Professional Documents
Culture Documents
NAPS
Assessment
of
S.
1789,
The
21st
Century
Postal
Service
Act
of
2011
Introduced
by
Sen.
Joe
Lieberman
(I-CT)
and
Sen.
Susan
Collins
(R-ME)
SUMMARY:
We
believe
S.
1789
represents
a
more
favorable
approach
toward
comprehensive
postal
reform
than
H.R.
2309,
the
primary
measure
under
consideration
in
the
House
of
Representatives.
At
the
same
time,
S.
1789
should
be
strengthened
in
several
respects.
The
bill
should
be
strengthened
to
require
the
Postal
Service
to
pursue
maximum
implementation
of
rightsizing
approaches
not
unilateral
closures
of
mail
processing
facilities.
The
Postal
Service
should
be
required
to
develop
a
plan
to
right-size
the
staffing
levels
of
all
mail
processing
facilities
and
maintain
service
standards.
The
Postal
Regulatory
Commission
should
have
the
authority
to
review
those
plans
and
prevent
the
closure
or
consolidation
of
mail
processing
facilities
if
it
finds
that
the
Postal
Services
review
process
is
flawed,
or
that
service
will
be
substantially
and
adversely
impacted.
Congress
should
also
assure
that
the
Postal
Service
has
a
sufficient
transitional
plan
to
deliver
timely
and
satisfactory
service
as
it
right-sizes
its
workforce.
These
steps
will
assure
the
preservation
of
mail
service
at
current
levels
and
the
continued
employment
of
thousands
of
American
workers,
including
military
veterans.
During
the
current
financial
crisis
facing
the
Postal
Service,
Congress
should
suspend
the
retiree
health
prefunding
requirement
until
the
Postal
Service
is
financially
stable
enough
to
satisfy
prefunding.
Prefunding,
once
it
begins
again,
should
proceed
under
a
more
reasonable
realignment
schedule,
as
contemplated
under
S.
1789.
NAPS
believes
that
the
Postal
Regulatory
Commission
should
possess
greater
authority
to
prevent
post
office
closures
when
universal
service
and
the
community
in
which
the
post
office
is
located
would
substantially
suffer.
The
Postal
Service
also
should
be
required
to
do
more
to
ensure
the
security
of
the
mail
when
converting
door
delivery
to
mail
receptacles
on
street
corners
and
in
areas
that
are
not
well
protected
from
vandalism
and
theft.
It is vital that the Postal Service look at ways to generate new revenue as aggressively as it is pursuing efficiencies in mail processing and delivery. Congress should establish a blue ribbon commission composed of entrepreneurs, representatives of labor and small businesses to provide recommendations on how the postal service can generate new revenue to succeed in the 21st Century.
In our role representing over 30,000 current and retired postal supervisors, managers and postmasters, we understand the problems that the Postal Service faces, as well as the need for improvement in the internal operations of the Postal Service. Our members manage and direct the processing and delivery of over 170 billion pieces of mail per year. Legislative improvement to the Postal Services finances requires the realignment of its payments and revenues. Pursuit of these strategic changes will provide short-term and long- term stability for the Postal Service. Here are our thoughts on the major provisions of S. 1789: First Class Mail Overnight Delivery to Local Service Areas and Mail Processing Plant Downsizing The Postal Service currently plans to close 250 mail processing facilities throughout the country, reducing the number of facilities by approximately 50%. The Postal Services plan would move processing responsibilities from closed facilities to other remaining facilities to reduce operating costs. Achievement of these goals relies upon the lowering of current service standards by eliminating overnight service commitment for First Class Mail. Forty percent of all First Class Mail is delivered overnight in virtually every part of the country. For example, mail that originates in Alexandria, Virginia mailed on a Monday is currently delivered throughout the Washington D.C. metropolitan area on the following day (Tuesday). The current success rate for this service is over 96%. With the elimination of overnight First Class delivery requirements, this same letter from Alexandria, Virginia mailed to Washington D.C. would not be delivered until Wednesday. The loss of a reliable First Class overnight service level will hurt the entire postal system and all of its customers. The bill does nothing to stop the Postal Services plan to diminish its First Class Mail service standards. It does nothing to bar the closure of the Postal Services mail processing facilities. The bill only requires the Postal Service to complete a study prior to the closure of a processing facility. The study must evaluate the option of downsizing rather than closing the facility. The
bill
also
guarantees
the
opportunity
for
public
comment
and
requires
the
Postal
Service
to
identify
and
document
the
important
factors
have
been
considered
prior
to
closure.
