COLORADO

MAIL HANDLER NEWS

LOCAL 321

SERVING THE STATE OF COLORADO

VOLUME 6 ISSUE 1 DON GONZALES-EDITOR SPRING 1999

SIMPLE SOLUTIONS?

Recently, while I was on the floor at the GMF, I listened to several employees explain that the Union within the facility was doing nothing but staying in the Union Stewards office. They further explained that they did not understand why the stewards were not on the floor nipping problems in the bud rather than staying in the steward’s office. These both are legitimate concerns, which need to be addressed.

Many of you may not know that when I first came into this office, I sent a letter to all stewards requiring that they devote an average of 10 hours per week on the workroom floor. However, I was forced to withdraw that letter as it was pointed out to me that management could very easily use that same letter to deny needed union time. None the less, I believe all union stewards should devote some time each week to being on the floor, understanding there will at times be exceptions.

The problems, which exist within the GMF as the result of the appointment of Sam Ruden, have seriously altered the way business is being conducted between the Union and management. Mr. Ruden has closed every door possible to eliminate communication between the parties. Most recently he determined that he would only pay for one individual to attend labor management meetings, yet the GMF installation covers five facilities worth of Mail Handlers. And again this is a one way rule, as Mr. Ruden still wants to bring his entire staff of managers to these meetings and has refused to meet one on one with me.

The union has not been able to resolve problems as easily as we could in the past. Even at the floor level it is nearly impossible to resolve the simplest problems, as the supervisors are so afraid of being punished, that they will not settle issues. Management has even taken the position that we cannot stand and observe violations for more than a very brief period, if at all. This leaves the union no choice other than to address nearly every problem which arises through the grievance procedure and other paperwork forums.

What this all boils down to is that the stewards are forced to handle almost all issues through the grievance procedure. A simple issue that would normally take five minutes for a steward to resolve a year ago, now takes hours of research and supporting documentation, not to mention the scheduling of meetings for every problem. The amount of time spent on an issue is multiplied when you add the substantial amount of Labor Board charges being filed because the stewards have to fight for Union time. Nowadays, the stewards are forced to plug away at a lot more paperwork compared to the past. The stewards do not like this atmosphere and its resulting impact anymore than you as members do. In fact we have lost a few stewards as a result of the paperwork war which we have been forced into. The increase in grievance volume coming from the GMF clearly supports that these representatives are processing considerably more grievances than in the past.

I however have addressed the concern of the employees to the Administrative Vice-President and the stewards. We will all make an effort to be out on the floor a little more, despite the heavy increase in paper we are forced to process. Additionally I appeal to all of you to provide as much assistance as you can to your representatives. You can help by documenting violations which you observe by taking notes and providing statement to your stewards.

It is important for you to note that we have lost a few stewards, and through a recent posting recruiting new stewards, we only received one request. If we can get our complement of stewards back to a needed level, the stewards will in turn have more time to spend on the floor attempting to put out fires. Please consider the possibility of you serving as a steward and if interested let your AVP, Ron Lucero know of your interest.

One last note, we continue to take our issues from the GMF installation to our National on a weekly basis, in hope of finding some relief to the problems being created by Mr. Ruden. Even though our National is discussing our concerns with the Postal Service in Washington on a regular basis it appears to fall on deaf ears. In fact the National Postal Service personnel have indicated on more than one occasion that they have no control over their managers in the field. Rest assured we will continue to knock on every door possible and grieve that which is not resolved until relief to our problems is obtained.

The Executive Board of the Local has been standing behind the efforts being made at the GMF and as a result we currently have 32 cases from the GMF structure on the docket for arbitration. That is more cases scheduled for arbitration than all other offices in the state put together.

As you can see for yourself, there are no simple solutions to the ongoing problems at the GMF. However, rest assured that the union is committed to protecting the interest and rights of all mail handlers, even if it is a long arduous journey.

David E. Ross

President

LOCAL ELECTIONS

Yes it is that time again, time to elect the Officer’s who will run this Local union for the next three years. The Judges to run the election process have already been selected. The dates and times for everything else is up to them.

The following positions are open for employees who meet the qualification standards:

President

Vice President

Treasurer

Recording Secretary

State Representative

Administrative Vice President-Denver GMF

Administrative Vice President-Denver BMC

Administrative Vice President-Boulder

Administrative Vice President-Colo. Springs

Administrative Vice President-Grand Junction

Administrative Vice President-Pueblo

The duties of the Officer positions are varied, but the core duties of the positions are outlined in Article IV of the Uniform Local Constitution.

The qualifications to be eligible to run for these offices are outlined in the Uniform Local Constitution of the National Postal Mail Handlers Union, Article 5. The exact language follows:

ARTICLE V - Qualifications for Office

In order to qualify as a candidate for any office in this Local Union, a regular member:

Section 1. Shall be required to have been in good standing in the National Mail Handlers Union for a period of two years and in good standing in this Local Union for a period of two years immediately prior to nomination and current in the payment of dues, and s/he cannot have been employed in a supervisory capacity by the Postal Service for more than three (3) weeks during that period. The National President shall have the authority to waive this qualification for office where application of the qualification would be unreasonable.

