All posts by : Shamima A

When Hurricane Helene touched down in Asheville, North Carolina, last month, Shawntane Duckworth stepped outside and into the storm. So many trees were falling onto her apartment building—more than three-dozen ended up falling on the property grounds—it felt unsafe to stay inside. 

The next day, however, a Saturday, Duckworth headed into work—a post office, where she serves as a letter carrier, to deliver mail. There was not much to do when she arrived at the powerless facility. She put on her headlamp and began sorting the mail for delivery, though no carriers went out on their routes that day. 

“I didn’t know and I didn’t want to get in trouble for not going,” Duckworth said, explaining why she went into work in the immediate wake of a hurricane. “No one told us not to.” 

As of Oct. 7, 11 days later, Duckworth was still without electricity and running water. Her husband is awaiting surgery after he broke his arm when a tree fell on it, creating a significant challenge to find child care for her 11-year-old son with special needs whose school remains closed. 

Still, Duckworth has shown up to work nearly every day since the hurricane devastated her city. 

Helene has wrought destruction throughout the southeast and Appalachia, causing more than 230 deaths. It has disrupted U.S. Postal Service operations in many states, some of which are still struggling to reopen facilities. In North Carolina alone, more than 20 post offices remain closed and some will need to be rebuilt after sustaining severe flooding and other damage. 

Tavon Wells, another carrier in Asheville who serves as president of the local National Association of Letter Carriers chapter, said the Swannanoa post office “essentially doesn’t exist” anymore. 

Duckworth’s story is similar to many postal employees throughout the region who spoke to Government Executive in recent days. Letter carriers typically missed one day of work before reporting for duty and attempting to carry out their routes. They frequently did so without access to showers, laundry or a generator. One North Carolina employee returned to work Monday, Oct. 7, just 10 days after three trees when through his house and it was deemed unlivable. His colleagues have set up a GoFundMe to help him rebuild. 

Jason Kimmel, a carrier in Hendersonville, North Carolina, said some of his colleagues attempted to go to work on Friday only to get stuck at their post offices, where they waited out the storm. By the following Monday, he said, about half of the carriers at his office were back to work. By Tuesday, attendance was pretty much back to normal—aside from the mounting backlog of mail that still had to be sorted and sent out. 

“Some people are still without power and clean water and they’re coming to work this whole time,” Kimmel said. “It’s pretty incredible, with the circumstances we’re dealing with.” 

While the staffing levels have returned to a near normal, the work itself is anything but. Carriers described walking over downed power lines, fallen trees and sinkholes as they navigate their routes. Places they normally went to use the bathroom along their routes, such as gas stations, are not open. Carriers have been forced to pull over on streets they normally drive down upon discovering parts of them have been washed away. Kimmel noted he must deviate from his normal route constantly due to road closures. 

Brian Obst, who represents letter carriers in Tampa, said his surroundings were a “devastation zone.” 

“I was stunned at how bad it was,” Obst said. 

Employees are also working extra hours due to the backlog of mail that built up. 

Ben Vess, another carrier in western North Carolina, saw 30 trees collapse on his property. His house is still livable, but his car was destroyed. He has not yet had time to talk to insurance adjusters, or to dig his car out, as he has worked late to catch up on mail deliveries. Still, Vess knows it could have been worse. 

“I know of at least four carriers personally who lost their homes,” he said. “I’m not going to complain about having to work with all they’re going through.” 

Duckworth noted the late hours have made it impossible to bathe. The Federal Emergency Management Agency has set up mobile showers for communities without running water, but ongoing curfews have forced those to close before Duckwoth ends her deliveries. Kimmel noted a similar issue has made it difficult for postal workers without the power needed to cook at home to find places to pick up hot food after they end their shift. 

A sense of normal 

Every postal employee with whom Government Executive spoke suggested they were motivated to return to work so they could do their small part in aiding in their community’s recovery efforts. 

Kimmel noted the first package he delivered upon returning to work caused the resident receiving it to break down in tears, telling him it was a gift for her son’s birthday and she did not expect to receive anything so soon. He noted it has become common for customers to stop him and talk for 10 or 15 minutes to share their hurricane stories. 

