1. Welcome

2. Postmaster Training Levels 18 and 20

3. Strategic Transformation Plan Generate Revenue Reduce Costs Achieve Results with a Customer Focused, Performance-Based Culture Improve Service

4. Module: 1.1 Hiring and Selection Hiring and Selection

5. Module 1.1 Hiring and Selection Taking the First Steps Using the Hiring Worksheet Conducting the Interview Recognizing Veterans’ Preference Managing New Employees During Probationary Period

6. Module 1.1 Hiring and Selection Taking the First Steps Toward Hiring  Districts Must Establish and Maintain All Hiring Registers  A Separate Register Must Be Maintained For Each Type of Examination, i.e. Clerk/Carrier, Rural, Custodial etc.

7. Module 1.1 Hiring and Selection Taking the First Steps Toward Hiring  District Issues a Hiring Worksheet (Form 5900) to the Installation Upon Approved Request By an Installation Head  Selecting Official Must Select from the Highest 3 scores on the Hiring Worksheet in accordance with Veteran’s Preference regulations  All Selections Must Be on the Basis of Merit

8. Module 1.1 Hiring and Selection Conducting the Interview  All Interviewers and Selecting Officials Must Have Completed Course 21585-00, Personnel Selection Methods  Hiring worksheet must Be Returned to personnel Within in 21 Days of Issuance

9. Module 1.1 Hiring and Selection Recognizing Veterans’ Preference  All individuals Eligible for Veterans’ Preference Must Be Indicated On Hiring Worksheet.  Some Positions in the USPS are Considered Reserved for Veteran’s Preference Eligible Candidates.  If a Veteran’s Preference Eligible Candidate Is On the Hiring Worksheet, That Person May NOT Be Passed Over.

10. Module 1.1 Hiring and Selection Form 1750—Employee Evaluation and/or Probationary Report  Initiate As Soon As Possible With New Employee  Outline Performance Expectations  Evaluate at 30, 60, And 80 Days

11. Module 1.2 Equal Employment Opportunity Understanding and Applying Equal Employment Opportunities in the USPS Reviewing EEO Policy Goals and Affirmative Employment Program (AEP) Examining the Process of EEO and Redress Managing Reasonable Accommodation Sexual Harassment

12. Module 1.2 Equal Employment Opportunity Understanding and Applying Equal Employment Opportunities in the USPS The USPS Seeks To:  Ensure fair employment practices at every level of the organization-making EEO a way of life  Provide programs and opportunities that assist all employees to gain the skills and experience necessary for advancement

13. Module 1.2 Equal Employment Opportunity  Race  Color  Religion  Sex  Age (40+)  National Origin  Physical or Mental Disability Understanding and Applying Equal Employment Opportunities in the USPS

14. Module 1.2 Equal Employment Opportunity Examining the Process of EEO and Redress  After Initial Contact With EEO Office, Complainant Given Option of Going to Mediation or Counseling.  If Mediation is Chosen, It Should Occur Within 2-3 Weeks.  Mediator Will Explain the Process and start the meeting.

15. Module 1.2 Equal Employment Opportunity Examining the Process of EEO and Redress  If a Settlement is Reached, the Decision Will be Binding and the EEO Complaint is Withdrawn.  If Settlement is NOT Reached, the Complainant May Pursue EEO Rights by Completing a Formal Complaint.

16. Module 1.2 Equal Employment Opportunity Sexual Harassment  Quid Pro Quo  Hostile Work Environment

17. Module 1.3 Labor Relations Obtaining Contracts and Manuals Handling Grievances

18. Module 1.3 Labor Relations Handling Grievances Burden of Proof:  Management Bears the Burden of Proof in Discipline Grievances  Union Bears the Burden of Proof in Contract Violation Grievances

19. Module 1.3 Labor Relations Handling Grievances  Most Grievances Are Triggered By Management Action or Inaction  Local Management Has Full Authority to Render Decisions on Grievances  Local Decisions are Decisions for the Postal Service and May Affect Others Down the Road

20. Ethical Conduct Module 1.4 Ethical Conduct

21. Adhering to the Congressional Code of Ethical Conduct for Government Service Adhering to Official Standard of Conduct Avoiding Conflicts of Interest Avoiding Other Prohibited Conduct Participating in Political and Community Activities Module 1.4 Ethical Conduct

22. Adhering to the Congressional Code of Ethical Conduct for Government Service  Applies to all Postal Employees  Instructs and Guides Employee Conduct While in the Performance of Their Duties  Violations of the Standards May Result in Discipline Module 1.4 Ethical Conduct

23. Adhering to Official Standards of Conduct  Employees must avoid any action, whether or not specifically prohibited by this code, which might result in or create the appearance:  Using the Postal Service office for private gain  Giving preferential treatment to any person  Impeding Postal Service efficiency or economy  Losing complete independence or impartiality  Making a Postal Service commitment outside official channels  Affecting adversely the confidence of the public in the integrity of the Postal Service Module 1.4 Ethical Conduct

24. Avoiding Conflicts of Interest  Financial  Employment  Gifts, entertainment, and favors Module 1.4 Ethical Conduct

25. Avoiding Other Prohibited Conduct  Discrimination  Unofficial use of government property or services  Unacceptable conduct  Use of intoxicating beverages  Illegal drug use  Gambling  Indebtedness

26. Module 1.4 Ethical Conduct Participating in Political and Community Activities  The Hatch Act affects some political activities, including off-duty activities, for Postal Service employees

27. Module 1.5 Employee Assistance Program Valuing EAP Services Handling EAP Referrals

28. Module 1.5 Employee Assistance Program Handling EAP Referrals Common Referrals Include:  Alcoholism  Substance Abuse  Gambling  Emotional Stress  Domestic Violence  Marital Problems  Financial Problems

29. Module 1.6 Safety and Injury Compensation Explaining Postal Employees’ Safety Enhancement Act (PESEA) Planning for Safety Success Evaluating Safety and Health Programs Using the Safety and Health Program Evaluation Guide (SHPEG) Performing Job Safety Analyses (JSA) Conduction Accident Investigation Preparing the Accident Report Identifying Root Causes Administering Injury Compensation

