Grievances - Chapter 15 
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(For grievance samples, click on this link: GRIEVANCE SAMPLES

  • Important points
  • Be prepared
  • Purpose of a grievance
    • What is a grievance?
    • Avoiding grievances
  • What can be grieved?
    • Exclusions from the grievance process
    • Other actions: "only one bite at the apple"
  • The grievance process
    • Taking action on a complaint
    • Obtaining guidance
    • Two kinds of grievances
    • Deadlines
    • Grievance flow chart
    • Presenting the grievance
    • Grievances and ADR
    • Grievances and Arbitration
  • How to write a grievance
    • Tips for writing a grievance
    • Level of evidence required 
    • A 3-sentence grievance 
    • Explanation of parts
    • Step by step process
  • Samples

Important points

  • DEADLINES!!!  Do not miss deadlines; otherwise you may lose the grievance.
  • Keep members educated and informed about the process and deadlines.
  • Be familiar with Article 20 of the contract.
  • Keep Local 1998 Leadership informed of grievances as they progress.
  • Use the samples on the website.
  • Arbitration can only be invoked by a vote of the Executive Board.

Preparing for grievances

Reading material:

  • Article 20 of the contract (the negotiated grievance procedure)
  • Article 21 of the contract (alternative dispute resolution)
  • Article 22 of the contract (arbitration)
  • Chapter 14 of the Steward Manual (how to handle complaints)
  • Chapter 15 of the Steward Manual – this chapter (how to file grievances)

Well before an employee comes to you with a complaint, you should be familiar with the negotiated grievance procedure.  This procedure is located in Article 20 of the contract, the latest version of which went into effect on July 3, 2001.  Even if you have been a Steward for a number of years, you should familiarize yourself with the provisions of this article as there have been a number of significant changes and improvements in the grievance procedure since the previous contract (the September 23, 1991 version). 

When an employee comes to you with a complaint, refer to Chapter 14 of this Steward Manual for tips on how to proceed.  After investigating the complaint and reviewing the alternatives for resolution, if you have determined that the negotiated grievance procedure is the most appropriate means for seeking correction of the issues giving rise to the complaint then the following information will be useful.  

Purpose of a grievance

What is a grievance?

Article 20, Section 2 of our contract defines a "grievance" as follows:

A grievance means any complaint by an employee concerning any matter relating to employment of the employee; by the Union concerning any matter relating to the employment of any employee; by any employee, the Union or the Employer concerning the effect or interpretation or claim of breach of a collective bargaining agreement, or any claimed violation, misinterpretation, or misapplication of any law, rule or regulation affecting conditions of employment.

§ 7103(a)(9) of the FSLMRS defines a "grievance" as follows:

   (9)     "grievance" means any complaint--

            (A)     by any employee concerning any matter relating to the employment of the employee;
            (B)     by any labor organization concerning any matter relating to the employment of any employee; or
            (C)     by any employee, labor organization, or agency concerning--
                        (i)     the effect or interpretation, or a claim of breach, of a collective bargaining agreement; or
                        (ii)     any claimed violation, misinterpretation, or misapplication of any law, rule, or regulation affecting conditions of em

Ultimately, a grievance is a verbal or written complaint made by an employee or a Union Rep.  Going further into the grievance process simply involves elevating that complaint to higher levels of Management by certain prescribed deadlines.  If that process does not end satisfactorily, then the Union may consider invoking arbitration, which involves an outside, independent person sitting in judgment on the merits of the complaint and the remedy requested.  

Avoiding grievances

It is never the goal of NFFE Local 1998 to file a grievance, unless it is necessary and warranted.  Any problems or disputes that can be resolved amicably, early, and informally without resorting to a written grievance should be.  However, there will be times when a grievance is necessary, and - as explained in Chapter 9 - a Union Rep should never fail to file a grievance and should always be mindful of timeframes and deadlines.  