The
Postal
Service
plans
to
dismantle
much
of
its
mail
processing
network
will
impact
thousands
of
postal
employees,
including
large
numbers
of
veterans
and
disabled
veterans.
Approximately
25%
of
the
Postal
Service's
590,000
employees
are
veterans
of
our
armed
forces.
Many
of
these
veterans
are
employed
at
Postal
service
mail
processing
facilities.
Although
veteran
preference
protections
insulate
veterans
in
many
postal
workforce
realignment
situations,
there
are
limitations
on
the
bumping
rights
of
veterans
under
reduction-in-force
(RIF)
procedures,
which
will
apply
to
the
closure
of
mail
processing
facilities.
Veterans
do
not
have
the
same
'bumping
rights
that
are
afforded
when
a
facility
remains
open
and
positions
are
reduced.
Furthermore,
the
Postal
Services
contractual
commitments
to
the
American
Postal
Workers
Union
will
complicate
the
relocation
of
displaced
postal
employees.
The
current
contractual
agreement
between
the
American
Postal
Workers
and
the
Postal
Service,
effective
from
2011
through
2015,
places
significant
restrictions
on
the
reassignment
of
employees
impacted
by
a
facility
closure
or
consolidation
where
the
movement
of
jobs
is
over
50
miles.
The
closure
of
up
to
250
processing
facilities
will
impact
thousands
of
employees
who
are
subject
to
the
provisions
(Article
12,
Section
5)
of
the
national
agreement
between
the
Postal
Service
and
APWU.
The
reassignment
process
will
be
time-consuming
and
expensive,
requiring
the
payment
of
travel
pay
and
commuting
expenses
for
as
much
as
six
months
following
the
closure.
NAPS
Position:
Closing
nearly
one-half
of
the
current
network
will
increase
delivery
times
for
local
mail
and
mail
that
currently
is
delivered
within
two
days
as
well
as
three
days.
NAPS
believes
that
the
Postal
service
plan
will
accelerate
the
loss
of
mail
volume,
as
service
will
be
slowed
by
one
or
more
days
for
all
types
of
First
Class
Mail.
This
will
contribute
to
a
death
spiral
with
disastrous
consequences
for
the
Postal
Service.
NAPS
believes
that
the
Postal
Service
should
develop
a
plan
to
downsize
the
current
facilities
and
maintain
the
current
network
with
fewer
and
more
widely
dispersed
closures
to
continue
to
provide
overnight
delivery
of
First
Class
Mail.
Through
the
development
of
a
plan
to
right- size
the
staffing
levels
of
current
processing
facilities,
the
Postal
Service
could
maintain
service
standards,
assure
the
continued
employment
of
thousands
of
American
workers,
including
military
veterans,
and
avoid
the
problems
that
will
be
encountered
in
relocating
thousands
of
clerical
employees
in
compliance
with
the
National
Agreement
with
APWU.
S.
1789
should
be
strengthened
to
require
the
Postal
Service
to
pursue
maximum
implementation
of
rightsizing
approaches
not
closures.