30. Module 1.6 Safety & Injury Compensation Explaining Postal Employees’ Safety Enhancement Act (PESEA)  PESEA was enacted on September 29, 1998  The Postal Service fully complies with OSHA record keeping applicable to Federal Agencies  The Postal Service may be assessed penalties and referred for criminal prosecution by OSHA

31. Module 1.6 Safety & Injury Compensation Planning for Safety Success  Order of Priority  Safety  Customer Service  Budget  Employee Safety Training  Safety and Health Committees

32. Module 1.6 Safety & Injury Compensation Using the Safety and Health Program Evaluation Guide (SHPEG)  Safety and health evaluations are accomplished using the Program Evaluation Guide (PEG)  The PEG is modeled after OSHA’s Program Evaluation Profile (PEP)

33. Module 1.6 Safety & Injury Compensation Performing Job Safety Analyses (JSA)  Form 1783, On-the-Job Safety Review/Analysis, is used in conducting a JSA  Reasons for Performing a JSA  Involvement with JSAs will improve job safety  Spending time now to implement a JSA program will save time and frustration in the future  JSAs integrates safety with operations

34. Module 1.6 Safety & Injury Compensation Conducting Accident Investigations  Seek Medical Attention for Injured  Thoroughly Investigate Accident & Complete Form 1769, Accident Report, Within 24 hours  Issue Form CA-1, Report of Traumatic Injury  To Be Completed by Employee or Designee Within 30 Days of Injury But No Later Than 3 Years After Incident

35. Module 1.6 Safety & Injury Compensation Conducting Accident Investigations  Employee has the Right to Select a Physician of Choice  If the Injury is Disabling, The Right to Either:  Elect Continuation of Pay (COP) For Up to 45 Days, or  Use Annual or Sick Leave For Their Absence

36. Module 1.6 Safety & Injury Compensation Identifying Root Causes  Engineering Solution  Administrative Solution  Personal Protective Equipment Solution

37. Module 1.6 Safety & Injury Compensation Administering Injury Compensation Injury on Duty Results in Limited Duty  Traumatic Injury Using Form CA-1  Occupational Disease or Condition Using Form CA-2  Management Must Complete Form 1769  OWCP Must Determine the Validity of the Claim  Employee Bears the Responsibility of Costs and Loss of Work Time Until Claim is Adjudicated By OWCP

38. Module 1.6 Safety & Injury Compensation Administering Injury Compensation Off the Job Injury Results in Light Duty  Does Not Involve OWCP or Injury Compensation

39. Module 1.7 Security Security

40. Module 1.7 Security Establishing Security Responsibility Assessing USPS Emergency Management and Preparedness Preparing Integrated Emergency Management Plan (IEMP) Implementing Emergency Action Plans Securing Information Security and Passwords

41. Establishing Security Responsibility  Postmaster is Responsible for Security  Unless Delegated, Postmaster Acts as Security Control Officer (SCO) in Charge of: General Security of Facility Safety of On-Duty Employees Security of Mail, Funds, Property, & Records Liaison to Inspection Service on Matters of Security Module 1.7 Security

42. Establishing Security Responsibility  Must Acknowledge In Writing an Understanding of ASM 271  Conducts Annual Facility Security Reviews  Must Notify Inspection Service of Any Significant Security or Safety Issue  Ensures that Employees Are Aware of Established Security Procedures Module 1.7 Security

43. Establishing Security Responsibility  Limited to ‘On-Duty’ Postal Employees  Authorized Contractors with Proper identification  Authorized Customers  Properly Escorted Guests Module 1.7 Security

44. Establishing Security Responsibility ID Card Security:  All Employees Must Have a Valid Photo ID  Secure Blank Badges  Maintain Register of ID Badges Issued Including:  Name of Employee  Date of Issuance  Badge Number  Date of Return Module 1.7 Security

45. Establishing Security Responsibility  Form 1628, Individual Key Record  Form 1629, Building Keys Inventory  Form 3867, Accountable Mail Matter Received for Delivery

46. Assessing USPS Emergency Management and Preparedness http://blue.usps.gov/emergencypreparedness/ Module 1.7 Security

47. Assessing USPS Emergency Management and Preparedness Homeland Security Risk Red – Severe Risk Orange – High Risk Yellow – Elevated Risk Blue – Moderate Risk Green – Low Risk

48. Assessing USPS Emergency Management and Preparedness Publication 166—Main Center Security Guidelines Module 1.7 Security DefinitionsResponse AssessmentsChecklists PreventionResources

49. Module 1.7 Security Preparing Integrated Emergency Management Plan (IEMP)  Contingency Plan  Emergency Action Plan  Continuity of Operations Plan  Crisis Management Plan  Emergency Specific Plans

50. Module 1.7 Security Implementing Emergency Action Plans  More than 10 employees total (including managers) the Emergency Action Plans have to be written Action Plans  10 or fewer employees the Emergency Action Plans are normally Verbal

51. Implementing Emergency Action Plans HAZMAT Course Link http://blue.usps.gov/nom/logistics/avsec/usps_haz mat.html Publication 812—Hazardous Material & Spill Response http://blue.usps.gov/cpim/ftp/hand/el812/index.htm Module 1.7 Security

52. Securing Information Security and Passwords  Protect the Security and Integrity of Our information Systems  AS-805C, Information Security for General Users http://blue.usps.gov/cpim/ftp/hand/as805c.pdf

53. Module 2.1 City Delivery City Delivery

54. Module 2.1 City Delivery Managing Unit Performance Using Delivery Operations Information Systems (DOIS) Performing Street Management Managing Growth Performing Route Inspections and Adjustments Explaining Collection Point Management System

55. Managing Unit Performance  Mail flow and processing  Office procedures  Carrier street times  Street Efficiency Indicator  Office Efficiency Indicator  Total Efficiency Indicator (TEI)/Deliveries per Hour (DPH)  Percent to standard time Module 2.1 City Delivery