Some Union reps in the past have been reluctant to file grievances.  Some did not want to “make waves” or impair their relationship with Management.  Avoiding grievances and settling disputes amicably and informally is always the best option.  Having a positive relationship with Management is always a good thing, and should be encouraged.  However, human nature being what it is, there will be inevitably come a point where – regrettably – a grievance must be filed.  At that time, the Union Steward’s job is to file the grievance. 

In a roundabout way, Management actually expects the Union to file grievances, and if the Union does not file any grievances, then Management will view the Union as not doing its job.  This happened back in 1989, when Management attempted to decertify the Local 1998 as the Exclusive Representative of Passport Services’ Bargaining Unit Employees:  Part of Management’s argument that Local 1998 should be decertified was the fact that “During the entire three year term of the current contract, the union has failed to prosecute or advance a single grievance.  Only once since its recognition in 1982 has the union even proceeded to arbitration.” 

So, keep in mind:

  • Attempt to work out problems informally, early, and amicably without resorting to a grievance
  • As best you can, maintain or enhance a positive relationship with Management
  • Be prepared to file grievances
  • File grievances when necessary – do not hesitate to file a valid grievance 
  • Get help and guidance from Local 1998 leadership

What can be grieved?

There are many complaints that can be addressed via the grievance process.  Some of these complaints include, but are not limited to, the following issues: 
  • Annual Appraisal/Evaluations
  • Promotions
  • Discrimination based on race, color, religion, sex, sexual orientation, national origin, age, marital status, disability, lawful political affiliation, participation in EEO activity, participation in Union activity)
  • Poor treatment (e.g., lack or respect, dignity, common courtesy)
  • Proposal to take performance-based action (e.g., demotion)
  • Proposal to take disciplinary action (e.g., suspension)
  • Denial of official time
  • Denial of annual leave or sick leave
  • Failure to provide advanced written notification to the Union of a change in working conditions
  • Termination/suspension of compressed work schedule
  • Any violation of the collective bargaining agreement (contract)

Exclusions from the grievance procedure

Article 20, Section 3 of the contract lists a number of exclusions from the grievance procedure.  Most of these exclusions are copied from 5 U.S.C. 7121(c), while the remainder derive from other legal authorities and decisions.  These matters may not be contested via the grievance process:

  • Any claimed violation of USC Chapter 73, Subchapter III, relating to prohibited political activities;

  • Retirement, life insurance, or health insurance;

  • A suspension or removal for reasons of national security;

  • Any examination, certification, or appointment; or

  • The classification of any position which does not result in the reduction of grade or pay of an employee.

  • Individual appeals to Reductions-in-Force.  This does not prevent the Union from filing a grievance alleging violation of this Agreement or violation of appropriate regulation on matters affecting other than an individual case. 

  • Non-adoption of a suggestion, disapprovals of quality step increases, and performance awards or other kinds of discretionary or honorary awards.  However, grievances may be filed alleging violations of Article 19. 

  • The content of critical elements and performance standards.  However, grievances may be filed alleging violations of Article 18.   

  • The termination of temporary employees with appointments of 700 hours or less and probationary employees.

The fact that these matters are excluded from the grievance procedure does not always mean that they cannot be contested in another forum.  For example, an employee who disputes the classification of his position can file a classification appeal, not a grievance.  For example, an Executive Order mandates an administrative appeal process for an employee whose security clearance is denied, so he/she may contest that via the Department of State’s appeal process.  

Other actions: “only one bite at the apple”

While a matter may be subject to the grievance process, if an employee or the Union has already contested that complaint via another procedure, then that may prevent the matter from being grieved as well.  For example, if an employee has filed a formal EEO complaint regarding the denial of his promotion, then generally that employee cannot also file a grievance regarding the same matter.  (See Article 20, Section 4)

The Grievance process

Taking action on a complaint

The grievance process begins after the Union representative has become aware of a potential violation, usually after an employee has asked the representative for assistance.  For guidance on how to handle complaints, read Chapter 14 of this Steward Manual. 

If the result of the complaint investigation is that a grievance is warranted, then take the following steps:

  1. Meet with the employee to advise him/her of the results of your investigation.

  2. Prepare the grievance for the employee’s review.

  3. Verify the remedy sought.  

  4. Determine if the remedy is obtainable.  If not, advise the employee of what may be obtainable. Do not seek remedies that are not obtainable.