Maintenance
of
processing
facilities
at
lower
operational
and
workforce
levels
will
sustain
more
jobs,
assure
satisfaction
of
current
3
service standards and achieve savings. The Postal Regulatory Commission should have the authority to prevent the closure or consolidation of facilities if it finds that the Postal Services review process is flawed, or that service performance will be adversely impacted. Postal Workforce Rightsizing The bill would give the Postmaster General access to the money the Postal Service has overpaid into the FERS pension fund estimated at $10B -- and use it to offer buyouts or retirement incentives to reduce the active postal workforce by 100,000 or more employees over the next several years. The incentives could include either a cash buyout of up to $25,000 (the cap for federal worker buyouts) or credited service years toward retirement annuity: up to one year for CSRS employees and up to two for FERS employees. Any funds remaining after the Postal Service has completed this incentive program may be used to repay debt and meet obligations related to workers compensation, pensions, and retiree health. USPS has estimated that reducing its workforce by 100,000 would save up to $8 billion annually. NAPS Position: We support the use of buyouts and retirement incentives to promote sensible right-sizing of the postal workforce. The use of excess FERS funds to finance incentives to assist the Postal Service in reducing its overall staffing levels makes sense. Congress needs to assure that the Postal Service has a sufficient transitional plan to assure timely and efficient delivery service. The capability of the Postal Service to trim 100,000 or more employees without jeopardizing service standards is questionable; already postal operations are understaffed and there is high overtime usage where staffing is not balanced. Prefunding Future Retiree Health Benefits Health Care Savings The bill would maintain the costly requirement that the Postal Service pre-fund 75 years worth of future retiree health benefits in just 10 years. No other agency or company in America is required to pre-fund its benefits, especially on such an aggressive schedule. This mandate costs USPS between $5.4 and $5.8 billion per year, and it accounts for 100 percent of the Postal Services $20 billion debt. Without it, the USPS would still have significant borrowing authority with the United States Treasury to ride out tough economic times. The bill would realign the pre-funding obligation by establishing a 40-year amortized payment schedule. It would also reduce the pre-funding goal to 80%.
In
addition,
the
bill
allows
the
amount
of
these
payments
to
be
reduced
if
the
Postmaster
General
and
postal
union
representatives
are
able
to
reach
consensus
on
a
health
plan
that
significantly
reduces
this
liability.
NAPS
and
the
two
other
postal
management
associations
also
would
have
the
opportunity
play
a
role
in
the
development
of
a
health
plan.
NAPS
Position:
NAPS
supports
a
sensible
realignment
of
the
retiree
health
prefunding
obligation
so
long
as
the
Postal
Service
can
afford
to
pay
for
it.
Prefunding
at
the
right
time
under
reasonable
terms
represents
a
prudent
goal
for
assuring
USPS
financial
security
and
the
availability
of
future
retiree
health
benefits.
This
is
not
the
right
time
in
the
life
of
the
Postal
Service
for
pre-funding.
During
the
current
financial
crisis,
Congress
should
suspend
the
prefunding
requirement
until
the
Postal
Service
is
financially
stable
enough
to
satisfy
prefunding,
even
at
reduced
levels.
Substantial
savings
can
also
be
achieved
through
the
creation
of
a
USPS
health
plan
that
apply
best
practices
on
disease
management
and
wellness
care,
improved
purchasing
power
for
drugs
and
other
medical
services
and
sensible
integration
of
Medicare
benefits.
Five-Day
Delivery
The
bill
would
prohibit
the
Postal
Service
from
implementing
its
plan
to
eliminate
Saturday
delivery
for
at
least
two
years.
The
implementation
could
only
move
forward
if:
the
Postal
Service
identifies
customers
who
may
be
affected
disproportionately
by
five-day
delivery
and
develops
remedies;
the
Postal
Service
makes
full
use
of
its
authorities
under
current
law
and
the
new
authorities
and
mandates
included
in
the
bill
to
increase
revenue
and
reduce
costs;
and
after
implementing
all
other
savings
options,
the
Postal
Service
determines
that
a
five-day
schedule
is
still
necessary
to
achieve
sustainability.
