NALC William H. Young, President Activist
VOL. 19, NO. 2 WINTER 2006William H. Young, PresidentNALCActivistA NEWSLETTER FOR BRANCH LEADERSOF THE NATIONAL ASSOCIATION OF LETTER CARRIERSENFORCING COMPLIANCETACKLING MANAGEMENT’S REFUSALTO COMPLY WITH GRIEVANCE DECISIONSchieving a favorable grievance decision can be hardenough. Every steward knows how much time andenergy it takes to investigate and process a grievance. But what does a steward or branch leader dowhen management refuses to comply with the grievancedecision once it finally comes? How does the union enforcecompliance in such cases?AThis typically happens in situations where the grievance issueitself was hotly contested as it went through the steps of thegrievance procedure. When emotions come into play, managers frequently take the grievance decision very personallywhen things don’t pan out the way they had hoped. Insteadof complying with the decision, managers will find reasons toignore it.Continued on page 2PERSISTENCE PAYS IN NON-COMPLIANCE CASEARBITRATOR AWARDS MILLIONS“Management told meI was nuts to putthis case on,” saidSteve Lassan, Regional Administrative Assistant forRegion 8, referring to a grievancefor non-compliance that ultimatelyled to a multi-million dollar payoutto New Orleans letter carriers. Fivehundred ninety-one carriers willshare a monetary remedy of 2,186,700.That’s on top of the nearly 3.2 million award from the original griev-year-round with approximately 60 to70 casuals since April of 1999. Meanwhile, PTF carriers within the citycontinually expressed their frustration at not being promotedto full-time. According to WayneWharton, President of New Orleansance that Arbitrator Michael E.McGown issued in February 2005,which instructed managementContinued on page 5to “cease and desist employingcasuals in lieu of full orpart-time employees.”INSIDE THIS ISSUEThe 2.1 million payoutcame as a result ofREGIONAL TRAINING SEMINARS 3management’s refusal tocomply with the firstMDA ACTIVISM6decision.The original grievance wasfiled over the fact that NewOrleans had been staffedUSPS BY THE NUMBERS7An index to the Activist for 1986-2005 is available from the NALCInformation Center. Send requests to dysart@nalc.org or call202-662-2879.
ENFORCINGCOMPLIANCEContinued from page 1Managers who refuse to complyoften express their reasons tobranch leaders by saying, “That’s notwhat the arbitrator said!” or “That’snot how I interpret the decision!” Itdoes not matter that the language inthe Step B Decision or arbitrationaward is clear and unambiguous.The refusal to comply isn’t driven bylogic. It is driven by emotion that interferes with logic.UNION’S CHALLENGESIn cases of non-compliance, a steward or branch leader faces two challenges. One challenge is to find away to enforce the grievance decision in spite of management’s reluctance or refusal to cooperate.The other challenge is in finding away to maintain a positive outlookdespite management’s willful disregard for the grievance decision andthe union. The steward, as well asthe members that he or she represents, must avoid becoming dispirited and giving up. Any failure toenforce compliance is an invitationto management to ignore every decision from that point on. That issomething a branch leader cannotallow.Enforcing the grievance decision isthe first priority. Even though management is disappointed with theoutcome of an arbitration hearing,complying with the award is not discretionary. Article 15.4.A.6 of theJCAM clearly states:“The decisions of arbitrators arefinal and binding. Arbitration is thelast step of the grievance-arbitration procedure and there are nofurther contractual avenues formanagement or the union tochallenge or appeal an arbitrationaward.”There is no avenue of appeal formanagers who are seeking to avoidtheir obligations as outlined in an arbitration award. The arbitrator hasthe final say. The JCAM has languageto address compliance issues. Stewards should refer to JCAM page 1515, which is an explanation of Article15.4.A.6. The explanation states:authority to settle or withdrawgrievances in whole or in part.”(JCAM page 15-5)Similarly, the JCAM language in Article 15.2 gives Step B representativesthe authority to resolve grievances.Not only do they have the authorityto settle, but their Step B decisionsactually establish precedent in theinstallation where the grievance wasfiled.