Mr. Bill Almaraz, Manager, Los Angeles District
Mr. James Smith, Postmaster, Los Angeles District
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Mr. Smith, on Wednesday October 31, 2007 I wrote you the following memo:
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3). All accountable mail (including Certified) should be listed and signed for individually. That will ensure proper handling and prevent the loss of important mail.
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5). All routes should have a list of all forwards and vacation holds attached to the case, and the lists should be reviewed, and the mail processed, before the route is pulled down for delivery on a daily basis.
6). No parcel or mail item should be left unprotect in the lobby of any apartment building. If the item can’t be delivered to the recipient or a responsible party (manager or security), a notice should be left, and the item returned to the station.
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8). The mishandling or negligent loss of mail should be a zero tolerance matter.
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10). There will be absolutely no reprisals against me for addressing these issues, and I will be made fully whole for the time I’ve lost as a result of the reprisals that have already taken place.
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Gentlemen, we owe our customers much more than we’re giving them, and it has become beyond embarrassing. I’m very sorry it had to come to this, but this seems to be the only way to get anyone’s attention.
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Bill Almaraz Date
District Manager
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James Smith Date
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STATEMENT
On December 19, 2007, between 10:40 and 11:10 a.m., a customer called and said she hadn’t received any mail in two days. She said this was very unusual, and wanted to know if her mail was being held at the post office for some reason. She said she was willing to come pick it up. The customer lived in the 90036 zip code so I transferred the call to [Name withheld], the supervisor for that zip code, to answer the customer’s inquiry as to whether or not her mail was being held, and if so, the reason why. Then just a matter of seconds after I transferred the call, Ms. [withheld] paged me over the intercom. She had placed the customer on hold, and told me that the customer was looking for her mail, so she should not have been given the call. She said I should have gone over to the carrier’s route and searched for the customer’s mail.
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But unfortunately, the three latter reasons are exactly why Ms. [Withheld] avoided speaking with this particular customer, and she makes it a point not to speak with any other customer. She knows that the mail is being mis-managed under her supervision, and therefore, goes to great length to avoid speaking with the customer where she will have to take responsibility for her actions, or lack thereof.
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Willie Wilson
Customer Advocate
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Postmaster Anderson:
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I’ve considered the fact that you may not have responded because you consider me both arrogant and presumptuous for writing you in such a brutally candid manner regarding Manager Connie Brown. If that’s the case, I assure you that I can fully understand your rationale. But I hope you’ll understand that this situation is so long-standing and unconscionable in it’s impact on our customers that corporate decorum was the very last thing on my mind.
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I’ve monitored this situation closely over the past year, and instead of addressing the issue, I’ve watched it be carefully managed to subordinate the needs of our customers, and the postal service, to accommodate the bureaucratic sensibilities of various personalities within the agency. At first I thought the problem was inadvertent, but over the past year it’s become increasingly apparent that we’ve developed a corporate culture that’s giving careers and the personal needs of individuals priority over what’s in the best interest of the agency. The tail is wagging the dog. It seems that moving the mail is no longer our primary concern. It’s gotten to the point where moving the mail is looked upon as an unfortunate nuisance that’s interfering with management’s quality of life.
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With respect to my attitude towards Connie Brown, I want to assure you that I have every respect for the effort that goes into obtaining a position of responsibility in this agency, but at the same time, I must also recognize that while the agency can confer titles and areas of responsibility, it cannot confer character, insight, integrity, or sense of mission. While there are those who take the position that one should respect the title and never bad-mouth one’s manager (generally held by managers), I don’t subscribe to that philosophy. I respect excellence, not titles, symbols, or any other accoutrement of authority. When an individual commands authority, they don’t need symbols to prove it. On the other hand, if an individual is irresponsible, all of the titles and symbols that man can confer won’t make them so. Our president is a prime example of that.
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Eric L. Wattree
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As a customer advocate I have personal and direct knowledge of the postal service’s irresponsibly lackadaisical and laissez faire attitude towards what can only be considered the criminal malfeasance of at lest one African American manager, Ms. Connie Brown, and an Hispanic Area Manager, Ms. Marcie Luna. In fact, I have waged an ongoing battle against the postal service in that regard–and since I am also a journalist who has always been dedicated to the cause of government accountability, I just happen to have documentation of their customer abuse, which I’ve been compiling for a book.
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In 2007 Bicentennial Station, under Manager Connie Brown (African American female), and Area Manager Marcie Luna (Hispanic female) was trying to save money by attempting to run the station with a skeleton crew. By trying to run the station with less than a full complement of clerks to process and distribute the mail, they failed to cover vacant routes when the regular carriers were either out sick, on their rotating day off, or on annual leave. This often led to up to seventeen (17) routes being unmanned in just one unit (the station has two units).