56. Using Delivery Operations Information System (DOIS)  Volume recording  Performance Reports and Control Forms  Planning and Scheduling  Management Review Module 2.1 City Delivery

57. Performing Street Management  Managed Service Points (MSP)  Street Supervision Module 2.1 City Delivery

58. Managing Growth  Cost of the three types of delivery:  City delivery is most expensive  Rural delivery is next  Highway Contract Route (HCR) is least expensive  Extension of city delivery Module 2.1 City Delivery

59. Performing the Basics of Route Inspections and Route Adjustments  Route Inspection is a week long review of a route  All mail is piece counted (letters, flats, parcels)  A route examiner physically accompanies the carrier on the route for one or more days  All data gathered is analyzed along with data for the previous 12 months to evaluate/adjust the route Module 2.1 City Delivery

60. Explaining Collection Point Management System  Collection Employees  Dispatch Employees  Supervisors, Managers, and Postmasters at Post Offices Module 2.1 City Delivery

61. Module 2.2 RuralRural & HCR& HCR DeliveryDelivery

62. Module 2.2 Rural Delivery Managing Rural RoutesManaging Rural Routes Managing Highway Contract Routes

63. Managing Rural Routes Route Types  H Route 6 days per weekNo relief days  J Route6 days per week Relief day every other week  K Route5 days per week Relief day every week  A Auxiliary Route Less than 39 hour evaluation Module 2.2 Rural and HCR Delivery

64. 2.2 Rural and HCR Delivery Managing Rural Routes Route Categories  L Route - High density route. Any route (H, J, K, A) having a box density of 12 or more per mile

65. Module 2.2 Rural and HCR Delivery Managing Rural Routes  Official Route Book  Maintaining Route Book  Customer Rosters  Standard Operating Procedures  Managing Growth  Edit Book  Establishing Rural Delivery Service  Improving customer boxes  Approving a hardship delivery

66. Module 2.2 Rural and HCR Delivery Managing Rural Routes  Managing Rural Carrier schedules  Daily scheduling  Rural Matrix  Relief day work list  Rural carrier working scheduled relief days  Tracking work hours (2080)

67. Module 2.2 Rural and HCR Delivery Managing Rural Routes  Completing Rural Timekeeping

68. Module 2.2 Rural and HCR Delivery

69. 

72. Managing Rural Routes Overtime Compensation  Rural Carriers Receive Overtime for Hours Actually Worked in Excess of:  12 Hours in one work day  56 Hours in one work week  2080 Hours in the guarantee period  Also for Christmas Overtime as provided in article 9.2.K. Module 2.2 Rural and HCR Delivery

73. Managing Rural Routes  Processing rural pay adjustments  Conducting rural counts  National Count, Interim Adjustment, or Special Count  Managing vehicle usage  Equipment maintenance allowance  Vehicle safety  Vehicle inspections Module 2.2 Rural and HCR Delivery

74. Managing Highway Contract Routes (HCR)  Governed by the same sanctity and security laws, policies and procedures as any other postal route  Postmasters act as the Administrative Official overseeing the operation of the contract  HCR employees are required to provide the same level of service as career employees

75. Module 2.3 Customer Service Customer Service

76. Module 2.3 Customer Service Identifying Proper Staffing Using Retail Data Mart Improving Service Ensuring Revenue Protection

77. Identifying Proper Staffing  Opening Operation  Manual Distribution Operation  PO Box Operation  Window Operation  Dispatch Operation  Closing Operation Module 2.3 Customer Service

78. Using Retail Data Mart (RDM)  RDM Window Operations Survey (WOS)  Accurately identifies workload peak period based on transactions and customer visit data  Peak transactions can be identified by Account Identifier Code (AIC)  Enables more control over where employees are needed during strategic times Module 2.3 Customer Service

79. Improving Service  Lobby Appearance  Wait Time in Line Module 2.3 Customer Service

80. Ensuring Revenue Protection  PO Box Maintenance and WebBATS  Oversized Surcharge and Balloon Rate  Verifications for Media Mail  Verifying Click n Ship  Refused Packages  Bank Secrecy Act Module 2.3 Customer Service

81. Module 3.1 The Twenty-Four Hour Clock The Twenty- Four Hour Clock

82. Improving Operational Efficiency Using the Twenty-Four Hour Clock Implementing the Integrated Operating Plan Module 3.1 The Twenty-Four Hour Clock

83. Improving Operational Efficiency  The Postal Service’s cost savings will concentrate on the following six strategies:  Expand standardized processes  Continue equipment, technology and facility investments  Broaden customer partnerships  Rationalize facility networks  Streamline and create flexibility in the transportation network  Optimize business processes

84. Module 3.1 The Twenty-Four Hour Clock Using the 24-Hour Clock  Using the 24-Hour Clock allows better time management, keeps the mail moving and ensures good customer service  Using the 24-Hour Clock assists managers in meeting commitments by deadline  All Postal Service processes are linked and the 24-Hour Clock keeps us on time

85. Implementing the Integrated Operating Plan (IOP)  Process Of Bringing P&D And Customer Service Operations Together- Common Goal  An Agreement Between The Processing Plant And The Office On Mail Arrival Profiles Module 3.1 The Twenty-Four Hour Clock

86. Implementing the IOP  Consistent Mail Flow  Consistent On-Time Delivery  Higher Customer Satisfaction Module 3.1 The Twenty-Four Hour Clock

87. 7 Guiding Principles of IOP 1.Carriers Must Leave As Scheduled 2.P&D Provides Consistent Mail Flow to Delivery Units 3.Transportation Leaves on Time – Dispatch Discipline 4.Problems are Solved At the Source 5.Problems are Solved Through Communications 6.Preventative Maintenance Performed As Scheduled 7.All Operations Supported by Written Agreements Module 3.1 The Twenty-Four Hour Clock