  5. Do not promise to get the remedy sought.

  6. Do not promise that the grievance, if not resolved, will be referred to arbitration.

Some things to remember:
  • Be aware of time frames.  Prepare a tracking form to keep track of the time frames.
  • Prepare a tracking form to keep track of the time frames.
  • Prepare a grievance file with all necessary documents and notes. 
    • Make a copy for the Union office, one for the grievance (minus your notes), and your own personal copy.
    • If seeking advice or assistance from the Local 1998 leadership make full copies for them.

Obtaining Guidance

The Union representatives in an office should always keep each other aware of grievances and complaints as early as possible, and should update each other on the latest events relating to the grievance – unless there is a compelling reason offered by the grievant (e.g., conflict of interest) for keeping one or more of the local office representatives “out of the loop”. 

The Union representatives should also keep the Local 1998 leadership (President, Vice President, Secretary-Treasurer, Recording Secretary, and Chief Steward) apprised and up-to-date on any grievances filed.  The Local 1998 leadership should be contacted for guidance on grievances, though NFFE Business Representatives may also be contacted directly (see Chapter 7). 

  • When seeking advice or assistance, remember, the advice or assistance you receive will be based on the information you have compiled.
    • A thorough investigation and good record keeping will result in good advice and assistance
    • Bad or inaccurate information will result in bad or inaccurate advice and could cause the loss of the grievance. 
  • It is also helpful to write a first draft of the grievance yourself, even if you have not written one before, and then email that draft to the Local 1998 leadership when seeking guidance. 
Two kinds of grievances

There are two kinds of grievances that can be filed by the Union:

1)     a step grievance, and

2)     a Grievance Between the Parties. 

Step grievances are covered by Article 20, Section 6 and Section 7.  These include the Informal Grievance, Step 1 Formal Grievance, Step 2 Formal Grievance, and Step 3 Formal Grievance.  Informal Grievances can be presented orally or in writing, while the other steps must be submitted in writing.  Local office Union representatives – Senior Stewards and Union Stewards – generally file Informal Grievances, Step 1 Formal Grievances, and Step 2 Formal Grievances.  Occasionally someone in the Local 1998 leadership may file one of these grievances on behalf of an employee.  For Step 3 Formal Grievances, generally those are filed by a member of the Local 1998 leadership.  The reason for this is that they are being filed with HQ, and they are the last step prior to possibly invoking arbitration. 

Grievances Between the Parties are covered by Article 20, Section 8.  These are only filed by a member of the Local 1998 leadership, usually the Union President.  They are filed with the Deputy Assistant Secretary of State for Passport Services, and they must be submitted in writing. 


A grievance has to be filed by the deadline specified in the contract.  The deadlines can be extended by mutual agreement.  

An act or occurrence happens, giving rise to grievance

Within 30 days of an act or occurrence, or the date the employee was aware or reasonably should have been aware of the act or occurrence

Can file an Informal Grievance

Within 15 days

Management response is due

Within 15 days of a timely response, or the date the response was due if none received

Can file a Step 1 Formal Grievance

Within 15 days

Management response is due

Within 15 days of a timely response, or the date the response was due if none received

Can file a Step 2 Formal Grievance

Within 15 days

Management response is due

Within 30 days of a timely response, or the date the response was due if none received

Can file a Step 3 Formal Grievance

Within 30 days

Management response is due

Within 30 days of a timely response, or the date the response was due if none received

Union can invoke Arbitration 

It is the responsibility of the Senior Steward and Union Steward in each office to ensure that deadlines for filing grievances are met.  Simply because guidance has been sought on filing a grievance does not turn the matter completely over to the Local 1998 leadership or a NFFE Business Representative. 

Consequences of missing deadlines

If Management fails to meet a deadline, then the grievance is simply elevated to the next level.  That means that the Union may file a higher level grievance, within the specified deadline – that clock starts ticking on the date that the Management response was due, even if none is received.  See Article 20, Section 7j. 