Section 2. Shall be a citizen of the United States.

Section 3. No person shall be eligible to hold any office in this Local Union if he has not been regularly employed at the calling during the entire year immediately prior to nomination. "Working at the calling" shall be defined to include:

A. Employment by the United States Postal Service as a mail handler or one of the other positions within the mail handler craft;

B. Employment in a full-time capacity for a Local Union, or the National Mail Handlers Union.

C. Employment by government or the trade union movement in a capacity directly related to the calling and which would directly benefit this Local Union and its members;

D. Regular members who can prove they were unable to work because of illness or disability. In examining the circumstances of each particular case, due regard shall be given to the good faith involved.

Section 4. A retired member shall not be deemed to have been working at the calling unless qualified under Section 3, B or C (above). No person who has been debarred by a Local Union after trial, from holding office, shall be qualified as a candidate during the period of his/her debarment. A candidate shall not be eligible to run for office if he is a member of, or a sympathizer with, any organization that has for its purpose the overthrow of this Union or of the Government of the United States of America by force or violence, or who is unable to qualify under this Constitution or under the provisions of existing law. A member shall not be eligible to hold office in this Local Union if he holds an office or administrative position (including shop steward) in another Postal Union.

Section 5. Candidates for State Executive Board Member and Administrative Vice President must be employed in the state or branch, respectively, in which they seek office.

Section 6. A candidate must agree to observe, conform and comply with all of the terms and provisions of the Constitutions of this Local Union and the National Mail Handlers Union, and all of the rules, regulations, practices and lawful orders and decisions adopted and promulgated in the said Constitutions.

Section 7. All of the qualifications for office must be present at the time of nomination, as well as at the time of election and during the term of office.

Section 8. This Local Union shall have the authority to establish its own qualifications for office provided that such qualifications are made a part of the Local Union's bylaws which have been properly adopted by the Local Union Council and approved by the National President. The qualifications established by this Local Union must be consistent with the applicable laws, and shall be effective only after adequate notice to the regular membership. They shall not be applicable to any candidate who is running for delegate to the National Convention or for Local President if by virtue of his/her election he shall automatically be a delegate to the National Convention.

Section 9. Any officer or shop steward who applies for a management position with the Postal Service shall, within fourteen (14) days of that application, resign his/her position with the union and, failing to do so, the position shall be declared to be vacant.

If you meet the qualification standards, and you desire to run for one of the aforementioned positions, you need to be nominated. This nomination can be made in writing, or in person. If the nomination is made in writing, such nomination must be received by the Judges of Election prior to the nomination meeting. The entire nomination and election process is outlined in Article 6 of the Uniform Local Constitution. Watch your bulletin boards and mail for more information on this process.

If you decide you would like to run for a position, make sure you read your Constitution so you have a full understanding of the rules of the process. Talk to current or former officers for opinions and strategies.

If you do run for an elected position let me be the first to wish you the best of luck in your endeavor. We can’t all be the winner, however, nothing ventured is nothing gained or put another way - you never know until you try!

Don Gonzales

Recording Secretary

AIR MAIL CENTER UPDATE

As many of you know, Ruden’s operational and staffing changes have again impacted Denver AMC mail handlers. Ruden’s quest to eliminate tour two continues even here. The logistical nightmare and difficulties of getting mixed mail to and from United Airlines through B Concourse without mail handlers has resulted in reckless spending and vandalistic operational and staffing changes on Concourse B and at the AMC.

Although the USPS continues to add air flight "taxis," the postal service cannot transport mail to and from Denver without United Airlines (UA) flights. If they could, it would already be done. Effective 1/30/99 AMC management abolished the remaining 22 mail handler positions on all tours at B Concourse/ DIA.

The sole method of transporting mail to and from B Concourse will be commodity trucks. Management will utilize "mail equipment operator" positions to assist in the (B concourse) commodity truck operations. United Airline employees will tender Denver mail to modified luggage belts resulting in a mixed, bed-loaded mess for processing at the GMF and PMPC.

Ruden has now lost total control of the operation on B Concourse in that he is completely reliant on United Airline employees and commodity trucks. This operation occurs two hundred feet from an active taxi-way and is completely exposed to elements of weather. This operation in hindered by cold, snow, and rain. The operation completely shuts down when lightening and high winds arise.

The commodity truck changes make this operation slower and less effective, demonstrating why (PETE) PRIORITY END TO END SCORES have plummeted to historical lows. This change to commodity trucks is like breathing through a straw. You can do it for a while but eventually you will pass out from suffocation. With the use of commodity trucks, there is now only ONE door and conveyor in which B Concourse mail can enter the GMF.

