notation of the date and subject matter for their own personal records." The reason you should keep a record of events such as this is to cover yourself. If the supervisor is not totally factual in his or her notes, at least you have a written record of events so the issue can be disputed. Writing something down will help you remember the facts as they occurred. I know a number of supervisors who carry a little book with them. What they write in the book is their version of events, whether having to do with machinery, individuals or whatever. You have a right to keep your own records of events, as you interpret them. You would be surprised at the reaction employees get from supervisors when the supervisor observes the employee writing in their own little book. I know of one person who was harassed repeatedly about the amount of mail they were keying. So this person took it upon himself to keep a log of everything which transpired on the keying station. The diary was actually quite impressive. It read something like this: 10:00-10:14 keying sacks 10:15-10:18 no mail on keying station 10:19-10:22 keying sacks 10:23 -10:30 putting loose mail into sacks 10:30- 10:35 went downstairs to restroom 10:35-10:45 keying sacks 10:46-11:10 tray line down After a month or so, management backed off because they realized that the employee was actually doing the job to the best of their ability. While it may seem ridiculous to account for everything you do on the floor, if you are one of the people management has targeted to discipline, it may be in your best interest to do so. Keep the log short and to the point. Keep opinions out of the log. I have found that certain supervisors love to give dirty looks as they write in their little books. The intimidation factor can work two ways. While I don't recommend the dirty looks, I do recommend that if something strange is happening with you at work, then keep a log of events. Include any witnesses who may back your story should a dispute arise. If you are instructed you cannot keep a log of events, ask to see a steward. Once a year, this Local has given the little pocket calendars to our members. The calendars are used by employees for recording OT hours, annual leave, and appointments, they could come in useful for other purposes also! Think about it, intimidation can be a two way street. Don Gonzales Recording Secretary
GET YOUR BUDDY TO JOIN THE UNION I have been a dues paying member of Local 321 since the day I started my Postal career, almost eighteen years ago. During my first ten years at the Postal Service (1980-1990), I was strictly a mail handler working the mail. I never carried the radio, never was involved with QWL and was never involved with the union, other than paying dues. During these years, I disagreed with the union on many occasions. Sometimes these disagreements were with the National Union regarding officers or policies, and sometimes the disagreements were with our Local's officers or policies. There were times I was upset enough to seriously consider getting out of the union. However, not being an impulsive type of person, I would reflect on why I joined the union in the first place. I didn't join the union because of any individual. I didn't join the union because of any policy. I joined the union because I believed, and still believe, in the cause, period. The union uses my dues to fight for my pay, my rights and my benefits. To resign from the union would only hurt myself. The saying that there is strength in unity is true. I realized this during my times of reflection and now, as an officer and a steward, I realize that more than ever. While trying to recruit members into the union, I have heard every excuse imaginable. The bottom line is, there is no excuse. Why non-members will continue to bite the hand which feeds them is inexcusable. With this in mind, I would like to remind members that The National Union has announced a nationwide organizing campaign. The purpose of this campaign is to recruit non-members in to our union. To encourage organizing these non-members, the National Union is offering an incentive payment of $25.00 to any member who signs up a non-member who was employed prior to December 1, 1997. Your office should have a listing of non-dues paying members. If you can sign up one of these non-members, ask your steward or any officer for a Form 1187. They will be happy to help you fill out the form and assist you in obtaining your $25.00. Good luck and remember, there is indeed strength in unity! Don Gonzales Recording Secretary PHONE NUMBERS UNION HALL...........................(303) 455-6400....FAX...(303) 455-5810 COLORADO SPRINGS............(719) 570-5509....FAX...(719) 570-5509 BMC STEWARDS ROOM....(303) 853-6885....FAX...(303) 853-6851 GMF STEWARDS ROOM....(303) 853-6487....FAX...(303) 853-6061 TECHNOLOGY UPDATE As we enter the 21st century, I am proud to announce to the membership of Local 321 that your union, on both the National and Local levels continue to evolve with the technical revolution. It never ceases to amaze me that about 4 years ago, I was using a old Tandy computer to assist me in my job at the BMC. While this computer did help me accomplish my job, it was a dinosaur, as far as computers go. I made a request back then to the previous Executive Board for a new computer for the BMC. One which was more up to date. The Board agreed and purchased a computer for the BMC and one for the GMF. At first, I struggled with the new computer, so in order to understand how to use it, I bought one just like it, so I could learn at home. This helped me immensely. I also had a couple of stewards, and a President who were more familiar with computers than I, so I commandeered their help. (Thanks Dave, Chuck and Maynard.) Eventually, I became very familiar with computers and have found that I almost totally rely on them for the processing of grievances. I also use my home computer almost daily. When training stewards on computer usage, I have found a few people who have never used a computer are intimidated by them. However, these same people, with a little practice and helpful hints, have also turned out to be some of the most knowledgeable individuals in the use of computers. While I can still sit down and write grievances longhand, I have found that because of computers, I can add much more relevant information to my grievances to address the facts and contentions. The computers allow me to make my points in a clear and concise manner which is more difficult when writing longhand. Computers also allow for the editing of the document without having to start all over, which is a real time saver for stewards when having to re-write grievances at steps 1, 2, and 3. Our National office has a home page on the Internet. From this page I can copy arbitration decisions, anything out of the contract, the ELM or the Administrative Support Manual. Our local union also has a home page where I can collect forms, step 3 reports and other information. Now the BMC is getting their third computer. The GMF has two, the AMC, EE Warehouse, the TA, Colorado Springs and Boulder all have computers. There are also 3 computers which are at the union hall. The union is indeed attempting to keep up with the technology craze of the 21st century. Now if I could only teach myself to type without staring at my fingers........ Don Gonzales Recording Secretary Colorado Mail Handler News is a publication of Local 321 of the National Postal Mail Handlers Union. Any member may submit articles for publication, with the understanding that the Executive Board of Local 321 has final approval on all articles contained in the newsletter. Some of the articles may contain editorial viewpoint, which is the opinion of the author and not necessarily Local 321. Questions, comments or submissions should be addressed to: Editor, Colorado Mail Handler News 1833 W Elk PL Denver CO 80211 1998 PICNIC PLANS IF YOU ARE INTERESTED IN VOLUNTEERING YOUR TIME FOR THIS YEAR'S ANNUAL UNION PICNIC, PLEASE CONTACT JEFF MORGAN OR JOHN MEDING AT THE GMF. 853-6487 853-6061 |