88. Implementing the IOP Mail Cycle:  Outgoing Mail Is Collected In Local Offices  Mail Is Transported To The Plant For Processing And/Or Dispatch  Local Mail Is Combined And Processed With Other Incoming Mail To Finest Depth Of Sort’ Module 3.1 The Twenty-Four Hour Clock

89. Implementing the IOP Mail Cycle:  Mail Is Transported To Local Offices For Delivery  Mail Is Sorted And Delivered  Outgoing Mail Is Collected In Local Offices

90. Implementing the IOP Customer Service Responsibilities:  Do Not Tray Loose Mail, Dispatch In A 1046 Hamper to Plant  If Possible, Keep Metered Mail Separate From Stamped Mail  Load Heavy Parcels At Bottom Of APC’s & BMC’s Module 3.1 The Twenty-Four Hour Clock

91. Implementing the IOP Customer Service Responsibilities:  Have Separate Containers For Express Mail And Priority Mail  Label Each Conveyance with Contents  Do Not Delay Transportation

92. Implementing the IOP Plant Responsibilities:  Finalize All Processing Runs In Time To Stage Mail For Transportation  Assure Transportation Leaves On Time With Correct Mail  Dispatch Working Mail (Letters, Flats & Parcels) On Earliest Trips  DPS Mail Arrival In Time For Carrier Leave Times Module 3.1 The Twenty-Four Hour Clock

93. Implementing the IOP IOP Solutions:  Communication Is The Key  Everyone is Trying & No One Wants to Fail  Catalog Issues and Discuss Them Rationally Focusing on Solution Not Blame Module 3.1 The Twenty-Four Hour Clock

94. Module 3.2 Supply Management Supply Management

95. Module 3.2 Supply Management Using eBuy Using International Merchant Purchase Authorization Card Ordering form the Material Distribution Center (MDC) Utilizing Other Purchase Methods

96. Module 3.2 Supply Management Using eBuy  eBuy is a web-based purchasing approval system  Using eBuy is not an option  When there is a corporate supply contract Postmasters are obligated to make their purchases from the contractor  Access to eBuy requires a Form 1357

97. Module 3.2 Supply Management Using International Merchant Purchase Authorization Card (IMPAC)  Group Exercise

98. Ordering from the Material Distribution Center (MDC)  Electronic 7380  Emergency Quick Pick Orders 800-332- 0317 Module 3.2 Supply Management

99. Utilizing Other Purchasing Methods  Local Contracting  Post and Certify  Statement of Work Planning Guide

100. Module 3.3 AMS and eUars AMS & eUARS

101. Module 3.3 AMS and eUars Using Address Management System (AMS) Using eUARS (Electronic Uncoded Address Resolution Service)

102. Using Address Management System (AMS) Database Accuracy  Controls All Automated Mail Sort Plans  Base Information Submitted By Delivery Units  Database Validated By Actual Street Reviews Module 3.3 AMS and eUars

103. Using AMS Database Accuracy  Edit Books must contain the most current and accurate Route Listing Reports  Delivery Units are responsible for the accuracy of the database and Edit Books

104. Using AMS Who is Responsible For AMS Data?  Postmaster Is Responsible For The Accuracy Of The Database And Edit Books  Carriers Should Initiate Changes And It Is “Absolutely Essential” That The Carriers Keep It Accurate And Up-to-date Module 3.3 AMS and eUars

105. Using AMS Manual Changes to the Edit Book  All Changes Made in Red Ink  Sequence in Edit Book Should be Exactly the Same as on the Route  PO Box Entries Should Have a ‘B’ in 1621 Code Column Module 3.3 AMS and eUars

106. Using AMS Manual Changes to the Edit Book  First Delivered Address on Every Route Should be Shown as Relay Marker #1  Verify ALL Information, Including Cell Size Before Submitting to AMS  Case Labels Should NOT be Cut or Written Upon

107. Using AMS Possible Deliveries  Every point where mail is delivered must be accounted for by a record on the Route Listing Report  Every record on the Route Listing Report where delivery is not made should be closely examined for proper coding or deletion Module 3.3 AMS and eUars

108. Using AMS Some “Possible Delivery” Addresses May Not Be Delivered  Long Term Vacancy  PO Box Throwback  Paid Caller Service  Firm Holdout  Special Requests  Seasonal Module 3.3 AMS and eUars

109. Using AMS Adding Addresses  Write in New Address in Red Ink at Appropriate Location With Proper 1621 Code  Diagrams And Maps May Be Required To Add Streets Correctly  Ensure Streets Are Spelled Out Completely And Verify Information Before Submitting To AMS  Add New Addresses To AMS Database Before Delivery Begins Module 3.3 AMS and eUars

110. Using AMS Deleting Addresses  Mark Through The Entire Line And Write Delete In Red Ink  Take Caution When Removing Secondary Addresses, Ensure A Duplicate Address Does Not Occur  A ‘No-Stat’ May Be Used in the Cases of Renovations, Demolitions, or Expansions Module 3.3 AMS and eUars

111. Using AMS PO Box & Centralized Delivery  Each box section is assigned an ID number for sorting  Notify AMS ASAP when adding new box sections  Box numbering must be approved prior to implementation Module 3.3 AMS and eUars

112. Using AMS PO Box & Centralized Delivery  Include Layout, Location, Distance Separating Banks Of Boxes & The Direction The Doors Open  Sequence Of Delivery Within a CBU or Bank Of Boxes Must Match The Way The Carrier Delivers The CBU

113. Using AMS Carrier AMS Responsibilities  Record Delivery Changes As They Occur  New Addresses and Delivery Start Date  Demolitions  New Streets  Delivery Mode/Type Changes  Vacant Addresses  Seasonal Deliveries  Business/Firm/Street name Changes Module 3.3 AMS and eUars

114. Using AMS Carrier AMS Responsibilities:  Complete Form 3575-Z, Employee Generated Change of Address, as Required  Verify Proper Code for Residential & Business Deliveries  Verify Changes Effective in Mail Stream  Report DPS Errors