De-icing planes is another obstacle to the operation changes on "B" Concourse. United Airline’s de-icing crews are specially trained and certified to perform this necessary duty. Many don’t realize de-icing occurs with snow AND low temperatures, so it is often necessary to de-ice planes when it is not snowing. UA will pull employees from the mail tendering operation to assist with de-icing at the drop of a hat. This movement of their personnel results in virtually shutting down USPS operations on concourse B.

Ruden’s people are too afraid to give the honest answer that these changes are not operationally sound and will not work. Anyone offering this opinion is kicked off Ruden’s bus. AMC management is so afraid of the inevitable failure that they have resorted to physically doing United Airline’s work for them. When United Airlines doesn’t get our mail to us fast enough from the planes, Air Mail Center SDO’s and MDO’s will put on gloves and do it for them. Imagine the joy (employee owned) United Airlines people must bask in when they watch USPS management do their work they have been paid to do. United’s labor union is addressing this issue.

After several false starts, mechanical failures, and staffing shake-ups, management told AMC mail handlers not to worry, "The operational changes would not occur until mid-summer." This was a lie! Two weeks later abolishment and reassignment letters went out.

The contractual obligation to minimize the impact of reassignment on career employees meant nothing to AMC management.

On January 14^th the union was told of the decision to reassign and abolish 22 positions while on January 16^th, 1999 AMC management hired a fresh batch of casual employees, spitting in the face of the contract and AMC mail handlers. In fact management excessed mail handlers holding bids identical to currently posted vacancies. If it was management’s intent to destroy moral they have succeeded.

The AMC reassignment and staffing debacle proceeded with total disregard for the National Agreement. I can assure you every contract violation will be addressed through the grievance process and the National Labor Relations Board as appropriate.

If you doubt what this management is capable of, I offer you this final tidbit. AMC management chose to forbid career mail handlers from working the Continental Air Freight operation this Christmas. The intent was to eliminate craft employee witnesses to the blatant contract violations that occurred. Management utilized AMC casuals employees in excess of one thousand overtime hours for the twelve days of Christmas where AMC mail handlers received virtually no overtime. On December 21, 1998 management decided to offer wage incentives to 90 AMC casual employees in the amount of $24,700.00. Literally applied, this means these casuals earned $20.61 per hour (straight time) the four days prior to Christmas. DID YOU ENJOY YOUR POPCORN?

I know it is not a happy atmosphere at the AMC, but I need all of my union Brothers and Sisters to rest assured that ALL of the violations which have occurred are being addressed through the grievance process.

Mike Hora

AMC Branch Representative

CONTRACT CHANGES

By now, most mail handler members should be aware that the 1998 Agreement was ratified by the membership. This Agreement has a multitude of new language which could affect some mail handlers, depending on individual situations. I am going to offer a few opinions on a couple of issues which have significantly changed in the new Agreement and on which I have already been questioned by members on the workroom floor.

TRANSFERS—Previously, there was no language in the contract which addressed how long you had to be employed as a mail handler before being eligible to transfer to another facility. I know that at the BMC we had an agreement employees could transfer as soon as they completed their probationary period. The new language regarding transfers is contained in a Memorandum of Understanding re: Transfers. This MOU states in part:

1. For reassignments within the geographical area covered by a District or to the geographical area covered by adjacent Districts, the following applies: An employee must have at least eighteen months of service in their present installation prior to requesting reassignment to another installation. Employees reassigned to installations under the provisions of this memorandum must remain in the new installation for a period of eighteen months, unless released by the installation head earlier, before being eligible to be considered for reassignment again, with the following exceptions:

1.) in the case of an employee who requests to return to the installation where he/she previously worked;

2.) where an employee can substantially increase the number of hours (8 or more hours per week) by transferring to another installation and the employee meets the other criteria, in which case the lock-in period will be 12 months. These transfers are included in the 1 out of 4 ratio.

2. For all other reassignments, the following applies: An employee must have at least one year of service in their present installation prior to requesting reassignment to another installation. Employees reassigned to installations under the provisions of this memorandum must remain in the new installation for a period of one year, unless released by the installation head earlier, before being eligible to be considered for reassignment again, except in the case of an employee who requests to return to the installation where he/she previously worked.

What this means is that, depending on the area you are seeking a transfer to, you are "locked" into a facility for either 12 or 18 months.

Another major change in this contract is casual tracking. The union now has the ability to track casuals by installation. When I first became involved with the union in 1990, casuals were tracked on a Regional basis. Management could hide vast amounts of casuals by finagling the numbers. After all, who within the union had the ability to count all the non-mail handler casuals across a Region and add the hours to mail handler casuals and determine if management was in violation of the ten percent limitation? The union was aware of management violating the percentage, but proving the violation was another story entirely.

Casuals were then tracked on a Divisional basis. For us here in Local 321, that meant the entire state of Colorado and Wyoming.

The casual reports for the two states are received at the union hall. Local 321 has also had individual facilities provide further hours when clerk casuals perform mail handler jobs. These hours are all added together to see if we have a violation of the 10% cap. I can think of two accounting periods where management was in violation. Once again, though better than the Regional tracking system, the Divisional system is not foolproof either.