“Enforcing the grievancedecision is the first priority.Even though managementis disappointed with theoutcome of an arbitrationhearing, complying with the”award is not discretionary.“The parties have agreed that filinga grievance for the enforcement ofan arbitration award is permittedunder Article 15 of the NationalAgreement.”These JCAM provisions refute anypotential argument by managementthat the parties who settled thegrievance lacked authority to do so.Informal A–“During the InformalStep A discussion the supervisorand the steward. . . have the authority to resolve the grievance.” (JCAMpage 15-3)That leaves management with fewother alternatives. A common management excuse is to claim that theaward or decision says somethingother than what it really says. Takingthat approach gives managers the“deniability” they seek. That is, theycan deny that they’ve failed or refused to comply because they complied with the decision as theyinterpreted it.Formal A–“The parties’ representatives at Formal Step A shall have theOf course, that argument would notsurvive even a cursory examination.At every level of the grievanceprocess, the parties have the authority to settle a dispute. Article 15.2 addresses the following steps of thegrievance process:2
That’s because the language in theStep B decisions and arbitrationawards are not generally open tomultiple interpretations. Few woulddebate the meaning of “cease anddesist.”The logical place to start is with thegrievance decision itself. The grievance should include a copy of theStep B decision or arbitration awardto prove what the remedy actuallysaid.But just because such a management argument is weak does notmean that the branch leader orsteward should not take it seriously.The steward should process a newgrievance for failure to complyunder Article 15 with the same degree of thoroughness that he or sheput into the original grievance.The next step is gathering evidenceto prove the failure to comply. Thetype of evidence that should be included in the grievance will necessarily vary because there can be somany different kinds of remedies.Examples of evidence could include: Remedies to remove casuals–Copy the TACS reports, whichshow that the casuals are stillworking and being assigned toroutes. Remedy requiring a route to beput up for bid–Include the postings for the installation showingthat this has not been done. A “cease and desist” regardingworking carriers more than 60hours in a week–Provide copiesof the Overtime Alert Reportshowing that the practicecontinues.Monetary remedies–Include carrier pay stubs to show that payment has not been made.Continued on page 4CLARIFYING THE ISSUEThe first step is to look at the original grievance decision to determinewhat was actually awarded. It is notuncommon for there to be multipleremedies in a single grievance. Forinstance, in a grievance concerninga supervisor delivering mail on thestreet, a Step B decision could instruct management to 1) cease anddesist, and 2) compensate the available OTDL carrier for the hoursworked by the supervisor.The steward must ensure that he orshe has clarified the issue in thegrievance for non-compliance. Thatis, if management complied withsome of the remedies in a priorgrievance, but not all of them, thegrievance should state so clearlyunder Undisputed Facts. So, usingthis example, the Undisputed Factsmight say, “Management agreed tocease and desist. However, management is refusing to pay the OTDLcarrier for the work performed bythe supervisor.”EVIDENCEEvidence is just as necessary to acompliance grievance as it is for anyother type of grievance. The unionhas the burden of proving that management failed to comply.REGIONAL TRAINING SEMINARSContact your National Business Agent for moreinformation about these scheduled regionaltraining seminars.Region 9Region 2(Alaska, Idaho, Montana, Oregon, Utah,Washington)NBA Paul Price, 360-892-6545.May 8–11, Montana/Idaho States ShopSteward College, Double ArrowResort, Seeley Lake, MT.October 4–8, Region 2 RegionalAssembly, Grouse Mountain Lodge,Whitefish, MT.November 14–17, Teaching Techniques,Huston Center, Gold Bar, WA.Region 3(Illinois)NBA Neal Tisdale, 309-762-0273October 1–3, Fall Statewide TrainingSeminar, Holiday Inn Crown Plaza,Springfield IL.