The
bill
requires
the
Government
Accountability
Office
to
review
the
Postal
Services
financial
situation,
projections,
and
the
adequacy
of
the
savings
initiatives
already
implemented
in
order
to
determine
whether
the
implementation
of
five-day
delivery
is
financially
necessary.
The
bill
also
requires
the
Postal
Regulatory
Commission
to
render
a
non-binding
advisory
opinion
on
the
merits
of
five-day
delivery
and
the
sufficiency
of
the
GAOs
review.
NAPS
Position:
NAPS
supports
an
incremental
approach
toward
reducing
delivery
frequency.
All
alternative
approaches
should
first
be
undertaken
before
Saturday
delivery
is
terminated.
NAPS
has
continually
regarded
the
move
to
five-day
delivery
as
a
last
resort
not
the
first.
Five-day
delivery
will
reduce
mailer
and
customer
service,
thereby
degrading
the
quality
of
overall
mail
service.
The
bill
helps
to
assure
that
the
Postal
Service
makes
full
use
of
its
authority
to
generate
additional
revenue
to
offset
the
need
to
reduce
delivery
frequency.
5
Retail
Service
Standards
The
bill
would
require
the
Postal
Service
to
develop
service
standards
to
guarantee
customers
a
sufficient
level
of
access
to
retail
services,
whether
at
a
post
office
or
an
alternative
to
a
post
office.
The
Postal
Service
would
be
required
develop
the
standard,
in
consultation
with
the
Postal
Regulatory
Commission,
based
on
factors
such
as
geography,
population,
and
the
availability
of
transportation.
Communities
concerned
that
a
proposed
closure
violates
a
standard
could
challenge
the
proposal
before
the
PRC,
but
the
PRC
may
only
issue
a
non- binding
advisory
opinion.
NAPS
Position:
NAPS
supports
the
continuance
of
retail
accessibility
for
postal
customers
through
a
variety
of
retail
options,
assuring
customer
convenience
and
universal
service.
Mail
service
to
rural
areas
is
more
costly,
and
Congress
needs
to
decide
how
to
satisfy
those
costs.
NAPS
also
believes
that
the
Postal
Regulatory
Commission
should
possess
greater
authority
to
prevent
post
office
closures
when
universal
service
and
the
community
in
which
the
post
office
is
located
would
substantially
suffer.
Under
current
law,
the
Postal
Regulatory
Commission
has
the
authority
only
to
review
a
decision
to
close,
but
it
does
not
have
any
binding
authority
to
prevent
the
closure,
even
if
it
finds
the
closure
process
was
flawed.
The
recent
finding
of
the
PRC
that
the
Postal
Services
review
process
for
closing
post
offices
was
fundamentally
flawed
demonstrates
the
need
for
assuring
fairness
and
greater
accountability
as
a
result
of
PRC
review
of
post
office
closures.
Area
and
District
Offices
The
bill
requires
the
Postal
Service
to
develop
a
strategic
plan
to
consolidate
area
and
district
offices
and
create
efficiencies.
It
also
requires
the
Postal
Service
to
consolidate
district
offices
located
within
50
miles
of
each
other,
as
well
as
those
that
have
lower
mail
volume
work
hours.
NAPS
Position:
NAPS
supports
the
consolidation
of
area
and
district
offices
to
achieve
cost
and
operational
efficiencies.
Conversion
of
Door
Delivery
Points
Under
current
practices,
most
postal
customers
receive
delivery
at
their
door.
A
small
but
growing
number
of
customers
receive
delivery
at
their
curb
or
at
centrally-located
stations
at
the
end
of
their
block
or
in
a
residential
building.
The
bill
would
authorize
the
Postal
Service,
6
where
feasible,
to
deliver
to
curbside,
sidewalk,
or
centralized
mailboxes
rather
than
to
door
delivery
points
no
later
than
2015.