If the Union or the individual grievance fails to meet a deadline, then the grievance may be terminated, with no recourse.  This is why it is vitally important to meet the deadlines. 

“Reasonably should have been aware”

For the initial Informal Grievance, the deadline is 30 days from the act or occurrence, “or the date the employee was aware or reasonably should have been aware of the act or occurrence”, per Article 20, Section 6a.  This means that if an event happened in January, for example, but the employee was not aware of this event (e.g., he/she did not receive a copy of an appraisal) until May, then the employee may file the grievance within 30 days of the date in May that he/she learned of the act or occurrence. 

Grievance Flow Chart

The following guide serves only as a general reference to the complaint process.  The contract should always be consulted when filing a grievance.


Presenting your Grievance

If you are going to present an Informal grievance orally instead of in writing, or if you are initiating or invited to attend a grievance meeting with Management, there are some key points to keep in mind in order to effectively make your case.  In addition, meetings between Management and any employee regarding a grievance – grievance discussions – are formal meetings (see Chapter 9), and Management must invite you to attend (whether or not you filed the grievance for the employee), so these points may be useful in that context as well. 

Relationship with management   

  • Steward and management representative have equal status at the grievance meeting.

  • A good relationship solves more problems than an adversarial one.

Your personal conduct

  • Collective bargaining and grievance presentation is an “art” which each individual must develop in his/her own unique style. 

  • Personal attitudes toward management, you client, and members of the Union will determine how effective you are.

  • Remember, you are representing someone.  Your conduct could affect the outcome of the complaint.

Have your facts ready

  • Be prepared.  Being prepared will enhance the resolution of the grievance.

Time your presentation

  • Schedule your presentation at a time that will allow for ample discussion.  Try to avoid inconveniencing the supervisor.  An irritated supervisor will not do much to resolve your problem.

Let them save face

  • Whether we admit it or not we all do not like to admit we were wrong.  The same applies for the supervisor.  Find ways to save face.

Know when to stop talking

  • Do not monopolize the discussion.

Grievances and Alternate Dispute Resolution (ADR)

Article 21, Section 1 of the contract provides for Alternate Dispute Resolution of disputes through grievance mediation offered by the Federal Mediation and Conciliation Service (FMCS).  According to the first paragraph of Article 21, Section 1, grievance mediation can occur between Step 1 and Step 2 of the grievance process.  However, the parties have used ADR at other steps of the grievance process as well. 

What is ADR?

ADR involves the intervention of an acceptable, neutral, third party into the dispute process.  Mediators have no decision making authority in the dispute.  They do not work for Management, but rather for FMCS, which is an independent body. 

Why invoke ADR?

When used in a grievance, EEO complaint, or appellate process, ADR attempts to lessen the adversarial relationship and create an atmosphere for resolution.

ADR allows the parties to explore possible remedies to the grievance, complaint, or appeal and develop an acceptable resolution without the use of a formal third party decision maker such as an arbitrator or administrative law judge. 

Requirements for ADR

Participants must have the authority to resolve the issue(s) and enter into a binding agreement.  (Note:  Exception would be agency-head review of a negotiated labor agreement.) 

In the case of a grievance, EEO complaint, or other appeal process, parties are usually asked to sign a statement that:  “if an agreement is not reached, neither party will use any of the information developed during the process in any formal proceeding following the failed ADR process.”  This includes the calling of the third party as a witness.If an agreement is reached, it will be reduced to writing as a Memorandum of Understanding (“MOU”) or Memorandum of Agreement (“MOA”).  The agreement is enforceable and information developed during the process may be used to enforce a signed agreement. 

Grievances and Arbitration

Arbitration is the process by which an impartial third party renders a decision on a grievance.  Arbitration is governed by Article 22 of the contract.  The arbitrator is independent and does not work for the Department of State – usually he/she does not work for the government at all.  Arbitrators interpret and apply the terms of the contract (including established practices) and laws and regulations bearing on conditions of employment.  Once arbitration is invoked, the parties contact FMCS to obtain a list of seven arbitrators.  5 U.S.C. Section 7121(b)(1)(C)(iii) mandates that negotiated grievance procedures provide for binding arbitration of unsettled grievances.