(Florida, Georgia, North Carolina, SouthCarolina)NBA Judy Willoughby, 954-964-2116May 5–7, Florida Training Seminar, JaxRiverside Hilton/Crown Plaza,Jacksonville, FL.June 9-10, Georgia State Convention,Marietta, GA.June 16–17, North Carolina TrainingSeminar, Greensboro, NC.October 10–13, Florida TrainingSeminar, Hilton Cocoa BeachOceanfront, Cocoa Beach, FL.October 27–28, North CarolinaTraining Seminar, Lenoir/Boone,NC.November 4–5, South CarolinaTraining Seminar, SC.Region 10(New Mexico, Texas)Region 5(Missouri, Iowa, Nebraska, Kansas)NBA Art Buck, 314-872-0227June 9–11, Missouri Convention andTraining, Clarion Hotel, Kansas City,MO.October 22–24, Iowa Fall Training,Holiday Inn, Coralville, IA.October 28–29, Nebraska Fall Training,Mid-Town Holiday Inn, Grand Island, NE.3NBA Gene Goodwin, 281-540-5627October 8–9, Fall School and RapSession, Doubletree HoustonInternational Airport, Houston, TX.Region 14(Connecticut, Maine, Vermont, Massachusetts, New Hampshire, Vermont)NBA John Casciano, 617-363-9299May 5–7, Mass State ConventionRetirement Preparation, SheratonFour Points, Hyannis, MA.May 6–7, Vermont State ConventionRoute Inspection Training, Stoweflake Inn, Stowe, VT.
ENFORCINGCOMPLIANCEContinued from page 3 A remedy restoring an employeeto the carrier craft–Copy the employee’s Form 50 to show thatmanagement has not convertedthe carrier back from the clerkcraft. Pay stubs are also good forshowing that the employee isstill designated as a clerk.A “cease and desist” remedy fordenied union time–Includecopies of written denials for requests for time that were madeafter the “cease and desist” wasgranted.These are just a few examples of theevidence that may be required tomeet the burden of proof. However,the grievance can be furtherstrengthened by interviewing thesupervisors and managers who areparty to the non-compliance. Thesteward should also include an interview with a postmaster or supervisor that reveals his or her absoluterefusal to comply. Evidence of willfuldefiance of a Step B or arbitrator’sdecision packs a powerful punch insupport of a non- compliance grievance.POSITIVE ATTITUDESome compliance issues are takencare of rather quickly. The union canoften solve the problem withouteven filing a second grievance bymaking well placed phone calls tohigher levels of authority.Chicago’s Branch 11 President Jimmie Canada recalls just such a case.The original issue involved the elimination of some routes within thecity. The Step B decision in the caseordered management to post theroutes for bid. However, management ignored the Step B decision.“They said they weren’t going topost the routes because the routeswere already eliminated,” explainedCanada. In this case, managementultimately had to comply and postthe routes after President Canadacontacted the area and headquarters levels.However, in cases of non-compliance that are not solved quite soeasily or quickly, maintaining a positive attitude among the membersand branch leaders is vital.President Larry Ramsey of ToledoBranch 100 fought compliance on a“pivot” issue over the span of threeyears. The first grievance went to arbitration, resulting in an award thatprovided both a monetary remedyfor each carrier and also a “ceaseand desist.”After receiving the arbitrator’saward, management paid the affected carriers but refused to followthe cease and desist order. According to Ramsey, the branch filed approximately 150 grievances onviolations that occurred after the“cease and desist” order.Ramsey stated, “Management usedevery excuse. Right after receivingthe award, they said the decisionwas made by a ‘rogue arbitrator’ andthat the management advocate whoput the case on hadn’t been trainedproperly. These were their reasonsfor ignoring the cease and desist.”Despite waiting so many years forresolution to the situation, Branch100 members kept a positive outlook and “remained faithful,” according to Ramsey. He explained,“The carriers had confidence in getting a win on the compliance issuebecause they won the first time.”The members’ patience was rewarded when the NALC presentedthe compliance issue in a second arbitration