Now, thanks to the negotiating team at the National level, we have casual tracking by facility. This is the union’s dream. Management has to provide reports for each facility, period. Although the casual percentage was increased to 12.5%, it will be so much easier to track casuals now than it has ever been. Also, if there is a violation at an individual facility, then the remedy will be within that facility. This is another issue that has been a problem in the past.

Another change I would like to speak about in the new contract is the wage increases. We all know that the Postal Service has enjoyed phenomenal profits for the last few years. I think we all also know that, without the dedication of the craft employees, such profits would not be possible.

While I don’t think that the 2% and the 1.4% raises were the greatest thing since sliced bread, I, as a mail handler craft employee, would rather take the guaranteed wage increase than take a chance with an arbitrator. Besides, we also kept the Cost of Living Allowances (COLAs), which offer further base pay increases.

Why am I leery of arbitration? Mostly, it’s because of experience with arbitrators at a local level. Granted, I have never been in a National arbitration on a contract, however, the forums are similar and the bottom line is that the issues are in the hand of a three person panel, headed by a supposedly and hopefully neutral arbitrator

I have seen arbitration cases where I firmly believed the union had proven their points and the union would prevail, and they didn’t. I have seen cases where management discredited the union’s case and where I was positive management would prevail, and once again, I was proven wrong by an arbitrator.

I’ve said it before, and I’ll say it again, arbitration is gambling, and for those of you who travel "up the hill" to the casinos know, you can’t always be a winner. While I certainly believe that there are many instances where arbitration is going to be necessary-such as when no offer or no reasonable offer is tendered- I also believe that when a offer is fair, such offer should be seriously considered.

My opinions were obviously the sentiment of the dues paying members across the nation, as the contract was overwhelmingly approved.

When I spoke to members on the floor at the BMC, I heard a variety of opinions on why we should be getting better raises. I also heard from a number of members who felt that a two-year agreement was too short. I respect the opinions of my union Brothers and Sisters, and told them they were free to voice their opinions through the ratification vote.

I truly believe our National Negotiations team put in their best effort toward trying to get the best contract for us that they could. Unfortunately, the Postal Service will always battle us for every nickel they can.

The bottom line is that, yes, we agreed to accept the wage package which was offered by the Postal Service, and yes, we will be back at the negotiation table in about a year and seven months. And only time will tell how that will turn out. Wish ourselves luck.

The last change I will discuss is the changes to Article 16 of the Agreement. Article 16 deals with discipline. Though this is a foreign subject to most mail handlers, the bottom line is that discipline is a reality in the Postal Service. Although some discipline is self-imposed, meaning the mail handler refuses to abide by the rules, other discipline is simply unwarranted.

The new contract states that for suspensions of less than 14 days, the suspension is on paper only. I have very mixed feelings about these type of suspensions.

I like the idea that a suspension of less than 14 days will not take any money from an employee’s pocket. I dislike the concept because I’m concerned that some employees may not realize how close they are to removal in the discipline process until they actually receive the 14 day suspension where they actually have two weeks off without pay.

To get to this point, the employee should have had, at a minimum, at least a few disciplinary actions. However, because the employee was not forced to take a hit in the paycheck, they may not have taken the previous disciplines seriously. And when that 14 day suspension with actual time off is issued, the employee is probably only a step or two from being removed from the Postal Service.

The union still has to try and achieve, at a minimum, negotiated settlement on each and every piece of discipline issued. A seven day suspension on paper only must still be taken every bit as seriously as a seven day suspension where the employee has to actually lose pay.

And employees who end up in the discipline process should remember that just because the suspension is only on paper, it is every bit as real as a suspension where time off is served.

Don Gonzales

Recording Secretary

STEWARD SERENITY VERSE

Let us have the ambition to voice

our opinions,

The knowledge to help with the facts,

Give us the courage to correct that

which was wronged,

And the patience to wait for justice

Grant us the tenacity to do our jobs to

the best of our abilities

Guide us with bravery to stand together

united as one -

Cindy Hoehl-Rinker

GET MULTI -"EFFICIENT"!!!!

Without resorting to a self-help manual, it is time that we GMF Mail Handlers increase our awareness and grievances to keep up with the increase in violations and anti-worker attitude which has become so pervasive since the arrival of Saddam Ruden. I don’t believe we have to admit we do not know any better and have to read a book on how to do our jobs, as Management has resorted to. The fact is we need to roll up our shirtsleeves and do what comes naturally in this competitive anti-labor world - work and fight! We may not be perfect but we have to make more of our God-given talents.

Mr. Ruden has finally declared war on Tour II. This is beside the fact that he assured us in our first meeting with him that there would only be a partial downsizing of Tour II (due to the size and logistics of the Denver GMF as compared to Salt Lake City). Now that he has proved himself as an inveterate liar, it is time for our Union to increase our efficiency just as he has demanded from his cronies. It’s time that we band together in unison and against Mr. Ruden’s anti-labor tactics and state, "The bus stops here!"