Role of the Local 1998 leadership and NFFE Business Representatives

Arbitration cases are handled by the Local 1998 leadership and/or by NFFE Business Representatives.  In some cases, the Union may hire outside legal counsel.  Senior Stewards and Union Stewards do not represent the Union at arbitration, unless they have sufficient training and experience, and have been specifically designated as the Union’s authorized representative by the Local 1998 Executive Board.  The reason for this is that arbitration is a very intense, very complicated, very high risk endeavor which requires the most qualified and experienced representatives that the Union has to argue the case.  At stake are the outcome of the grievance, possible precedents that affect the rest of the bargaining unit, Duty of Fair representation consequences (see Chapter 9), and the dues paid by the members (if the Union loses). 

Management follows a similar policy – for example, Regional Directors, Adjudication Managers, etc. do not argue the case for Management in an arbitration hearing.  Rather, Management sends either the Department of State’s Chief Labor-Management Negotiator and one Department of State employee relations attorney or Management sends two attorneys to advocate Management’s position. 

What a Union representative needs to know before invoking arbitration

  • A thorough knowledge of the grievance/complaint/appeal which includes any and all evidence being presented by both sides.  Know the facts of the case.

  • Understand that an arbitrator’s decision is binding and that neither party has control over what the decision will be.

  • Need to remember we are trying to represent the best interest of the employee and the Union, not ourselves.  The employee may be ignorant of the arbitration process, possible outcome, etc.

  • Need to be realistic in the possible outcome of arbitration or other third-party proceeding.  Arbitration costs money, and it should not be entered into lightly or frivolously.  Not all grievances should be advanced to arbitration. 

  • The Executive Board must approve, by a majority decision, a proposal to invoke arbitration. 

  • The Union is under no obligation to pursue all unresolved grievances to arbitration.

  • A decision to arbitrate must be based on:

– Merits of the case
– Affect on the Local
– Availability of funds
– Cost versus benefit

  • A decision to not arbitrate must never be based on union membership (see Duty of Fair Representation, Chapter 9)

How to write a grievance

Tips for writing the grievance for Senior Stewards and Stewards

  • Address the grievance to the appropriate management official.

  • Reference the name of the grievant and his/her title. List the issues giving rise to the grievance including dates and times of occurrence. 

  • If there is a main issue, list this one first followed by other subordinate issues.

  • State the facts of the case briefly.  Do not go into a lengthy explanation.

  • State your positions on the issues briefly.  Do not argue your case in writing.  Provide any mitigating factors.

  • List remedies requested.

  • If the grievance is over a disciplinary action you should request that the disciplinary action and all related documents be removed from the record and the employee to be made whole for any lost wages and/or benefits.  Add to the remedy:  “Should the evidence support the action taken by the employer the penalty should be reduced to….”  followed by appropriate reasons to lower the penalty.

  • Request a meeting, if appropriate.  This is where you can argue your position contained in the written grievance. 

  • Request a prompt response as provided for in the Agreement. 

  • If circumstances warrant it, you may offer management the opportunity to request additional time to respond.

  • Sign the grievance with your title.  

Level of evidence required – preponderance or substantial

If you are making an argument or submitting evidence with a grievance (which is not required – see “A 3-sentence Grievance” in this chapter) then in some cases it is necessary to establish the case with a “preponderance of evidence” or “substantial evidence”.  For most grievances, it is simply necessary to make a persuasive argument for the Union's position. 

Substantial Evidence:  “The degree of relevant evidence that a reasonable person, considering the record as a whole, might accept as adequate to support a conclusion, even though other reasonable persons might disagree.”  This is used as the standard of proof in all adverse actions processed under 5 U.S.C. Chapter 43 (Performance-based actions – also see Article 23). 