hearing. Ramsey describedmanagement’s determination duringthe second hearing to fight the firstarbitrator’s cease and desist order.4“This time they brought in a management advocate from the area toput the case on, expert witnesses ontime analysis, and they even tried toget in a court reporter,” he said. “Trying that fancy stuff didn’t help them.The facts are what mattered. Thefacts were that we had a cease anddesist and they ignored it.”The second arbitrator ordered a similar “cease and desist” and an evengreater monetary remedy for the affected carriers. Management finallyagreed to stop the violation after losing the second arbitration.In St. Louis Branch 343, Vice President Bill Lister fought for compliance in a case involving anemployee’s suspension from workwithout pay. The arbitrator’s awardordered management to return thegrievant to work with back pay. Describing the management advocate’sreaction to the award, Lister said,“She was extremely upset. She saidthey were not going to honor thedecision.”The branch filed a non-compliancegrievance while management attempted to fight the arbitrationaward in the federal court system.Management eventually lost bothcases and finally returned the carrierto work–with even more back paythis time.PERSISTENCEStewards and branch leaders haveevery right to expect that a Step Bdecision or arbitration award will bethe final word on a labor/management dispute. Unfortunately, thebattle is not always over once a decision is rendered. In cases of noncompliance, it’s just beginning.However, the steward will find thathe or she enters that battle fullyarmed by citing Article 15, gatheringdocumentary evidence to prove thecase, maintaining a positive attitude,and remaining persistent.
PERSISTENCE PAYS INNON-COMPLIANCE CASEContinued from page 1Branch 124, a frequent questionfrom the PTFs was, “When am Igoing to make regular?”Despite the McGown award’s explicit language barring the PostalService from employing casuals inlieu of career employees, localmanagers refused to comply. Branch124 Vice President Clifford Jeffersonreported that the Service hired fournew casuals in his office alone rightafter the McGown award ordered anend to the practice. Fifteen werehired city-wide in a two-week periodafter the award was issued.“They just flaunted it right in frontof our face,” according to Jefferson.He immediately filed a grievancechallenging management’s failure tocomply with the McGown decision.Both Wharton and Jefferson tookcare to include all of the necessarydocuments to meet the union’sburden of proof. (See “EnforcingCompliance” on page 1.) Naturally,that included the McGown awarditself, to show the actual wording ofthe decision. The branch officersalso provided proof of non-compliance by including On Rolls Complement reports, correspondence fromthe Postal Service, Weekly FlashReports, Employee EverythingReports, wage schedulecharts, and writtenstatements fromletter carriers.Jefferson never once consideredgiving up despite the fact thatmanagement was refusing tocomply with a grievance that hadalready taken five years (1999 to2004) to win in the first place. “Iknew things would work out. Management was just acting like a hardheaded kid because they didn’t wantto stop using casuals,” said Jefferson.“But the carriers in this branch hadfaith in the system and we all knewthat a second grievance would takecare of it.”Lassan, who presented the case inarbitration, described management’sattitude prior to the non-compliancearbitration. He said, “They were asarrogant as they could be about thecase. They said they didn’t agreewith the first arbitration award andthat they were justified in ignoringit.”Key evidence in any non-compliancecase can be statements from themanagers who have candidly provided their reasoning or excuses forignoring a grievance decision. In thisparticular case, Region 8 NationalBusiness Agent Lew Drass was ableto provide evidence that the DistrictManager openly expressed hisdisagreement with the McGownaward by saying it was “wronglydecided.”In addition to that, the union representatives included other evidenceof management’s cavalier attitudetoward compliance. Drass haddocumented his attempts to meetwith the Manager of Labor Relationsto work on arrangements