Forms have been developed on our computer systems to allow us to simply fill in the details of all violations (names, times, locations, etc.) so that grievances are documented in mandatory detail. Members, as well as stewards, should be aware that any violations spotted on the workroom floor are as easy as a blank form and/or a phone call away from being processed. DON’T LET ANYTHING GO BY! This is the efficiency that Mr. Ruden has reaped upon us. It is time now for a great battle and we should not exclude making the media aware of the current management style in the P&DC!

It is a shame that employees have been subjected to an attendance policy which punishes even the most healthy employees who may go through a period of illness but, just because they missed 3 days within 90 days, THEY GET DISCIPLINED!!! Whenever a manager imposes percentages and numbers upon the workers there is a tragic loss of dealing with employees in a humane manner. This is called micro-managing - the worst and most damaging kind to any corporation.

It is also ludicrous that employees who run out of annual leave during the course of the year, for whatever reason (whether by personal tragedy or personal convenience), must now be told that they cannot take scheduled annual leave! This in violation of a recent local pre-arbitration settlement! Not only that, but employees are being disciplined for taking even one day of sick leave for dependent care for taking care of their sick baby! What kind of weasel supervisor would do such a thing?! Obviously, Mr. Ruden’s asinine version of people skills has been ingratiated into the subordinates mentality. That’s because he rules irresponsibly through fear and not respect. We do not fear his Napoleanic complex!

Such a mean-spirited approach to employees has only amounted to a lack of credibility, respect, and integrity for management. As I stated early last year, SAM’S PLAN = SAM’S PLAN, and no one else’s. By his actions, he has not shown an interest to include craft employees in any plan. It has also become apparent by Mr. Ruden’s attempts to eliminate Union Stewards from attendance at Labor/Management meetings (while he can afford to decorate the walls with kindergarten holiday cut-outs), that he has become afraid to face the many problems, complaints, and concerns of you, the employees. It is easier to hinder communications than listen to the company’s most valuable resource - the employees.

So many issues and so little concern on the part of management to communicate these haphazard changes and decisions without a strategic and calculated approach destroys our trust in postal management. It also destroys service and commitment to customers. It is no accident that Mr. Paul Mendrick’s recent Local Informants to the APWU-DMAL are more in line with where the Mail Handlers stood a year ago. Finally, they have discovered that Sam’s plan is not a totally clerk friendly and anti-Mail Handler plan. Like I stated a year ago, Mr. Ruden’s changes are resulting in more work and less jobs for the clerk craft. His approach to people and managing is anti-worker.

It would be more forceful and powerful for us if there were one union in a situation like this, however, political agendas aside, the real issue is that all crafts should be wiser to act as allies rather than adversaries. I would hope that we (all crafts) will efficiently and effectively go in that direction. It is obvious that Mr. Ruden’s mentality and "carte blanche" from the Regional offices dares the Unions to file grievances now and pay later due to the time consuming nature of the grievance process. If that’s what they want, then that’s what they shall receive, even if it lasts long after Mr. Ruden has taken his bonuses and ran (leaving his cronies to sort out the mess). Onward soldiers!

Jeffrey Morgan

Treasurer

JORGE’S OPINION

Most of you know we have a new Agreement (contract) that was ratified and went in effect January 30, 1999. There are economical and non-economical changes that will effect every mail handler nationwide.

Do you enjoy working for the Postal Service? Or at least tolerate working for this company that will put food on the table, a roof over your head, and clothes on your back? Yes, there will always be likes or dislikes working for the USPS. I think, from the many Mail Handlers that I've had the opportunity to talk with, most of us want to work here because the money is good. We also have the opportunity to work different shifts that can make our lives easier.

If your are a level 4 Mail Handler Step 0, you now make $36,815 per year or $17.70 per hour and this does not include overtime. Not bad for a labor organization. Who do you think got you this salary? Do you think for a minute that management would pay you $17.70 per hour if they didn't have to? How about earning 104 hours of sick leave (13 days) a year and 208 hours of annual (26 days) per year? How about a management paying a big percentage of your medical plan? NOT A CHANCE!

Your union negotiated these contractual issues in the Agreement. Part of your union dues is used to pay for negotiation of the contract. Every time we win a grievance, especially for pay, we (the Mail Handler craft) are making your working environment or personal life that much better. Have you ever had a disciplinary action taken against you? Your union took the appropriate action to rectify this problem. Ask anyone who has unjustly lost their job and the union got it back.

Now imagine that there were no union. Imagine that management could do whatever they want with you-discipline you for anything you did wrong, or pay you whatever they deem fit for you. Sorry to paint this bleak and dismal picture, but it is the truth.