Preponderance of Evidence:  “Degree of relevant evidence that a reasonable person, considering the record as a whole, would accept as sufficient to find a contested fact is more likely to be true than untrue.”  This is the standard of proof required in any discipline/adverse action initiated under Chapter 75 (Misconduct – also see Article 24).  Same standard of proof is necessary to support an affirmative defense or when grieving/appealing an action the employer allegedly failed to take or when making an allegation of discrimination or disparate treatment. 

A 3-sentence grievance 

A grievance does not have to be lengthy, wordy, or written in legalistic jargon to be valid or effective.  A grievance can be written in as few as three sentences.  

Consider this scenario: Joe is a GS-9 Passport Specialist who has been a GS-9 for 3 years and who complains that he has not received his career ladder promotion.  He was rated Excellent overall on his most recent annual appraisal.  After obtaining official time for yourself and for Joe, interviewing Joe, investigating the case, and seeking guidance, you determine that a grievance is appropriate to address the problem.  You can write the following grievance: 

In accordance with Article 20 of the contract, I am submitting this Step 1 Formal Grievance on behalf of GS-9 Passport Specialist Joe, regarding his career ladder promotion to GS-11.  Management has violated relevant legal authorities, including Article 15 of the contract, by not promoting Joe to the GS-11 level.  I respectfully request that Joe be made whole, including being promoted to the GS-11 level with back pay plus interest.  

That is a complete and valid grievance.  

Explanation of parts

You may also choose, when you feel it is appropriate, to write a lengthier grievance.  The reasons for doing this are to make sure that the evidence, legal authorities, and arguments are clear and persuasive to the Management official who will be deciding the case. 
There are a number of parts to this type of grievance filed by NFFE Local 1998 Union Reps (see samples below for examples).  What follows is an explanation of those parts.  


Only a Union Rep may use the Union Letterhead when filing a grievance.  Employees filing their own grievances may not use the letterhead.  

Contact Info
Put your name, position with the Union, and your phone # here.

Type of Grievance
Title the grievance appropriately – Informal Grievance, Step 1 Formal Grievance, Step 2 Formal Grievance, or Step 3 Formal Grievance. 

Be mindful of deadlines/timeframes for filing the grievance. 

Address the grievance to the lowest level Management official who has the authority to solve the problem, except that all Step 3 grievances need to be filed with the Managing Director or the Deputy Assistant Secretary of State. 

Briefly explain what the grievance concerns. 

The negotiated grievance procedure is found in Article 20 of our contract, so always note that the grievance is filed in accordance with that procedure.  The grievance should state that the event or action being grieved was in violation of “appropriate” or “relevant” “legal authorities”, and if there are specific citations then say “including” those citations.  Note: some of the sample grievances on the website charge a specific violation only, and do NOT follow that example.  Always say something along the lines “I am filing this Informal Grievance regarding a violation of relevant legal authorities, including a violation of Article 15, Section 7” rather than simply saying what happened is a violation of Article 15, Section 7. 


Body of the grievance
There are a number of optional formats for the body of the grievance. Three options are given below, but there are many others.

1st Option

Simply state what happened and why it was a violation. 

2nd Option

Relevant Legal Authorities
Sometimes it is helpful to cite the laws and contract provisions that are alleged to have been violated, as this makes it easier for the reader to focus on what is being grieved. 

Facts of the Case
“Just the facts, ma’am.”  Here is where you put the incontrovertible facts, such as a description of an employee’s work history or details of what transpired in a dispute. 

Bargaining History
Sometimes it is helpful to include an explanation of how a certain provision in the contract came into being, especially when there is a dispute over its meaning.  Of course, this portion should only be written in consultation with one of the Union Negotiators. 

Union’s Argument
Here is where you explain why what happened was wrong and why Management should take action to fix the problem.  The goal is to both persuade the reader that there was a violation and also to persuade the reader on what the corrective action should be. 

3 Option

Response to Management’s Denial of Earlier Grievance
This is used when Management has rejected an initial grievance and you need to counter the arguments or reasons made by the lower level Manager when attempting to persuade the higher level Manager.  Always note that you are incorporating the earlier steps of the grievance and include them as attachments. 