for enforcing the award. Drass provided fourspecific dates he attempted to meetwith management. He was careful toinclude details of how managementfailed to return his phone calls orcomments management had madeduring discussions.So flagrant was the local managers’failure to comply that they actuallyincreased to 66 the number ofcasuals on the rolls–up from 62 at5the time of the McGown hearing.The local union officials had pointedto that total number in their remedyargument to establish the monetarygain that management was enjoyingby refusing to implement theMcGown award. The high numberof casuals working in New Orleans,after the original award was issued,provided management with savingsof more than 1,000 in wages andbenefits for each work hour of theday.The branch included evidence ofmanagement’s profit-making to support a monetary remedy in the noncompliance case. This was a vitalthing to do. After all, the originalgrievance had resulted in a payoutof over 3 million. Without carefulcase preparation, an arbitrator mighthave thought that was sufficient andsimply issued a second “cease anddesist,” but no monetary remedy.To prevent that, the union arguedthat management had “thumbedtheir noses” at the original grievanceaward. They also argued that,without a financial remedy, therewould never be any incentive formanagement to comply with futuredecisions. The arbitrator clearlyagreed, by first noting in hisdecision that “managementcontinues to ignore the arbitralauthorities,” and then issuing amulti-million dollar award.The union representatives dideverything necessary to achievetheir goal of compliance with theaward. Even better, the membershipdid not have to wait five years forrelief in the second case due to thespeedier nature of the DisputeResolution Process. In the secondcase, the award was issued just a fewshort months after managementinitially refused to comply withMcGown’s instruction. For themembership, the payoff was not justfinancial. The payoff was also theincentive given to managementfollow arbitration awards and Step Bdecisions in the future.
MDA ACTIVISMcasino nights, and MDA nights atlocal minor league games. This variety of events helped Branch 7 raise 23,467 in just one year.BUILD A STRONGER UNIONTHROUGH MDA EVENTSUnion activism comes in manyforms—it’s not just limited to filinggrievances. That’s good news formembers who, while perhaps lacking contract knowledge, still want tobecome more involved in their localbranch.One way for members to becomeactive within the branch is fundraising for the Muscular DystrophyAssociation (MDA)—NALC’sofficial charity for more than 50years.Branch presidents often reach out tothe membership, seeking someoneto take on the role of MDA coordinator. That’s what happened to BobBracy, member of Branch 14 inLouisville, Kentucky. “My presidentappointed meto MDA fundraising nineyears ago,”said Bracy. “Ididn’t knowmuch aboutit, butI lookedupon it as achallenge.”The secret to Branch 14’s success hasbeen in providing a variety of eventsto attract people with different interests. “It keeps it fresh,” said Bracy.“Each year we hold a bowl-a-thon, agolf scramble, canister roadblocks,and most recently we added a pooltournament.”That strategy is also employed byanother contest winner—Branch 7of Lynn, Massachusetts. Somebranches just do one or two eventsa year, but Branch 7 tries to keep thefund-raising going all the time. Ac-““We try to put the ‘fun’ in fundraiser,” said Byrne. “You have to keeptrying new ideas in order to buildmomentum.” He admitted that someof the branch’s ideas weren’t immediately successful. However, hepointed out that the success of anyevent should not be judged by howmuch money it raises at first. “Anevent can still be a success becauseit builds interest and momentum,”Byrne explained. “Then it turns intosomething that people look forwardto and it’s eventually successful.”Holding a casino night might sounddaunting at first because it is thetype of event that could require paperwork and permits. However,Branch 7 handles that by leavingthose details to the professionals atthe local MDA office. “We just go tothem with one of our fund-raisingideas and they facilitate it for us byhandling all of thepaperwork. We justmake sure the people