115. Using AMS Management AMS Responsibilities  Train Employees in AMS Protocol  Review Edit Sheets and Input to EES or Submit to AMS  Prepare all Documentation, i.e. Maps, Schematics  Maintain Weekly Edit Sheet Log  Document When Edit Book is Returned from AMS & Verify Changes Module 3.3 AMS and eUars

116. Using Electronic Uncoded Address Resolution Service (eUARS) Accessing eUARS: http://euars.usps.gov Training Guide is Available Module 3.3 AMS and eUars

117. Module 3.4 Facility Management Facility Management

118. Maintaining the Postal Facility Prioritizing Retail Standardization Protecting the Environment Module 3.4 Facility Management

119. Maintaining the Postal Facility  Implementing Local Safety & Health Requirements  Maintaining the Facility  Public Perception  Correcting Deficiencies  Examining the Facilities Database  Handicap Access  Energy Conservation

120. Prioritizing Retail Standardization – Counter Culture  Facilities assigns projects based on; life/safety codes, legal requirements, security impact, operational requirements, and maintenance of assets  The Facilities Single Source Provider (FSSP) will defer projects that don’t meet the above criteria  District may fund these projects locally if desired Module 3.4 Facility Management

121. Protecting the Environment  Recycling  Asbestos Management

122. Protecting the Environment  Local Workplace Hazards  Emergency Action Plans  Emergency Equipment  Location of Exits  Evacuation Procedures  Spill/Leak Containment  Suspicious Package Handling  Suspicious Substance Handling Module 3.4 Facility Management

123. Protecting the Environment Hazardous Material Releases  Incidental Release  Non-emergency  Limited Risk to Health & Safety  Limited in Exposure & Toxicity  Emergency Release  Major Risk to Health & Safety  Major Risk to Environment & USPS Equipment  Response From Outside Emergency Response Organization is Required Module 3.4 Facility Management

124. Module 3.5 Vehicle Management Vehicle Management

125. Module 3.5 Vehicle Management Examining Vehicle Routing Using the Automated Vehicle Utilization System (AVUS) Reviewing VOMA Responsibilities

126. Module 3.5 Vehicle Management Examining Vehicle Routing  Daily usage of vehicles must be monitored closely  Comparing actual miles driven to authorized miles for the route assist in monitoring fuel usage  Rotating vehicles

127. Using Automated Vehicle Utilization System (AVUS)  Captures Utilization Information On Vehicles  Compares Actual Mileage Use With Approved Base Mileage  Collects Actual Vehicle Repair Time  Information is Reviewed, Analyzed & Corrected Daily  Correct Information Stored for 30 Days  Electronic Reporting to VMF Module 3.5 Vehicle Management

131. Using AVUS AVUS Daily Routine  Access Systems Reports  Assure All Vehicles Scanned In  Edit by Making All AVUS Corrections  Discuss These Errors With the Carriers Involved  Indicate a Vehicle ‘In-shop’ When Not in Use  Review Vehicle Utilization Summary Module 3.5 Vehicle Management

132. Reviewing Vehicle Operations Maintenance Assistant (VOMA) Responsibilities  Conducts Minor Vehicle Maintenance for USPS Vehicles at One or More Offices  Conducts Periodic Inspection of Vehicles  Schedules Work Routine Maintenance at the VMF or Contractors  Manages Vehicle Reports & Invoices  Obtains Minor Repair Parts from VMF Module 3.5 Vehicle Management

133. Reviewing VOMA Responsibilities Vehicle Security  All Vehicles Must Be Accounted For Every Day  All Vehicles Must Be Locked and Keys Secured When Not in Use  All Government License Plates Must Be Inventoried on a Regular Basis Module 3.5 Vehicle Management

134. Module 3.6 Time and Attendance

135. Module 3.6 Time and Attendance  Applying General Timekeeping Provisions  Making Timekeeping Adjustments  Managing Attendance

136. Time and Attendance Collection System (TACS) Overview  TACS is used by the Postal Service to collect necessary data to correctly pay employees  TACS is a web-based system that provides up to the minute timekeeping information about employees  Clock Ring Editor Module 3.6 Time and Attendance

137.  LDC/Operation Summary (P&D)  Station Summary (CS)  Daily Hours  Employee Listing  Employee All  Employee Moves Module 3.6 Time and Attendance TACS Overview – Reports  Overtime Alert  Missing Time  Hours and Dollars  Employees on the Clock  Active Operations Report  Badge Reports

138. Applying General Timekeeping Provisions  The Postmaster is ultimately responsible for maintaining accuracy in reporting timekeeping data  Timekeeping information is considered sensitive and every effort must be made to ensure security of all timekeeping related data Module 3.6 Time and Attendance

139. Managing Attendance  Time and Attendance is a fundamental responsibility of every Postmaster  Labor cost is the single largest portion of the Postal Service’s operating budget  Improper timekeeping data results in incorrect pay for employees which adds to total operating expenses  Reducing costs is one of the key strategies of the Transformation Plan Module 3.6 Time and Attendance

140. Making Timekeeping Adjustments  Ensure accuracy in recording timekeeping information  Pay Adjustments are expensive (over $200 per adjustment)  ePayAdjust  Accessing requires Form 1357 approved by Manager Post Office Operations Module 3.6 Time and Attendance

141. Module 3.7 Financial Reports

142. Module 3.7 Financial Reports Using FLASH Reports Using the Finance Performance Report (FPR)

143. Using FLASH Reports  Weekly FLASH Reports  FLASH Volume Report  Data Extract Report Module 3.7 Financial Reports

144. Using FLASH Reports Accessing eFLASH:  USPS Blue Page  Type eFlash in the URL address line, Press Enter Or  USPS Blue Page  Click on “My work”  Click on eFlash Under General Tools Module 3.7 Financial Reports

145. Using Flash Reports Extracting data from eFLASH:  2001-2003 Flash Reports  Monthly Reports  Web Flash & Extract Reports  Flash Ad-hoc/Query Builder  DOIS to Flash Comparison Module 3.7 Financial Reports

