Jeffrey Wyatt

A Upon arriving in the Springville PO, I saw the F4 hours were 254% over SPLY I implemented 2-hour lunch breaks for the PTF clerks, worked the allotted 15 hours of F4 time weekly, as the OIC In turn the F4 hours were reduced by -155% MTD Budgets were made and productivity increased, which also improved the CSV on the CRDO scorecard helping move the office up 6 spots on the CRDO scorecard and improve the NPA cell indicator
B Upon my arrival in Vincent, I pinpointed deficiencies and set expectations by delegating the parameters to achieve high performance and efficiency I did this by analyzing data acquired through the RECS outlier report In doing so, my F2A rural carrier performance had increased to -72% to plan and -53% to SPLY compared to 86% to SPLY prior to my arrival F4 Overtime was 1327% to Plan and 1304 to SPLY currently at -463 % to plan and 16% to SPLY Vincent has went from 46th place on the CRDO to 3rd place overall in the 8 week trend
C I effectively utilized RMSS for managing Rural Carrier schedules, and IVES for clerks to ensure optimal workforce planning and scheduling For instance, I noticed that my clerk hours were exceeding the limit, so I proactively worked the retail window myself to keep the clerk hours within budget Additionally, when I identified that one of my Rural Carrier Associates (RCAs) was approaching 60 hours of work, I acted by rescheduling the RCA to ensure they had time off and assigned another RCA to work, preventing overwork and maintaining compliance with district regulations These actions reflect my ability to carefully plan and adjust schedules based on operational needs, ensuring smooth operations and timely/efficient delivery
D Upon arriving in Springville I noticed the F4 operation was not in the most efficient location in the unit The clerks were forced to pull equipment off the truck across the building, and this was a safety concern and a time-wasting practice I moved the EAS desk as well as the distribution area, to ensure clerks were spending less time getting the mail into the distribution area and reduce possible injuries This has reduced time spent unloading, ensured employees aren’t put in an unsafe environment This has boosted morale and created a safer workplace FY24 Springville had 4 industrial accidents and since changing the floor plan we have had zero YTD
E When I arrived at the Vincent PO, I noticed that the facility wasn’t being maintained Customers would come in and complain about the way our building looked in their community They were also dissatisfied with the appearance of our landscaping I called the contract landscaper and gave instructions on what needed to be completed I placed a work order on replacing the light bulbs in the lobby and replacing stained ceiling tiles I cleaned the windows and got the building pressure washed including the sidewalk Once the work was completed, we received many calls from our customers thanking us for ensuring our facility shined in the community
F While working in Anniston there were consistent article 8 payouts, indicating inefficiencies and potential issues with overtime management My primary objective was to address these inefficiencies by reinforcing specific policies and holding employees accountable I enforced a strict policy regarding the 3996 process Attendance reviews were conducted, resulting in reduced overtime I enforced 1017A and B books to track and manage operations more effectively Employees were consistently reminded of daily expectations and held accountable for their performance By enforcing these measures, we established clear performance benchmarks, and as a result, overtime decreased, and article 8 payouts were minimal
G I have consistently demonstrated a strong commitment to Equal Employment Opportunity by ensuring fairness and respect for all employees and customers I have strived to create an inclusive and welcoming environment, treating all individuals with dignity, regardless of background or identity By fostering a culture of fairness, I have worked to ensure equal opportunities for all employees, while addressing concerns or issues in a sensitive and equitable manner My approach reflects a dedication to promoting diversity and ensuring that all employees, regardless of their background, feel valued and supported I have remained focused on fairness and inclusiveness in all aspects of my role at the post office
H During my time as an OIC at USPS, I took an active role in employee development by providing guidance and training to help individuals grow and succeed in their roles I have trained multiple 204B’s and due to my extensive knowledge and ability to train they have been put on detail as OIC’s in the MPOO group, and others have been promoted to EAS-17’s This has been instrumental in the success of the MPOO group and even brought many struggling 204b employees up to speed with the daily requirements and assisted in making their respective units successful
I I believe that good supervision is about leading, by example, effective communication and a stable environment with clear expectations I use my leadership abilities to bring guidance and stability to both my management team and my craft employees I set clear objectives and strive to help the employees meet them I coach, mentor, and listen to new ideas that result in enhancing the operation I ask employees for ideas or suggestions and through implementation, productivity and morale are improved This shows employees the value they bring and gets them engaged as a team that takes pride in achieving operational goals and creating a culture of pride in my unit This all took place in Anniston when I was there running the AM operation and tasked with achieving it on time DUT Through these measures we made goals daily and reduced F2 OT and eliminated POT as the carriers no longer waited on mail