But of course, we are here. AND, WE ARE HERE FOR YOU! Your union is behind you and works hard for you. Anytime you feel your rights are violated contact your GMF stewards at 303-853-6061 or 303-853-6487. The number to the Union Hall is 303-455-6400.

Not only do we fight for you, we also have to fight for the basic right to represent you. Most of us stewards at the GMF have to fight, on a daily basis, for union time so we can represent you. Management doesn't want to pay us stewards for representing you. Why should they? They are paying us a wage to fight and represent the Mail Handler craft against themselves, the USPS. They will gladly hand out discipline in a heartbeat, but won’t give us ample time to represent you to the best of our ability. As long as we have a union, we will always be there to fight for you and your rights under the Agreement.

Our union is only as strong as its weakest link. Who or what is our weakest link? OUR NON DUES PAYING MAIL HANDLERS, OR SCABS, AS WE NOT SO AFFECTIONATELY CALL THEM, ARE OUR WEAKEST LINK.

They ride on our backs for everything that you get. Yes, YOU have to carry them. Every time you get a raise they get one too. Every time we win a contractual issue they win also. When they get into trouble, yes, we have to represent them with the same integrity and zeal as we represent you, as Federal law requires this. The difference is they don't support the union, and you and I do.

Within the GMF, there are about 10% of scabs amongst us. This equates to approximately 55 mail handlers who they feel they don't have to support the union. They work right beside you everyday. I ask why? Why don't you want to support us? If you would like to know whom they are, please come to the union office we will be happy to give you a list.

SIGN UP A SCAB TODAY AND MAKE OUR UNION THAT MUCH STRONGER.

In Solidarity,

Jorge, McClelland

STEWARD TOUR 3, GMF

CHANGE

One thing is for sure -

Constant change is here to stay.

So to help you understand

what it's all about - Let me

have a few moments of your time.

It's true that automation

creates new jobs. - Just look

around. It takes more people to

correct the mistakes.

But in a bureaucracy such

as this - they shoot the bull,

pass the buck, make seven copies

of everything and forget about

us in the meantime.

So have a little faith

which will give you the courage

to face the present with

confidence and the future with

expectancy.

Just remember to not expect

too much.

And if you keep a really

good sense of humor - it can

help you to overlook the

unattractive, tolerate the

unpleasant, cope with the

unexpected, and smile through

the unbearable.

And in the end, we can all

still collect a check every

other Friday. Thank goodness

that hasn't changed.

Sister Cindy Hoehl-Rinker

JUDGES OF ELECTION

Recently, Local 321 sent out a notice for posting. This notice requested Judges of Elections for Local 321’s local election process. At the Executive Board meeting on February 17, 1999, the Board discussed the requests submitted. After discussing the requests, the Board agreed to appoint the following individuals to the Judges of Election positions:

Name, Facility, Title

Richard Paylor, BMC, Chairperson

Lorie, Farrand GMF, Judge

Larry Cambra, BMC, Judge

Tom Rothe, Littleton, Alt. Judge

Paul Wamsley, MTE Whse, Alt Judge

The Executive Board wishes to thank these individuals for volunteering their services. We feel confident they will do an excellent job of running the Local election process.

The Executive Board of Local 321

COLORADO MAIL HANDLER NEWS IS A PUBLICATION OF LOCAL 321 OF THE NATIONAL POSTAL MAIL HANDLERS UNION (NPMHU).

ANY MEMBER MAY SUBMIT ARTICLES FOR PUBLICATION WITH THE UNDERSTANDING THAT THE EXECUTIVE BOARD HAS FINAL APPROVAL OF ALL ARTICLES PRIOR TO PUBLICATION.

SOME ARTICLES CONTAIN EDITORIAL COMMENT WHICH IS THE OPINION OF THE AUTHOR AND NOT NECESSARILY LOCAL 321.

RETROMAN

In the forties and fifties, the book said that management style was to "crack the whip." But in the eighties, a more enlightened style of management motivated employees.

It involved a more humane,cerebral approach to inspire people. The "book" was included in the "Intro. to Postal Supervision" course which I took when I first came to the U. S. Postal Service.

It seemed management had, at last, realized that their most important resource, people, had value, and were more than a mere commodity. In fact, most important and successful companies in the world consider people as their most valuable resource. Is the current Postal Service one of these? Not in the last year, and not in Denver.

Sam Ruden blew into town without warning like one of those blustery Wyoming (and lately, Colorado) winds. He brought with him a few people he knew from Salt Lake City, Cheyenne, and Phoenix. Not necessarily the best people in the country, but those few he knew who would follow him blindly. He didn’t think much of the people in Denver, for he brought in his own, including supervisors, (level 16s) to direct our MDOs, which are higher than a level 16.

He brought in Support Services from Cheyenne to direct his drastic changes, even though we had our own, as though he didn’t trust ours, somehow. We lost, or nearly lost, some good managers. Didn’t seem to think much of the regular folks either. One of his first instructions was that we couldn’t have anything out on the workroom floor, including the very water bottles that management had issued us the year before for good attendance. Ignoring all the education, wisdom, and experience we have to offer (many people have advance degrees). He proceeded to encourage temporary people, TE’s and casuals, new hires, and even people off the street to be his supervisors to "Get on the bus".

