CSG Direct Mail and the Postal Customer Council

The Postal Customer Council® (PCC®) program is a valuable resource for business mailers, large and small. Local PCCs serve as an open channel for USPS-to-business communication, providing information and best practices for cost-effective and profitable mailing, education and training, and solving local challenges. Though most PCC members include large business mailers, government agencies, and business mail service providers, small businesses can benefit from PCC membership, too.

Your local PCC offers these benefits…

• Learn from postal experts about marketing through the mail.
• Find new sources for mailing lists. Printing, database management, and more.
• Get discounts to major mailing industry events.
• Network with other mailers, business mail service providers, and USPS executives to discover new ways to make your mailings more efficient and profitable.
• Hear first-hand from other decision-makers on how they deal with the same challenges you face.
• Leverage best practices to improve mailing effectiveness, efficiency, and profitability.
• Gain knowledge about postal products, services, and tools to improve mail quality through workshops and events—and earn a professional certificate to boot.

The US Postal Service continues to modernize and automate steps to keep postage low and better serve its clients. Every event put on by your local Postal Costumer Council is a chance to come learn about new and innovative features.

For example the new Business Customer Gateway from the US Postal Service. The Business Customer Gateway gives you a single, unified landing point to access the Postal Services’ online business offerings. These channels consist of the products that support intelligent Mail Full Service Mailing. This includes PostalOne!, FAST (Facility Access and Shipment Tracking), CLDS (Customer Label Distribution System) and Mailer IDs (MID).

For more information and PCC locations in Nevada:

Northern Nevada PCC
2000 Vassar Street
Reno, NV 89510-9998

Cindy Cornelison,
PCC Postal Co-Chairman

cynthia.k.cornelison@usps.gov
T (775) 788-0690
F 775-333-2805

Matt Balzer,
PCC Industry Co-Chairman

matt@mmswest.com
T 775-331-5554

Southern Nevada PCC
1001 E Sunset Rd
Las Vegas, NV 89199-9996
Web site

Craig Colton,
Postmaster

craig.m.colton@usps.gov
T (702) 361-9200
F (702) 361-9215

Marilyn Fenimore,
Customer Relations Coordinator

marilyn.m.fenimore@usps.gov
T 702-361-9544

State of the Postal Service Part 2

Continued from Part 1

As we continue to review our volume, revenue and financial projections for fiscal years 2012 through 2015, it has become apparent that our financial situation is becoming even more precarious. First-Class Mail volume is declining even more rapidly than we had previously predicted. Standard Mail volume is flat, and in any event cannot adequately compensate for the declines in the much more profitable First-Class Mail that we are experiencing. Therefore, it is clear that we must reduce costs at an accelerated pace.

Our most significant area of cost is in compensation and benefits, and one key driver of those costs is simply the sheer size of our workforce. Therefore, the Postal Service has to be able to reduce the size of our workforce if we are to have any hope of insuring that our costs are less than our revenue. Based on current revenue and cost trends, and assuming a move to 5-day delivery, the Postal Service can only afford a total workforce by 2015 of 425,000, which includes approximately 30% lower cost, more flexible, non- career employees.

Attrition and certain other measures will allow us to achieve a portion of the savings needed to match expenses with revenue by 2015. We estimate that attrition will only result in a staff reduction of approximately 100,000. However, in order for the Postal Service to reduce complement to meet projected volume degradation, we must eliminate roughly 220,000 career positions between now and 2015.

In order to eliminate the remaining 120,000 career positions by 2015, to restore the Postal Service to financial viability, it is imperative that we have the ability to reduce our workforce rapidly. Unfortunately, the collective bargaining agreements between the Postal Service and our unionized employees contain layoff restrictions that make it impossible to reduce the size of our workforce by the amount required by 2015. As explained below, it is not likely that the Postal Service will be able to eliminate these layoff protections through collective bargaining, given the nature of collective bargaining and interest arbitration. Therefore, a legislative change is needed to eliminate the layoff protections in our collective bargaining agreements.