146. Using the Finance Performance Report  Requires an Approved e1357 for Enterprise Data Warehouse or EDW  Access the USPS ‘Blue Page’  Enter ‘EDW’ onto the URL Address Line and Press Enter OR  Access the USPS ‘Blue Page’  Click on ‘My Work’  Under General Tools, Click on ‘Enterprise Data Warehouse’ Module 3.7 Financial Reports

147. Using the Finance Performance Report  Click on EDW Log-on  Click on ‘Enter Application’  This will bring you to the EDW Menu Page  Click on Accounting  Click on Shared Reports  Click on ‘GL’ (eaGLe)  Click Financial Report Folder  Click on Financial Performance, Then  Click on Financial Performance Report-FPR Module 3.7 Financial Reports

148. Module 4.1 Revenue Generation Revenue Generation

149. Module 4.1 Revenue Generation Promoting and Displaying Products and Services Revenue Generation Techniques Alternate Access Channels Retail Reports for Revenue Generation and Protection

150. Marketing Environment  Clean, Well Lit, Organized Lobby  Current Forms & Supplies Available  Vending Equipment Stocked and Operable  Retail Windows Appropriately Staffed to Reduce Waiting Time Module 4.1 Revenue Generation

151. Official Licensed Retail Product (OLRP)  Merchandise Bearing USPS Trademark  Framed Special Stamp Issues  May Be Targeted for Local Interests  Events  Sports Figures Module 4.1 Revenue Generation

152. OLRP Marketing Ideas  Counter Line Merchandisers  Highlighted Theme Displays  Displays and Participations at Local Celebrations  Gift Display at the Holiday Season Module 4.1 Revenue Generation

153. USPS.com  Available 24/7  Searches for ZIP Codes & All USPS Facilities  Stamp Purchasing  Track & Confirm Functions  Domestic & International Rate Calculators  JAVA Postage Statements  Electronic COA Module 4.1 Revenue Generation

154. ReadyPost  USPS Branded Shipping Supplies  Sold Tax Free  Packaging Products Include:  Boxes  Packaging/Bubble Wrap  Tape  Tubes  Cassette & Video Mailers  Padded Envelopes Module 4.1 Revenue Generation

155.  Netpost  Passports  PO Box Rentals Module 4.1 Revenue Generation

156. Marketing PO Boxes  Notices in Local Businesses  Ads in Community Publications  Ads in Area Newspapers  Banners/Notices in Retail Lobbies  Mailing to General Public  SSA Promotion at the Retail Counter Module 1.4 Revenue Generation

157. Value Added Sales  Certificate of Mailing  Certified  COD  Delivery Confirmation  Express Mail with Additional Insurance  Global Express Guaranteed Insurance Module 4.1 Revenue Generation

158. Value Added Sales  Insured Mail  Recorded Delivery for International Mail  Registered Mail  Restricted delivery  Return Receipt & Return Receipt for Merchandise  Signature Confirmation  Special Handling Module 4.1 Revenue Generation

159. Possible Lobby Events  E-Bay Days  Click-N-Ship Demonstrations  New Stamp Release Media Event  Christmas Wrap & Ship Days  Passport Information Desk  Meet the Postmaster Day Module 4.1 Revenue Generation

160. Business Connect  Builds Awareness of USPS Services & Savings for Their Business  Increase Revenue by New Customer Acquisition  Increase Revenue with Improved Customer Satisfaction  Increase Revenue by Expanding Contact with Small & Mid size businesses Module 4.1 Revenue Generation

161. Business Connect Communication is the Key  Lobby Demonstration  Seek Face to Face Meetings  Make Group Presentations Module 4.1 Revenue Generation

162. Customer Connect  Carrier Initiated business contact  Carriers Should be Encouraged to Participate  Employee Supplies Name And Business Information To Postmaster  Postmaster Follows-Up Personally or Refers to District Account Managers Module 4.1 Revenue Generation

163. Alternate Access Channels  Automated Postal Centers (APC’s)  Contract Postal Units  Community Post Offices  Self Service Vending  Automated Teller Machines (ATM’s)  Stamps by Mail Module 4.1 Revenue Generation

164. Alternate Access Channels  Stamps by Rural or HCR  Stamps by Phone  Stamps by FAX  Mobile Retail Units  PC Postage Module 4.1 Revenue Generation

165. Automated Postal Centers  Dispenses Postage  Express Mail  First Class  Priority Mail  Parcel Post  Variable Individual Postage Amounts  Stamp Sheets  Weighs & Rates Articles Up to 70 lbs  Allows Delivery Confirmation Option  Provides Instant Receipt Module 4.1 Revenue Generation

166. CPU/CPO Maximization  Contract Installations with Non-Postal Employees  Established by District Contract After a Profitability Analysis  Established to Provide Convenient Retail Service at Standard Prices Module 4.1 Revenue Generation

167. Module 4.2 Bulk Mail Bulk Mail

168. Module 4.2 Bulk Mail Defining Bulk Mail Staffing and Training Revenue Assurance Procedures Verifying Bulk Mailings Accepting Bulk Mailings BMEU Proficiency Programs

169. Bulk Mail Training  Large Offices-Local BMEU Office  Bulk Mail Technicians Receive 112 hours of Training  72 Hours Off Site at NCED  40 Hours On The Job (OJT)  Must Pass Qualifying Exam Module 4.2 Bulk Mail

170. Bulk Mail Training Small Offices-Without BMEU  8 Hours Instructor Led or Self Study  Usually Administered by District Personnel Module 4.2 Bulk Mail

171. Bulk Mail Training  Training for Customers May be Available From the District  Business Mail 101, is Available at www.usps.com/businessmail101 www.usps.com/businessmail101  Key Decision Points in Discount Mailings  Link to Postage Rates & Fees Module 4.2 Bulk Mail