Succinctly wrap up what happened, what was violated, why it was wrong, and why appropriate corrective action should be taken. 

Requested Relief/Remedy
Usually you will want to say something like “make the employee whole” and then include specific examples of how that would transpire.  For example, in a delayed promotion case, you would state: “I respectfully request that the employee be made whole, including being promoted retroactively to ____ along with back pay plus interest”. 














Sample Grievances

Main Article  Grievance Sample
Article 6 Respect & Dignity (Step 1) - September 9, 2005 
Article 7 Official Time - May 13, 2004
  Official Time - November 8, 2004
  Official Time - April 21, 2005
Article 8 Moving Employees' Desks (Step 1) - January 18, 2006 
Moving Employees' Desks (Step 2) - February 28, 2006 
Moving Employees' Desks (Step 3) - April 21, 2006 
Office Space - June 2, 2002 
Office Space - September 29, 2005 
Article 9 Dues Deductions - August 8, 2002
Article 15 GS-9 to GS-11 Promotion (Step 1) - December 20, 2002
  GS-7 to GS-9 Promotion (Step 1) - January 28, 2002
  GS-4 to GS-5 Promotion (Step 1) - November 9, 2001
  GS-4 to GS-5 Promotion (Step 2) - December 5, 2001
GS-9 to GS-11 Promotion (Step 1) - August 24, 2005 
GS-9 to GS-11 Promotion (Step 2) - June 2, 2006 
GS-3 to GS-4 Promotion (Informal) - March 3, 2006 
GS-5 to GS-6 Promotion (Step 1) 
GS-5 to GS-6 Promotion (Step 2) 
GS-5 to GS-6 Promotion (Step 3) 
Article 18 Unfair Annual Appraisal/Procedure (Informal) - March 21, 2003
  Unfair Annual Appraisal/Procedure (Step 1) - April 22, 2003
  Complexity & Overall Rating - May 9, 2003
  National Standards Study - September 16, 2003
  Adjudication Standards - January 30, 2004
  AFPM/ACSM Elimination - April 8, 2004
  Unfair Annual Appraisal (Informal) - March 4, 2005
  Unfair Annual Appraisal (Informal) - March 14, 2005
  Unfair Annual Appraisal (Step 1) April 8, 2005
  Unfair Annual Appraisal (Step 2) May 10, 2005
Unfair Annual Appraisal (Step 3) - June 8, 2006 
Unfair Annual Appraisal (Informal) - March 6, 2006 
Unfair Annual Appraisal (Step 1) - April 17, 2006 
Unfair Annual Appraisal (Step 2) - May 11, 2006 
Unfair Annual Appraisal (Informal) - April 7, 2006 
Unreasonable New Performance Standards (Informal) - March 17, 2006 
Unfair Measurement of OT Desk Adjudication - March 30, 2007 
Article 24 Five-Day Suspension - August 29, 2003
  Letter of Reprimand - April 26, 2005
Article 26 CWS Termination - July 25, 2003
  CWS Implementation (Informal) -  September 21, 2002
  CWS Implementation (Step 1) - October 9, 2001
  Part-Time - June 21, 2002
Removal from CWS (Step 3) - January 19, 2007 
Forced Participation on 4/10 CWS w/Night Shift (Step 3) - January 15, 2008
Article 27 Duty Officer Rotation - January 19, 2007 
Article 28 Overtime Policy - May 19, 2005 
Overtime Access - January 13, 2006 
Mandatory Overtime - April 13, 2007 
Article 29 FLSA Status - April 20, 2004
Article 31 AWOL - September 24, 2002 
  AWOL - December 12, 2003 
Tardiness (Informal) - March 3, 2006 
  Administrative Leave Grievance - January 20, 2005 
Sick Leave (Informal) - November 28, 2005 
Article 32 Health & Safety (Step 1) 
Health & Safety (Step 2) - February 1, 2006 
Health & Safety (Step 3) - March 21, 2006 

Sample Information Requests

Article 24 Request for Disciplinary Information - May 24, 2002
Article 29 FLSA Status - April 20, 2004 (Information Request after the Grievance)