As a Solution we recommend that reductions in bargaining unit postal employees should be governed by the RIF provisions applicable to federal competitive service employees. These provisions must supersede existing contract provisions and should not be subject to modification or supplementation through collective bargaining to avoid conflicts of law and to maintain necessary continuity among bargaining units.

Applying the federal statutory and regulatory competitive service process to the postal bargaining unit workforce could be done in a manner that would produce the following positive results:

The Postal Service could quickly reorganize and right size its bargaining unit workforce utilizing one set of established rules.
Postal bargaining unit employees would have the substantive and procedural protections provided by RIF rules, but collective bargaining agreements would be prohibited from having no lay-off clauses. Issues related to lay-off and reassignment to lower levels would be removed as subjects for collective bargaining.
Postal bargaining unit employees would challenge their lay-offs or involuntary reassignments to lower levels to the MSPB rather than through the grievance procedure.
Veterans’ preference is preserved.
The Postal Service would have a significant tool to return to financial solvency, thus protecting businesses and the majority of jobs for the hundreds of thousands of postal and other employees in the postal industry.

The recommended statutory change would be to modify Title 39, United States Code, to apply the RIF provisions of Title 5 and implementing regulations governing the competitive service to the Postal Service’s bargaining unit employees and to make clear that collective bargaining cannot modify or add to such rights, nor limit the rights of management that are part of the current federal competitive service RIF process.

In Conclusion We recognize that asking Congress to eliminate the layoff protections in our collective bargaining agreements is an extraordinary request by the Postal Service, and we do not make this request lightly. Indeed, the Postal Service generally believes that it and its unions should be free from Congressional mandates as to the provisions of its collective bargaining agreements and that the Postal Service is best served when the bargaining parties can resolve their differences through collective bargaining. However, exceptional circumstances require exceptional remedies.

The Postal Service is facing dire economic challenges that threaten its very existence and, therefore, threaten the livelihoods of our employees and the businesses and employees in the broader postal industry and overall economy, of which the Postal Service continues to play a large part. If the Postal Service was a private sector business, it would have filed for bankruptcy and utilized the reorganization process to restructure its labor agreements to reflect the new financial reality. Because this option is not available to the Postal Service, we believe that this extraordinary request is a key to securing our future and our continuing ability to provide universal service to our nation.

We are urgently engaged with Congress and the Administration to achieve a legislative resolution that will allow us to best serve our customers. Whatever the outcome, not only will it affect the Postal Service – it will shape the future of the entire mailing industry. Meanwhile, our commitment to providing excellent delivery service and connecting senders and receivers across the nation remains unchanged. We will continue to focus on our customers, and to partner with the mailing industry to ensure that together we are positioned to fulfill the changing needs of American customers.

State of the Postal Service Part 1

Information provided by the US Postal Service:

This recession has been particularly cruel to the postal service, already battered by the popularity of e-mail. Total mail volume is declining and just Last year we saw the biggest decline in mail since the Depression: volume fell by 4.5%, or about 9 billion pieces.

The postal service continues to loose volume in it’s largest, most profitable segment: First class mail. The postal service ended the 2008 fiscal year with a $2.8 billion loss, and the next two years may well be worse.

In response to the continuing decline in mail volume and revenue, the Postal Service has taken unprecedented steps over the past decade to reduce cost in areas within its control, including cost reductions totaling $12 billion in the past four fiscal years. The Postal Service has already identified and is pursuing a number of needed legislative changes that would help to return it to solvency.

Actions have been taken across the board to address the financial situation including: Work hour reductions, distribution compression, national distribution center realignment, facility optimization, equipment optimization and restructuring efforts.

The Postal Service is also undertaking, or has proposed, a number of additional steps to help it achieve the cost savings necessary to restore financial solvency. With respect to its delivery network, the Postal Service has and continues to aggressively pursue an optimization initiative that has led to fewer delivery routes, despite the growth in delivery points, along with more efficient usage of vehicles and fuel. In addition, the Postal service has urged Congress to allow 5-day delivery, an essential step in right-sizing the delivery network to reflect the fact that the Postal Service is now delivering a decreasing amount of mail to an ever-expanding number of delivery points.