All of this was in keeping with the philosophy of Mr. Ruden’s idol, Price Pritchett. Now, Price Pritchett’s firm specializes in organizational change downsizing and otherwise changing the cultural climate.

He has written twenty "books" on these subjects, (I call anything 20-30 pages with writing on most of one side, booklets or pamphlets, but we won’t split hairs here), some of which are required reading for Mr. Ruden’s fellow travelers.

Pritchett’s books deal with radically changing the workplace, and pull no punches about affecting that change. To those twenty percent that won’t accept a new system (won’t get on the bus), "…deal with them such that they are disconnected from their main constituencies." Reassign them. Fire them. Or neutralize them somehow." (High-Velocity Culture Change: A Handbook for Managers. P. 38.).

He states, "The simplest, most straightforward solution to transforming the corporate culture is to switch out people…Don’t hesitate to fire non-performers and off-load the anti-change people. It’s far harder to convert the resisters than to bring in new people who’ll embrace the new culture…You want pistols, hot-blooded people bent on making their mark." (Ibid. p. 34).

So, then, we can assume that those in charge are on the bus, under threat of no less than loss of livelihood. About a staffing shortage in automation, "I look to the SDO to fix it. If you cannot do it, then I will find those who will." (Tour II Supervisor’s meeting on September 22, 1998). Or about any reservations or personal opinions about "Sam’s Plan." "Supervisors that are not cutting it will have to go." (Tour I Supervisor’s meeting in May 1998). Or about missing a dispatch time for whatever reason: "If a truck has to be held, someone will get some paper." (Ibid.).

All this to say what? Don’t expect sympathy or understanding from your supervisor. He or she has no authority to help you with your problem. Although "…all managers and supervisors are expected to resolve meritorious employee complaints and/or grievances at the lowest possible level," and there is to be a commitment by the Postal Service "to abide by the terms contained" in the collective bargaining agreement, your supervisor has no leeway to commiserate within the rigid framework of Sam’s Plan. (Feb. 18, 1998 letter to PCES executives on workplace relationships signed by Marvin Runyon and William Henderson).

The bond, then, the sacred bond between the immediate supervisor and the employee has been broken, nothing less. That supervisor needs to know of problems that may affect work performance. But, if I can receive no understanding from him or her, no assistance, because Sam’s Plan won’t allow it, what’s the point? How do I know this? Because supervisors have told me. "If I don’t give the discipline, I’ll get discipline."

There now is 24 hour on site support to ensure compliance. The term, "Labor Relations" these days is somewhat of an oxymoron. And, "coaches" are available to assist supervisors in dealing with problem employees. Besides, supervisors are too busy these days to listen to your concerns. Supervisors "are expected to know who and where your employees are every minute of the day." (Minutes from a Tour II supervisors meeting in September).

But, we’re not all bad employees, are we? It’s said that 5% of employees cause 90% of the problems. Not in these times. "220 employees on Tour 2 had needed attendance reviewed, and 100 employees required immediate action. That is 50%. Only 14 actions were taken. Who’s job is this to take action? The SDO. Needs to improve ASAP." (Ibid).

Don’t call in sick, either. You may be diagnosed over the phone by "Doctor" Buckley, who told one of our employees that she "didn’t sound sick enough" to miss work. And we’ve all heard of Ed Loffredo, recipient of the APWU’s notorious "award". How does he fit into Sam’s Plan? "Ed Loffredo received the "Bonehead" award by the APWU for his attendance procedures. He was doing his job and was recognized at the Quarterly meeting." (January 25, 1999 Tour II supervisors meeting). (Emphasis added). (As an aside, one supervisor told me that if one missed a quarterly meeting without a good reason, he would report to Mr. Ruden’s office on Monday morning to receive his Letter Of Warning).

Besides, sick leave is not an employee benefit under this administration. In a recent grievance for attendance, I contended that an employee had a right to use the benefit of sick leave, that it was his. The Labor representative wrote, "Nowhere in the ELM [Employee and Labor Relations Manual] or NA [National Agreement] does it state that the employee has a right to use what is his to use." My response at Step III was that Denver needs to change the national document, the ELM, for sick leave is listed in Chapter 5, the benefits chapter.

All the above tells us one thing: the important legal right of due process no longer exists in Denver. If a manager cannot make a decision on your discipline actually based on what your circumstances might be, however legitimate, because he himself faces discipline, where is your "day in court," as management so readily tells us at the due process? And yet, management continues this "façade" of justice. During the two weeks preceding Christmas, at a time when the halls were so festively decorated and when the popcorn flowed so readily (never mind that the Christmas dinners were originally canceled), the union representatives on Tour II did more due processes than in any six month period that I can remember in the twelve years I have been a union representative.