172. Verification in Larger Offices  MERLIN- Mail Evaluation Readability Lookup Instrument  CASS- Coded Accuracy Support System  CPP- Centralized Postage Payment  Postal One!  Carrier Route Product Module 4.2 Bulk Mail

174. Mailer Documentation Mailing Statement Always Required  Supporting Documentation Required:  Non-Identical Pieces in Mailing  Postage Not Affixed to Each Piece  Documentation Needs to Describe:  Preparation  Rate  Content  Volume  Postage Data Module 4.2 Bulk Mail

175. Verifying Piece Count If All Pieces are Identical  Weigh Total Mailing  Subtract Weight of Transport Equipment to get Actual Weight of Mailing (Tare) Divide Actual Mailing (Tare) by Weight of Single Piece Module 4.2 Bulk Mail

176. Module 4.3 Community Outreach Community Outreach

177. Module 4.3 Community Outreach Interacting with the Community Communicating with the Media Projecting a Positive Image

178. Interacting with the Community  Local Service Organizations  Elks, Eagles, Kiwanis, Lions, Rotary  Local Recreational Organizations  Little League, Pony League, Park District Module 4.3 Community Outreach

179. Interacting with the Community  Postmaster Installations  School tours  Open House  Annual NALC Food Drive Module 4.3 Community Outreach

180. Communicating with the Media  Corporate Outreach Articles  The Benjamin Award

181. Module 4.3 Community Outreach Projecting a Positive Image  American Flag  POW/MIA Flag  Clean and well-stocked lobby  Clean and labeled Collection Boxes  Meaning of Perception

182. Module 5.1 National Performance Assessment

183. EAS Pay-For- Performance Presentation to Postmaster Levels 18 and Training U.S. Postal Service

184. On-Time Delivery of First Class Mail WHAT HAVE WE ACHIEVED? Overnight Commitment Start of pay-for-performance systems EVAPFP

185. On-Time Delivery of First Class Mail WHAT HAVE WE ACHIEVED? Two-Day Commitment Start of pay-for-performance systems EVAPFP

186. On-Time Delivery of First Class Mail WHAT HAVE WE ACHIEVED? Three-Day Commitment Start of pay-for-performance systems EVAPFP

187. Safety Indictors WHAT HAVE WE ACHIEVED? OSHA I&I Start of pay-for- performance systems Note: Methodology for calculating workplace injuries changed in 2001. Lost Workday Injuries

188. Voice of Employee Survey WHAT HAVE WE ACHIEVED? Positive Response EVAPFP

189. Total Factor Productivity (Cumulative) WHAT HAVE WE ACHIEVED? Cumulative % Change Start of pay-for-performance systems EVAPFP

190. WHAT HAVE WE ACHIEVED? Net Income (Loss) (in millions) $10 billion net loss $11 billion net income Start of pay-for-performance systems EVAPFP

191. Indicators, Weights & Targets Indi- cators Wgt Non-CContributorHigh CExcep C 123456789101112131415 #110% 91.592.092.593.093.594.094.494.995.395.796.196.697.097.497.9 #25% 84.385.085.886.587.388.088.689.289.890.491.191.792.392.993.5 #35% 91.792.393.093.794.395.095.395.695.896.196.496.796.997.297.5 #410% 92.092.492.893.293.694.094.394.594.895.095.495.896.296.697.0 Etc. PFP OVERVIEW Plan

192. Final Rating Calculation PFP OVERVIEW Indi- cators Wgt Non-CContributorHigh CExcep C 123456789101112131415 #110% 91.592.092.593.093.594.094.494.995.395.796.196.697.097.497.9 #25% 84.385.085.886.587.388.088.689.289.890.491.191.792.392.993.5 #35% 91.792.393.093.794.395.095.395.695.896.196.496.796.997.297.5 #410% 92.092.492.893.293.694.094.394.594.895.095.495.896.296.697.0 Etc. Final Rating 100% X Final Rating

193. 15-Point Evaluation System NCCHCEC 3691215 2581114 1471013 PFP OVERVIEW

194. Pay Actions NCCHCEC 3 0% 6 3.5% 9 6.5% 12 9.5% 15 12.0% 2 0% 5 3.0% 8 5.75% 11 8.75% 14 11.0% 1 0% 4 2.5% 7 5.0% 10 8.0% 13 10.25 % Paid as salary increase up to grade maximum; balance as lump sum. PFP OVERVIEW

195. Overall PFP Evaluation = Overall PFP Evaluation (100%) Field EAS (non-PMs) 70% 30% + Corporate and Unit Indicators (aka, National Performance Assessment) Individual Indicators (aka, Core Requirements) PFP DETAILS Pay Action EAS PM 80% 20% +

196. NPA Evaluation = 100% of NPA Evaluation (70% of PFP Rating for Field EAS; 80% of PFP Rating for Postmasters) Corporate Unit NATIONAL PERFORMANCE ASSESSMENT Field EAS 50% + PM 21-26 50% + PM 18-20 40% + 60% PM A-16 30% + 70%

197. Improve Service Enhance Performance- Based Culture Generate Revenue; Manage Costs Priority Surface w/in 2 Days Priority Air w/in 2 Days Express Mail First Class Overnight First Class 2 Day First Class 3 Day OSHA Illness & Injury Rate VOE Survey Score National Total Revenue Total Factor Productivity Measured at National/District Level NATIONAL PERFORMANCE ASSESSMENT

198. Improve Service Enhance Performance- Based Culture Generate Revenue; Manage Costs Customer Service Measure Delivery Scan Rates MVA Rates Safety Programs Grievance Rates Injury Comp Rates Total Operating Expense Retail Revenue Measured at Unit Level NATIONAL PERFORMANCE ASSESSMENT

