[Postalworkers for Management Reform]{.underline}

 

1\) Congress must temporarily step in and create a \"management model\"
through outside sources to include business psychiotrists and successful
businessmen and women. (Choosing to do this affords managerial
structure. We are not looking for \"perfect management\" but a
structured model. Presently the postal service has no model and little
to no structure.)

2\) An extensive battery of tests must be developed by an outside source
to reflect and identify the \"management model\" characteristics of
current and future management personnel. (This battery of tests must be
administered in a controlled environment by an outside source to all
management and supervisory personnel. The results of the testing will be
evaluated by the outside source which developed the testing material to
identify those which fit the model. This battery of tests must be
administered from top postal management down through the ranks starting
with the Postmaster General.)

3\) Current postal handbooks and manuals must stay as they are and be
utilized, adhered to and enforced by all postal personnel as they
contain a wealth of information, structure and will keep personnel on
the same page with the same core postal goal in mind. Training and
instruction will be required to all postal personnel on postal handbooks
and manuals. Handbooks and manuals must be strictly adhered to, however,
some flexability may be necessary from time to time. (Returns
organization and function to the postal service. Cuts postal cost
through understanding of handbooks and manuals. Keeps employees on the
same page. Reduces stress.)

4\) Programs which do not contribute to the core function of the postal
service must be evaluated and eliminated. Programs such as; Olympic
sponsorship, EXFC, In office cost readings, RPW and ODIS tests, Mystery
shopper, Advertising materials for smaller office lobbies, etc\... tend
to be wasteful. GAO official evaluations of the above mentioned,
automation, and postal e-commerse must be recognized and action taken to
eliminate waste. (Saves postal service millions in postal positions
eliminated and contracts with organizations outside of the post office
to perform a job that should be entrusted to postal employees within the
postal service. Returns and builds a sense of belonging and trust to the
postal workforce.)

5\) Smaller level offices which run costs higher than revnue supports
must be evaluated and possibly closed and consolidated into other
offices. (Saves postal service millions nationwide in lease, utilities,
employee pay and benifits as well as postmaster relief.)

6\) Level 18 and below offices must reduce workhours of
postmaster/supervisor positions to one office per day, 5 offices for 5
days per week positions. A lead clerk will be designated and assume the
former supervisors daily workload. Supervision must be classified as an
\"area supervisor\" to oversee 5 designated offices. No supervisor need
report on Saturday. (Presently postmaster/supervisor work in level 18
and below consists of approximately 15 minutes per day. The rest of
their time is spent performing craft work at a much higher payscale and
against postal handbooks, manuals and contracts. Eliminates 4 full time
postmaster positions. Pay\'s 1 postmaster at level 18 to cover 5
offices. Eliminates management performing craft work grievances. Pay\'s
clerk at level 5. Saves postal service millions nationwide.)

7\) 204B program must be transformed to a managerial training course and
utilized for only personnel which have aquired permanent supervisory
positions. All present and future managerial personnel must be required
to attend, pass and adhere to knowledge aquired through this course.
204B and postmaster relief in smaller offices must be eliminated.
(Put\'s management on the same page of management goals and functions.
Creates stability. Eliminates millions nationwide in 204b and postmaster
relief pay.)