The Postal Service is also closely examining its retail network, to identify opportunities where postal-operated facilities can be consolidated or replaced with alternate access channels that are both more cost-effective and provide greater access and more convenience for customers. The first step in this process was recently taken by the identification of approximately 3,700 retail facilities that will be studied for possible closure or conversion to contract postal services.
The Postal Service is also moving forward with efforts to streamline its mail processing network.

Currently, the Postal Service has over 500 facilities where mail is processed. Because of the decline in mail volume, referenced above, and the change in mail mix that has led to fewer pieces of mail requiring end-to-end processing, efforts are underway to continue to optimize this network using Area Mail Processing studies and other consolidation initiatives. We anticipate reducing transportation miles and costs and reducing the number of processing facilities to below 200.

Continue to State of the Postal Service Part 2

CSG Direct Mail app US Mail Tracking at PCC

The Northern Nevada Postal Customer Council Direct Mail vendor fair took place last Friday, the 19th of November; at the Atlantis Casino Resort in Reno Nevada.

This was Reno’s first direct mail vendor fair in a very long time as the new PCC board is revamping the local chapter.  The PCC used to be held in the state capital of Carson City but has since moved to Reno since it is the SCF and the main BMEU for the region.

Direct Mail Booth

CSG Direct was there (of course) to show off lots of our current technologies and direct mailing innovations. We brought samples of our variable data personalized printing, dimensional or textured printing, personalized 2d barcodes, Intelligent Mail Barcodes and of course our direct mail tracking application CSG DIRECT MAIL.

We had hoped to bring samples of our newest variable personalized digital mapping for direct mail printing but they were not ready in time, so we’ll save those for another day. We didn’t really need the variable maps though, since our direct mail application on the iPad stole the show.

We brought two iPads so we could show many as many people as possible as the crowds gathered around our booth. Michael Hemphill jokingly declared, “We come from the future” as he proudly demonstrated his newest US Mail Tracking innovations.

PCC Newsletter – July 2010

PCC NewsletterThe July PCC Newsletter is out.

Click on the image to open it –>

Michael Hemphill from CSG Direct was last months guest speaker. He taught the local market about the USPS Business Gateway.

The Northern Nevada PCC is one of over 200 PCC chapters across the country. The PCC’s mission is to provide a professional environment where both the USPS and local business mailers can interact and learn from each other. Our Lunch & Learn events provide information on current topics and the opportunity to network directly with colleagues and USPS representatives.

PCC Lunch and Learn: Business Customer Gateway

Postal Customer CouncilPCC of Northern Nevada Lunch and Learn Series

Guest Speaker: Michael Hemphill of CSG Direct, Inc

The US Postal Service continues to Michael Hemphill PCC Luncheonmodernize and automate steps to keep postage low and better serve its clients. Come learn about the new Business Customer Gateway from the US Postal Service.

The Business Customer Gateway gives you a single, unified landing point to access the Postal Services’ online business offerings. These channels consist of the products that support intelligent Mail Full Service Mailing. This includes PostalOne!, FAST (Facility Access and Shipment Tracking), CLDS (Customer Label Distribution System) and Mailer IDs (MID).

Here is the USPS Business Customer Gateway Powerpoint (trimmed)

Speaker: Michael Hemphill of CSG Direct, Inc

Topic: Business Customer Gateway

Location: Atlantis Casino, 3800 S Virginia St, Grand Ballroom 5

Date: Thursday May 20, 2010

Time: Registration at 11:30 am, Lunch served at 12:00

Cost: $20

Reserve your seat by contacting Cindy Cornelison at 775-788-0690.
Call early to request a vegetarian meal.

Here is a scanned copy of the postcard invite from the PCC:

PCC Luncheon