199. NPA – HOME PAGE Home Page NATIONAL PERF. ASSESSMENT

200. Status Reports on Corporate Results

201. NATIONAL PERF. ASSESSMENT Status Report on Unit Results – PM 11-16

202. NATIONAL PERF. ASSESSMENT Status Report on Unit Results – PM 18-20

203. Page 1/1

204. NPA – IMPROVE YOUR SCORE Improve Your Score NATIONAL PERF. ASSESSMENT

205. Improve Your Score Quick Link (MVA) NATIONAL PERF. ASSESSMENT

206. Contacts NATIONAL PERFORMANCE ASSESSMENT

207. Indicators Field EAS (non-PMs) Core Req. #1 Core Req. #4 Core Req. #2 Core Req. #3 = 20% of PFP = 30% of PFP 8% 6% CORE REQUIREMENTS EAS PM Core Req. #1 Core Req. #2 10%

208. Example of EAS Postmaster Rating Calculation IndicatorWeightRatingScore NPA Composite Summary – 80% 80%5.654.52 EAS PM Core Requirements – 20% 10%60.60 10%141.40 Overall PFP Rating 6.52 USPS Pay-For-Performance Rounded to nearest whole number = 7

209. Customer Services Mail ProcessingFinanceMaintenance Cost Per Delivery (CPD) Rural Hours Percent to Standard PO Boxes Not Up On Time Function 2 Workhours % Plan Function 4 Workhours % Plan Workhours Thru-Put Delivery Confirmation Scanning SAMS Scans Cancellations by 1800 (or 2000) Total Operating Expense Performance to Plan Local payments percentage TACS Payroll Adjustments Segmented Inventory Accountability (SIA) Statistical Programs Preventative Maintenance and Bypass Rate Equipment Availability Inventory Accuracy Jams per 10K (Labor) Cost per 1,000 pieces Sample Indicators #1, 2, 3 By Function FLD EAS CORE REQUIREMENTS

210. FIELD EAS CORE REQUIREMENTS Pull Down Menu on Web http://blue.usps.gov/hrisp/ser/pfp/core_req_fy2006.htm

211. FLD EAS CORE REQUIREMENTS 6% Indicator #4 – Oral Communications

212. Example of Field EAS Rating Calculation IndicatorWeightRatingScore NPA Composite Summary – 70% 70%5.653.96 Field EAS Core Requirements – 30% 8%60.48 8%60.48 8%110.88 6%140.84 Overall PFP Rating 6.64 USPS Pay-For-Performance Rounded to nearest whole number = 7

213. Overall PFP Evaluation = Overall PFP Evaluation (100%) Field EAS (non-PMs) 70% 30% + Corporate and Unit Indicators (aka, National Performance Assessment) Individual Indicators (aka, Core Requirements) PFP DETAILS Pay Action EAS PM 80% 20% +

214. 15-Point Evaluation System PAY ACTIONS NCCHCEC 3691215 2581114 1471013

215. EAS PFP Pay Matrix PAY ACTIONS NCCHCEC 3 0% 6 3.5% 9 6.5% 12 9.5% 15 12.0% 2 0% 5 3.0% 8 5.75% 11 8.75% 14 11.0% 1 0% 4 2.5% 7 5.0% 10 8.0% 13 10.25% Paid as salary increase up to grade maximum; balance as lump sum.

216. How Is the Process Managed? Three systems manage the Pay-For-Performance process: National Performance Assessment (NPA) Performance Evaluation System (PES) Manages corporate and unit indicators Manages individual objectives (“core requirements”) & review/approval process Hum Cap Enterprise System (HCES) Applies pay rules ADMINISTRATION Use information to improve NPA in your location. No need for employee input. Use to select core requirements & provide feedback to evaluator.

217. Objective Setting Mid-Year Accomplishments/Review End-of-Year Accomplishments/Evaluation Rating Process Process Overview ADMINISTRATION

218. Objective Setting Employee logs in to PES and accesses the Objective Setting screen. Employee enters core requirements and submits them to his evaluator for review. Evaluator logs in to PES, reviews the employee’s objectives, and either approves them or returns them for additional work. Employee Action Evaluator Action Legend: End Objectives approved by evaluator E-mail alerts employee that objectives were returned for additional work Start Employee and evaluator have a one-on-one meeting to discuss core requirements. ADMINISTRATION

219. Mid-Year Accomplishments/Review Employee logs in to PES; accesses the Mid-Year Accomplishments screen. Employee enters accomplishments; submits them to his evaluator for review. Evaluator logs in to PES; reviews employee accomps. End E-mail alerts employee that accomps. were returned for additional work Employee Action Evaluator Action Legend: Higher-Level Evaluator Action Evaluator holds one-on-one meeting with the employee. Evaluator logs back in to PES, records final comments, and records the date of the discussion. Optional: Higher- level evaluator can record comments. Accomps. do not require additional work Start ADMINISTRATION

220. EOY Accomplishments/Evaluation Employee logs in to PES; accesses the Mid-Year Accomplishments screen. Employee enters accomplishments; submits them to his evaluator for review. Evaluator logs in to PES; reviews employee accomps. End E-mail alerts employee that accomps. were returned for additional work Employee Action Evaluator Action Legend: Higher-Level Evaluator Action Evaluator holds one-on-one meeting with the employee. Evaluator logs back in to PES, records final comments, and records the date of the discussion. Optional: Higher- level evaluator can record comments. Accomps. do not require additional work Start ADMINISTRATION

221. Rating Process End Start Evaluator logs in to PES; accesses Rating screen. Evaluator Action Legend: Higher-Level Evaluator Action Higher-level evaluator logs in to PES; accesses Rating screen. Higher-level evaluator reviews and either approves or changes each rating that requires his review. Evaluator submits recommended ratings to higher-level evaluators. Evaluator enters a recommended rating. Evaluator assigns appropriate “no rating” code. Evaluator excludes employee; provides comments. Evaluator accesses an employee’s record. Employee should get no rating Employee should be ratedEmployee should be excluded ADMINISTRATION

222. Type http://performance.usps.gov into your browser’s URL linehttp://performance.usps.gov Click “Enter Application” Accessing the System EAS: Use EID and USPS PIN to log in to the system PCES: Use EID and USPS PIN –OR– ACE username and password ADMINISTRATION