Nick’s Platform
A Consistent Adaptive Approach to Leadership
During my term as NBA, I have maintained a standard operating procedure that has increased the number of qualified stewards to address issues with management in the region and enhanced the abilities of stewards with specialized skills to meet the increasing challenges presented by management on multiple fronts. Specialized skills and an organized strategy for wiping out backlogs and maintaining dignity and respect have improved the working lives of members in the region, while saving the union money over time. I will continue to adapt to the needs of members in the region through education, communication, mentorship, and contract enforcement. No challenge is too big when we have great stewards and branch officers working to build a unified front for the rights of our members!
Unparalleled Education
One of my first acts as NBA was to update Steward College. The Region developed two new tracks to replace the old year 3 (Train the Trainer) and 4 (Arbitration Advocate training). The new year 3 is now solely focused on combating discipline, including an in-depth dive on specific types of discipline. Year 4 is now a contract interpretation training focused on all Articles of the National Agreement not covered in the first three years of Steward College.
Before I became NBA all states held one steward college a year and all were on a strict rotation. Every state had the same curriculum every year. I have left it up to the States to decide how many sessions and what training they would like taught each year; this has almost tripled the amount of steward colleges we teach in a year. Year 1, Basic Steward College, is offered every year in the Region for branches that need new stewards trained.
Although constitutionally the Business Agent oversees training in the Region, I have left it up to the states to decide what training they need, and we will provide what they request.
In 2019, I started bringing the Directors of Education (DOEs) from each state to the Regional Office to set the training for Regional Assembly. All states now have input for the agenda of classes taught at RAP.
Nationally Assigned Assistants
During my term of office I have increased the number of Nationally Assigned Assistants from less than 5 to over 30. NAAs are deployed almost every day in all corners of the region to support our members. NAAs have been appointed in all six states in Region 2, to represent smaller branches and to assist larger branches when in need. The success of the Region depends on having good people to put out the fires as they pop up in the region. We have developed great NAAs and the region is much better for it.
Backlog Teams
In 2021, it became apparent there were several branches struggling to keep up with the malicious non-compliance of the Postal Service. We would send an NAA into an office where they were backlogged, and they could not get the branch caught up. I decided to put together “Backlog Teams.” We started with 5 experienced NAAs as “team leads” to teach new NAAs the ropes in teams of four. The net effect was that we were able to help dozens of branches dig out of backlog situations. The teams have cleared literally thousands of grievances since the inception of the backlog teams.
An intended circumstance of the backlog teams was that we found several new talented stewards who have become NAAs and continue to help the branches all over the Region.
Route Inspection Teams
It became obvious the Service had no intentions of following Chapter 2 of the M-39 and giving Letter Carriers fair and reasonable route counts and inspections. Branches were not prepared to counter the sheer number of violations management teams were intentionally making. I decided we need trained people to specialize in route counts and inspections. Over the past couple of years we have sent teams anywhere needed to combat the absolute disastrous adjustments management implemented—with great results.
JSOVB Teams
Similar to the backlog teams and RC&I teams there was a need to have some NAAs specialize in protecting letter carriers on the workroom floor. We were seeing JSOVB grievances that were not completely developed or were argued incorrectly. It is important when carriers are being mistreated that we build the best case file possible to enforce the requirement that management provide a workplace free from violence, intimidation, and bullying. To do so we will send our most experienced representatives to win these grievances.
Joint Workplace Improvement Process
The new National Agreement strengthened the language in the JWIP. We have been successful in getting the Western Area to join us in conducting JWIP interventions in the Region. While still in the early stages, the first few we have done have been successful.
Defunct Branches
I transferred membership from over 10 non-functioning branches to larger functioning branches that can support the members in locations where they have never received local representation. I committed to the gaining branches they would not be burdened with the financial hardship of sending stewards to the absorbed branches. I have kept that promise to every branch.
Arbitration
The National win percentage for arbitrations is about 60%. In Region 2, advocates have maintained a win rate near 70%, which is well above the national average. During my term as NBA, I added an additional prep day for arbitration, providing the time necessary to properly prepare for hearing. In 2026, the Region 2 staff updated the Arbitration Advocacy training and trained 14 potential new advocates. This training course will be offered as needed to ensure we are as successful as possible at arbitration.