And now Mr. Ruden will do away with day shift. Never mind the burden on me and my family. Never mind that the other tours are already overcrowded and that huge amounts of overtime are being utilized there. Never mind that there will be a huge cost in added night differential in all crafts. Never mind the huge disruption to the lives of your employees, Mr. Ruden.

Is it any wonder that there are immense morale problems in Denver? I sometimes think that I overreact, for I listen, constantly, to problems. But when people who use no sick leave, who sit and case mail and move mail and who generally do their jobs and create no problems, good people, tell me that the morale is the lowest in 30 years, I have to believe them. What does Sam’s Plan say about this? Well, Price Pritchett says, "So what about high morale? Should that be your target? The short answer is "no.", and "Besides, morale may not matter much so far as results are concerned. Sometimes…low morale is a good sign the organization is doing things dead right." (Firing Up Commitment During Organizational Change: A Handbook for Managers, p. 1). And loyalty? "Be wary of people who take pride in being "loyal" employees. Loyalty is a treacherous thing in a world of rapid change." (High-Velocity Culture Change: A Handbook for Managers, p. 36.).

So, Mr. Ruden, you can keep your hall decorations and your popcorn. Somehow, when you’re threatening the time and relationship I have with my family, it just doesn’t feel like home. But, remember:

"Any man or institution that tries to rob me of my dignity will lose."

(Nelson Mandela, in notes from jail smuggled out by his friends).

Bob Almazon

Tour 2 Steward

Denver GMF

FINANCIAL REVIEW 1998

The year 1998 proved to be another successful one for this Local. As of December 31, 1998, we maintained $45,000 in various accounts, which is $14,000 more than we had at the same time at end of year 1997. We also had $33,600 left in our I.R.S. back tax settlement which, by the time you read this, will have been paid in full. For six years now we have been saddled with a $280,000 liability to the I.R.S. and finally have it paid off. It will be exciting to see how far our Union can go without having to budget for such a debt in the future.

Thanks to all of the Executive Council Officers who approved our budgets for each year to help pay our old past debts. It will be wonderful to finally have "full" control over the Union finances and administration.

Our Income statement for the year showed us with a net income of $68,000. Of course, you have to factor our 1998 liability payment to the Internal Revenue Service of $33,600, investments in equipment ($8,829), copier leases ($5,133), and our Convention Fund savings deposits of $3,868, to understand that the $68,000 went a long ways towards previous budgeted commitments.

We received $600 in addition to what we had budgeted for the year in income before expenses. Our interest income of $4,655 was due to wiser investments in the form of high interest savings accounts after we switched our financial institution (which we are also doing at the beginning of 1999 for better return on our money). We spent $29,702 less than what was budgeted for expenses. Combining the two figures gives us a $30,302 surplus to to the budget. The local also invested less in equipment than budgeted for 1998 to the tune of $5,172.

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 nearly 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 for health plan income as compared to regular memberships, and it is for that reason that we also maintain a contingency budget- which is based on a total loss of associate income should Congress ever discontinue the Federal Employees Health Benefits Plans.

Jeffrey K. Morgan

Treasurer

NPMHU

Local 321

21 DAY RULE

Did you know that if you are absent from work for more than 21 days, you must receive clearance from the Postal medical unit before you are allowed to return to work? Hopefully, this is a rule which most employees never really need to know. This rule is in the ELM 864.4. The actual language is as follows:

864.4 Return to Duty After Extended Illness or Injury

864.41 Employees returning to duty after 21 days or more of absence due to illness or serious injury require medical certification. Employees must submit medical evidence of their ability to return to work, with or without limitations. A medical officer or contract physician evaluates the medical report and makes a medical assessment to assist management in employee placement to jobs where they can perform effectively and safely.

864.42 In cases of occupational illness or injury, the employee will be returned to work upon certification from the treating physician, and the medical report will be reviewed by a medical officer or contract physician as soon as possible thereafter.

This has really been a big problem for some employees who are out of work on extended illness. Not being aware of the rule, employees attempt to return to work after a serious illness. Upon reporting to work, they are then informed by their supervisor that they can’t work until they receive clearance through the GMF medical unit.

The employee then is forced to submit the documentation through the medical unit who, if they have questions, will probably contact the employee’s physician.

This is a process that can take hours, or days. In the meantime, the employee is not allowed to return to work.

To avoid this situation, your union recommends you contact the GMF medical unit if you are out of work for more than 21 days. This contact should be made as soon as you are aware of your return date, and well before the actual date you expect to return. This way, upon your return to work, you will have already been cleared and should not have to encounter any hassles.

Like I said at the beginning of this article, I hope this is a rule you never have a need to encounter.

Don Gonzales

Editor

HAVE YOU MOVED LATELY?

If you have recently moved or are planning a move in the future, please notify Local 321 as soon as possible. Local 321 attempts to maintain up-to-date addresses for all of our members. Periodic mailing of union information is not uncommon, and we’d like to keep you in the informational loop.