show up,” saidByrne.One way for members to becomeactive within the branch is fund-Branches can alsoincrease their fundraising success bytaking advantage ofopportunities thatare available locally.Branch 7 happensto have a source fordonated BostonRed Sox tickets, apair of which areraffled off at eachbranch meeting.This alone nets the branch 1,500per year for MDA.raising for the Muscular DystrophyAssociation (MDA)—NALC’s officialIt was a wiseappointment,as it turns out.Branch 14 wasone of theNALC/MDACampaignContestwinners because it raised 43,384 injust one year. The nationwide contest,which began in 1986, gives recognition each year to 10 NALC branchesfor their fund-raising efforts. (Seethe list of the most recent contestwinners at the end of this article.)”charity for more than 50 years.cording to President Pat Byrne, “A lotof our ideas are not big-ticket items,but something is always going on inthe branch that is generating fundsfor MDA.”For instance, Branch 7 holds candysales, Texas Hold’em tournaments,6Branch 924 of Freehold, New Jersey,came in first place for a branch of itssize by raising 3,618. Like Branch 7,this branch also takes advantage ofunique local opportunities. Vice
USPSBY THE NUMBERSUSPS OperationsNumberFebruary 2006Chg. fromSPLY*Total mail volume year-to-date(millions of pieces)90.3Mail volume by class (YTD in millions)First-Class41.9Priority Mail0.4Express0.0Periodicals3.7Standard 8%-1.2%1.4%3.8%-2.4%Revenue per piece in February (in cents)Total33.04First-Class38.62Standard Mail19.804.4%4.7%4.7%Daily delivery pointsPercent cityPercent rural145.1 8%City carrier routesRural carrier routes*SPLY Same Period Last Year**Net income shown before escrow requirementEmployment/WagesChg. fromSPLY*City carrier employment225,697Percent union members92.4%Percent career employees100%-1.3%0.0%——City carrier casual/TE employmentCasuals4,043Percent of bargaining unit1.9%Transitionals0Percent of bargaining unit0.0%-13.2%——-100%——City carrier per deliversupervisor18.2-0.4%697,217-0.6% 22.10/hour3.4%Career USPS employmentCity carrier avg.straight-time wageCity carrier overtime ratio(OT hrs/total work hours)Ratio SPLY13.2%13.6%Net Income in Feb. ( mil.)** 95.3Total Revenue 5,639.3Total Expense 5,544.0————681.1%5.5%3.9%This information compiled by the NALC Research Department from USPS reports.President Jeff Harness said, “In 2003,we decided to try something new, a‘Day at the Races,’ because we justhappen to have a thoroughbredracetrack nearby.”good relationships with their lettercarriers,” said Harness. The mailingrequests that postal patrons sponsortheir letter carrier in an upcomingwalk-a-thon.Harness described how the fundraising works at the track. “We sendletters to businesses asking them todonate gift cards and merchandise,”he said. “We raffle these off at theracetrack.” In addition, the racetrackadmission fee also goes towardMDA. “It’s been a great success,”said Harness. “The first year we hadabout 120 people show up. The following year, almost 150 people attended.”One branch that has special mailingsdown to a science is Branch 38—New Jersey Merged. This branch hasbeen the first place winner in its category (2,500 members and above) forthe past 16 years. Branch 38’s effortsmost recently netted an amazing 175,000 in one year.In addition to the Day at the Races,Branch 924 decided to try somethingnew in 2005. They targeted a mailingto approximately one half of the residents in their delivery area. “We target mail to certain routes that haveNumberFebruary 2006“We started with about 35,000 to 40,000 per year,” said Branch 38 President Bob Borgognoni. “I rememberwhen we broke the 100,000 mark. Itwas quite a milestone.”Branch 38 mails letters to patrons atapproximately 60 of the 175 stationsits members serve. Borgognoniwarns branches that are considering7this idea to start slowly. “There’s a riskthat a branch takes when they investup front in a mailing,”he cautioned.The branch learned by trial anderror how to target the mailing tocertain areas to ensure a good return in donations. “It really works,”Borgognoni said. “You have to startslow and build up your base. Oursjust blossomed on its own.”Members who are anxious to become more active in the unionshould consider MDA fund-raisingfor their branch. The contest winners have shown how successfulthey can be by planning events of allsizes—big and small—and by keeping the events varied. Other keys aretaking advantage of local opportunities and incentives, and leaving details to MDA professionals.Continued on page 8