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As a result of failing to cover delivery routes, routes were being thrown up in a haphazard manner and carried by personnel who were unfamiliar with the routes. That in turn, led to mail being both mis-cased and mis-delivered, and mail that should have been forwarded would be delivered to the old address, which were often vacant apartment buildings. That meant that the customer who had moved would never see that mail, because the mail would languish in boxes stuffed with mis-delivered mail for up to a year or more. Of course, part of the carriers’ job was to check those boxes and return that mail to the station, but management would have them so much under the gun to get back and save time, that it was rarely, if ever done.
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Of course, the customers were in an uproar over this, but when they would call or come to the station, the supervisors would refuse to come to the phone or go to the window, because they didn’t want the customers to have their name when they filed a formal complaint or wrote their congressman, so they’d send an employee to speak to the customer and take the brunt of the customers’ wrath.
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And finally, Ms. Pamanian was awarded a bid to another area on December 23, 2006, so she shouldn’t have even been in this area when they took this unwarranted action against her. So it is clearly apparent that they deprived her of her right to assume a lawful bid for no other reason than to take this grossly unwarranted and discriminatory action against her.
Eric L. Wattree
Bicentennial Station
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[President Supervisor's Union]
From the Presidents Desk
Damon Leopold
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The answer to that question took me back to the early 1990’s. When I was a PTF carrier still on probation. I returned from the route after my ten hours was up and was informed by the clerk supervisor that I could not hit the clock because I was in penalty overtime and that the supervisor would take care of my time. Not knowing what penalty overtime was (and still on probation) I did not hit the clock. There was the defining moment on how Los Angeles operates. The leadership of the cluster had us all so brain washed that penalty overtime is wrong and if you use it, you will be disciplined. Isn’t penalty overtime part of the contract? Coming up through the ranks, I quickly learned that penalty overtime was a taboo. In Los Angeles, the carriers and the union were trained that we did not pay penalty overtime. After they had reached 56 hours in a week, they knew the supervisor would come up with an ingenious plan to pay you another day. This was just the culture in Los Angeles, that is, until the Long Beach consolidation.
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When Long Beach merged with Los Angeles, came the tale of two cultures. We would daily sit on a tele-con for hours and listen while the Associate Offices had 1000’s of hours of penalty overtime and the city had zero. Were we that much better than the AO’s or was it something else to this picture? Later on we found that it was the latter of the two. The leadership in Los Angeles had breaded a culture of lying and deceit that would not come to light until after the Long Beach consolidation.
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After some offices were investigated by the Office of the Inspector General for alleged clock ring manipulation, the penalty overtime in the city went up astronomically. Was this a mere coincidence or part of that lack of integrity on the part of the employee’s in Los Angeles? After countless EAS employee’s in the district were put up for removal for manipulating clock rings did our fearless leaders step up and draw the line in the sand. Do not mess with employee’s clock rings. Well my question is why is it a problem now? The leadership created this monster, but when the OIG comes in they claim no knowledge of what has been going on. How many times have you heard on a tele-con "I don’t want any penalty overtime this week." This is a clear violation of the contract, but where is the union at? It all boils down to my theory that the Union is aware and part of that culture that the leadership created. Think long and hard, when was the last time (prior to consolidation) did you have a grievance for penalty overtime? They were pretty much unheard of in the old Los Angeles.
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In the beginning of this article I wrote that Los Angeles lost their integrity in the early 90’s, well that was some 15 plus years ago. It is going to take that long for us to regain that back. We have veteran mangers and supervisors that feel like PTF’s all over again. We are learning to do things the right and legal way. Who would have thought just a few years ago when we were the best in the country that one day our integrity would be questioned? Who knew that it was okay to pay an employee penalty overtime if in fact they had worked it? The only way we will regain our integrity is if the membership steps up and do the right things. The next time you are given an instruction from the leadership that is a clear violation of the contract, ELM, MOU etc. I urge each and every one of you to follow the instruction but insist that it is in writing. That one little piece of paper may just be the thing that will save your job when the overzealous OIG agent wants to investigate you about something illegal you did, following the instruction of the leadership. Always remember that once you lose your integrity to this organization, you have sold your soul to the devil.
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In closing, I would like to thank each of you for allowing me to serve as your president for a second term. During my term as president, I have increased the membership of the branch and doubled the number of members that attend the branch meetings. But, we are still a long ways away from where we need to be as a branch. I urge all of you to attend the branch meetings and become active in the organization. There is strength in numbers. United we stand and divided we fall.
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Solidarity,
Damon Leopold
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Well, that’s your United States Postal Service, folks–an organization that makes the Bush administration look like a sterling example of efficiency, integrity, and concern.
wattree.blogspot.com
A moderate is one who embraces truth over ideology, and reason over conflict.