This
change
could
achieve
cost
savings.
The
bill
also
requires
the
Postal
Service
to
report
to
Congress
and
the
Postal
Inspector
General
on
its
progress
in
converting
door
delivery
points.
NAPS
Position:
NAPS
has
concerns
about
the
conversion
of
door
delivery
points.
The
Postal
Service
must
ensure
that
the
security
of
the
mail
is
maintained
when
deploying
mail
receptacles
on
street
corners
and
in
areas
that
are
not
well
protected
from
vandalism
and
theft.
Urban
areas
may
not
be
ideal
locations
for
the
use
of
cluster
boxes
due
to
security
concerns
for
the
unattended
mail
and
for
customers
who
have
to
retrieve
their
mail
from
mailboxes
housed
on
city
streets.
New
Products
and
Services
The
bill
would
allow
the
Postal
Service
to
offer
non-postal
products
or
services
if
the
Postal
Regulatory
Commission
has
determined
that
the
products
and
services:
make
use
of
USPSs
processing,
transportation,
delivery,
retail
network,
or
technology;
are
consistent
with
the
public
interest
and
a
demonstrated
demand
for
the
Postal
Service
to
offer
them;
do
not
create
unfair
competition
with
the
private
sector;
and
have
the
potential
to
improve
the
Postal
Services
financial
condition.
The
bill
would
also
allow
the
Postal
Service
to
offer
services
on
behalf
of
state
and
local
governments
as
it
does
today
on
behalf
of
federal
agencies
and
to
ship
wine
and
beer
like
its
private-sector
competitors
do.
NAPS
Position:
NAPS
supports
the
broad
conferral
of
authority
to
the
Postal
Service
to
grow
its
business.
NAPS
believes
the
Postal
Service
needs
to
look
as
aggressively
at
ways
to
generate
new
revenue
as
it
is
pursuing
efficiencies
in
mail
processing
and
delivery.
In
many
respects,
this
can
be
best
accomplished
through
public-private
and
inter-governmental
partnerships.
Numerous
ways
exist
for
leveraging
the
Postal
Services
presence
in
every
community
and
generating
sales.
The
Postal
Service
could:
provide
notary
services,
internet
services;
issue
state
licenses
(drivers
licenses,
hunting
licenses,
fishing
licenses);
contract
with
state
and
local
agencies
to
provide
services;
ship
beer
and
wine;
and
follow
the
practices
of
foreign
postal
services
in
responding
to
the
shift
toward
electronic
mail
by
offering
a
variety
of
hybrid
communication
services.
In
reinventing
the
Postal
Services
business
model,
Congress
should
establish
a
blue
ribbon
commission
composed
of
entrepreneurs,
representatives
of
labor
and
small
businesses
to
7
provide recommendations on how the postal service can generate new revenue to succeed in the 21st Century. Workers Compensation Reforms The bill would set compensation for new enrollees under the Federal Employees Compensation Act (FECA) at 66 2/3 percent of salary at the time of injury until they reach retirement age. At retirement age, compensation would be reduced to 50 percent of salary at the time of injury. Compensation for current workers compensation recipients would not be changed if they are permanently and totally disabled and unable to work. The remaining beneficiaries over retirement age would receive 66 2/3 percent of their salary at the time of injury, starting three years after enactment. Current beneficiaries under retirement age would receive 66 2/3 percent of salary at time of injury starting three years after enactment, and then, upon reaching retirement age, 50 percent of pay at the time of injury. NAPS Position: FECA costs are a significant concern to the Postal Service and postal managers alike. Benefit increases should be based on employee pay adjustments, not the CPI. The right to resume employment should also be expanded from one to three years. For questions or additional information contact: Jay Killackey Executive Vice President National Association of Postal Supervisors naps.jk@naps.org 703-836-9660 Bruce Moyer NAPS Legislative Counsel brumoyer@verizon.net 301-452-1111 January 10, 2012