MDA ACTIVISMMDA CONTEST WINNERSContinued from page 7NALC President William H. Young,who also serves as vice president ofMDA, urges all branches to join inthe 2006 MDA Campaign and reinforce the letter carriers’ tradition ofbeing at the forefront in this annualeffort. “If you’ve had a successfuldrive, keep it up,” President Youngsaid. “If your drive has fallen off inrecent years, take a new look, andmake 2006 the year to turn it around.If letter carriers have never had adrive in their community, this is thetime to start.”By becoming more involved inMDA, members will be raisingmoney for research into treatmentsand cures for neuromuscular diseases. In addition to that worthyachievement, holding MDA eventsalso builds unity and pride in theunion and helps it to grow as anorganization.NALCActivistCategory 1—1 to 99 membersFirst PlaceSecond PlaceBranch 924, Freehold, NJBranch 1043, Columbus, NE 3,618 3,069Category 2—100 to 499 membersFirst PlaceSecond PlaceBranch 7, Lynn, MABranch 619, Green Bay, WI 23,467 13,828Category 3—500 to 999 membersFirst PlaceSecond PlaceBranch 869, San Juan, PRBranch 358, Schenectady, NY 65,000 17,075Category 4—1,000 to 2,499 membersFirst PlaceSecond PlaceBranch 14, Louisville, KYBranch 2, Milwaukee, WI 43,384 23,177Category 5—2,500 and aboveFirst PlaceSecond PlaceBranch 38, New Jersey MergedBranch 343, St. Louis, MO 175,000 45,369Special CategoryAuxiliary 2003Vol. 19, No. 2Spring 2006Brooklyn, NY 7,210Non-ProfitU.S. PostagePAIDWashington, D.C.A NEWSLETTER FOR BRANCH LEADERSOF THE NATIONAL ASSOCIATION OF LETTER CARRIERSPERMIT NO. 2255Published quarterly by theNational Association of Letter Carriers100 Indiana Ave., NWWashington, DC 20001-21448
NBA John Casciano, 617-363-9299 May 5–7, Mass State Convention Retirement Preparation, Sheraton Four Points, Hyannis, MA. May 6–7, Vermont State Convention Route Inspection Training, Stowe-flake Inn, Stowe, VT. Contact your National Business Agent for more information about these sc
20547 Waverly Court Ashburn, VA 20149 888-636-NALC (6252) www.nalchbp.org 2019 NALC Health Benefit Plan High Option
long may you run - neil young 2 old man - neil young 3 out on the weekend - neil young 4 Heart Of Gold - Neil Young 5 Ohio - Neil Young 6 unknown legend - neil young 8 birds - neil young 9 powderfinger - neil young 10. Long May You Run Neil Young Intro .
and 2020 increases will be implement-ed retroactively as soon as possible. The effective date will be announced through NALC’s electronic platforms and in the NALC Bulletin. Cost-of-living adjustments for ca-reer letter carriers: Over its 44-month span, the agreement prov
The NALC Guide to Identifying Intentional False Editing of Clock Rings . 2 tacs
The Young-Girl as Phenomenon 23 2. The Young-Girl as Technique of the Self 48 3. The Young-Girl as Social Relation 62 4. The Young-Girl as Commodity 74 5. The Young-Girl as Living Currency 88 6. The Young-Girl as Compact Political Apparatus 97 7. The Young-Girl as War Machine 105 8. The Young-Girl Against Communism 114 9.
This guidebook is designed for the Young Marine Corporal and Young Marine Sergeant. There are two more guidebooks that you will receive as you progress through your career in the Young Marines. The Senior Young Marine Guidebook, and The Advanced Young Marine Guidebook. Each
The President’s Cabinet Carrying out the laws of the United States is a big job! To help, the President has a Vice President and department heads who advise the President on issues and help carry out policies. The Vice President serves as President of the Senate and becomes President if
ASME SA312 ASTM A 312 TP310S Stainless-Steel Tubes ASTM A312 / A 312M, ASME SA312 TP310S is the standard including seamless and welded stainless pipes ASME SA312 TP310S Stainless Steel Pipes ASTM A312 /A312M ASME SA312 Covers seamless, straight-seam welded, and heavily cold worked welded austenitic stainless-steel pipe intended for high-temperature and general corrosive service. ASTM A312 .
