LEAGUE Convention Postmaster Training NPA OVERVIEW Mark Strong

Overview for Postmasters SETTING GOALS MID YEAR ACCOMPLISHMENTS PREPARING FOR EOY (END OF YEAR) ACCOMPLISHMENTS FY/06 GOALS

SETTING GOALS VERIFY UNIT TARGETS LEAGUE Leadership involvement Understanding the FPR REVENUE (what method was used) TOE (WORKHOURS) Core Requirements NO numerical indicators

FPR BREAKDOWN Line 3 Retail Postage –PVI’s and stamps sales Line 4 Retail Services –PO Box –Dinero Seguro –Passports Line 5 Retail Products –Ready Post –OLRP Line 6 Other Retail Channels / Alternate Access –Vending / APC –Stamps on Consignment / SBM –PC Postage / Click n Ship –CPU’s

CORE REQUIREMENT EXAMPLES Leadership and Communication MYPO responded to timely Security audits completed timely and discrepancies acted on Train two employees to relieve Postmaster and complete 991 for OIC Promote positive work environment Respond to suspense items timely

Examples Continued Fiscal Management SIA audits done timely Floor audits done timely Manage non-personnel expenses Utilize limited resources to maximum extent possible Improve lobby appearance Improve Ready Post displays to increase sales

There is Recourse The intent is to engage in an open dialogue Intent is for CORE, however this documentation is used by the evaluator for end-of-year rating If the evaluator and employee cannot reach agreement, the next higher level reviews the requirements and documentation

Understanding the FPR in relation to the scoring matrix What does it take to move from cell to cell What can I spend in the Non-Pers to get maximum benefits in Retail

The Math Plan – Actual = Difference $86484 – $86355 = $129 Difference / Plan = % over/under Plan $129 / $86,484 = -0.1%

How many dollars does it take to move up a cell? It would take $129 to go to 0.0 (or cell 6) How about to go to.1(or cell 7)? $86484 x.1 = $ $129 = $ It would take just $ to go from cell 5 to cell 7

DON’T WAIT UNITL SEPTEMBER DO THE MATH - MAKE PLANS TO INCREASE REVENUE PLAN EVENTS ORDER OLRP (TEDDY BEARS) GIVE PHONE CARDS AND STAMPS AS GIFTS.. ETC

MID-YEAR ACCOMPLISHMENTS Unit Performance Toot your own horn Review unique issues » Unexpected growth » Customers moving » Construction in front of PO » Expanded hours on window » Cutting of hours on window » Costco opening in neighboring zip code

MID YEAR (CONTINUED ) Review Core Goals Enter information into PES Address both Core and Unit Meet with evaluator Discuss achievements Discuss hurdles Clearly understand what is expected of you Communicate what they can do to help you

MITIGATING CIRCUMSTANCES AT MID-YEAR? Do not wait until EOY to bring up possible mitigating circumstances Quantify, Document, Inform your evaluator Develop strategy to overcome Have documentation prepared and ready for EOY

EOY ACCOMPLISHMENTS Same as Mid-Year Work hard at addressing Core Requirements Address success Address inequities

MITIGATING CIRCUMSTANCES ADDRESSES UNIT INDICATORS NEW SCORE MUST MOVE YOU ONE CELL UNUSUAL OR UNPLANNED EVENT OR CONDITIONS SUBMIT TO EVALUATOR IN WRITING IF EVALUATOR CONCURS, THEY SUBMIT TO NEXT HIGHER LEVEL PCES

FINAL RATING RECOURSE MUST DOCUMENT CONCERNS ON THE COMPENSATION RATING RECOURSE FORM AND SUBMIT TO EVALUATOR EMPLOYEE REQUESTS A FOLLOW-UP DISCUSSION IF AGREEMENT IS REACHED DURING FOLLOW-UP, EVALUATOR COMPLETES THE REQUEST FOR CHANGE TO PFP OVERALL PERFORMANCE RATING FORM AND SUBMITS TO HIGHER-LEVEL FOR APPROVAL IF THE HIGHER-LEVEL AGREES, THEN A FORM 50 ACTION IS TAKEN. IF THE HIGHER-LEVEL DISAGREES THE EMPLOYEE IS NOTIFIED IN WRITING

FINAL RATING RECOURSE CONTINUED If the employee and initial-level disagree, the employee may request review by the next higher-level evaluator. If the higher–level evaluator agrees with the employee’s documentation and rationale, then a Form 50 action is taken If the higher-level evaluator disagrees with the employee’s documentation and rationale, the employee is notified in writing. New language states the recourse process must be completed within 90 days of the employees EOY rating.

CHANGES TO UNIT INDICATORS Retail Effectiveness –Replaces Wait time in Line Total Workhours % to Plan (EAS offices) –Replaces TOE Deliveries Per Hour % SPLY –F2B –LDC 20 hours / Deliveries per week =TEI BMEU Proficiency (tracked – NOT weighted) Retail Alternate Access (NOW weighted)