“With everything being so abnormal right now, visually, the emotional feel right now, everything is out of the ordinary,” Kimmel said. “Seeing the mail truck come by, bringing the catalogs, even junk mail, it’s the first sign that we’re digging out and getting back to normal.” 

He added it has helped the employees, as well, who value their daily interactions after the storm. He likened those conversations to “a form of therapy.” 

Obst said postal workers were an integral part of the Tampa community and they take pride in ensuring their customers are receiving their checks, medicines, passports and other essential items. 

“This is the way it works, we’re used to that,” he said. “It’s just a matter of working hard and getting it done.” 

That work is not getting done without some sacrifice, however. Duckworth noted she would prefer to go home to care for her out-of-school son and injured husband. She is pushing forward—noting she has yet to process the trauma of the last two weeks—and saving her days off for after her husband’s surgery. 

“I love my job, but at the same time we want to clean up our houses and take care of our families,” she said. 

Requests for help

Employees largely expressed appreciation for their local management, the supervisors who were also dealing with fallout from the storm. Local postmasters offered flexibility to their employees and instructed them to only come back to work when they felt safe doing so. 

At the district and national level, however, employees said they have felt less support. At times, there has been no communication at all—an issue exacerbated by the lack of electricity and cell service in many areas. Workers said they have faced pressure to return to work and ensure deliveries are being carried out. 

“They’re worried about their numbers, I’m worried, ‘Can I get my generator going long enough to make my food?’” said Vess, whose power was restored Oct. 7. 

Wells, the Asheville carrier and union leader, said he has been pushing the Postal Service to provide supplies and mobile showers at USPS facilities. 

“The public sees us each day [and] not being able to clean ourselves with showers, baths, wash our hands at work, it’s a little worrisome,” Wells said. “People have started to stink. We do a dirty job.” 

Duckworth hoped postal management would be able to secure some of the supplies FEMA and others are distributing for postal-specific use. USPS unions, who said they are working directly with agency management to get employees what they need, have set up relief funds for their members. 

“We just don’t have access to what we need,” she said. “It’s very frustrating.” 

Preparing for the next one

In Tampa, USPS, like the rest of federal, state and local officials, has turned its attention to Hurricane Milton. The storm has the potential to be one of the most devastating in Florida history and postal management has held regular meetings to develop a plan and ensure employee safety. Obst said supervisors discussed when to tell employees to stop working, though the expectation is they will continue making deliveries up until the moment operations cease. 

Obst noted he is concerned all the material that individuals have pulled out of their houses, such as appliances and furniture that got flooded, have yet to be collected. That can become flying debris during hurricane winds. 

Ultimately, Obst said he has told his members to make individual calculations. 

“If they don’t feel safe, they don’t go,” Obst said. “We have to do what we have to do take care of our families.” 

Federal employees and retirees should expect to pay much more for health coverage next year: the enrollee share of FEHB premiums is going up 13.5% on average, which is almost double from last year. OPM cites price hikes from providers and suppliers, more prescription drug usage, and behavioral health spending as the principal drivers for this increase.

How will this impact you this Open Season? I’ll walk you through premium changes in popular plans, discuss which ones saw their costs go up above and below the average, provide enrollment advice for two-person families, and discuss what to expect from FEDVIP options.

Recent History of FEHB Premium Increases

The 13.5% increase for 2025 marks the largest in recent memory. Just three years ago, the average enrollee increase was only 3.8%. It’s unclear whether 2025 will be an outlier or a trend, but federal employees and annuitants should prepare to pay more going forward and anticipate large premium increases in the future.

How FEHB Premiums are Changing in 2025

While the average enrollee share of premium is going up, not all plans reflect that trend. For the 144 FEHB plans available in 2024 and 2025, self only premiums will decrease in 28 plans, stay the same in 5 plans, increase below the 13.5% average in 69 plans, and increase above the average in 42 plans.

Some of the changes are striking: the largest decrease in enrollee share of premium is from Presbyterian Health Plan Standard (PS), available in New Mexico, which is 23% lower in 2025, saving self-only enrollees around $732 next year. Carefirst BlueChoice Blue Value Plus (B6), available in the Washington D.C. area, has the same premium in 2025 as 2024. The largest percentage increase is from Health Alliance HMO Standard (K8), available in several states, which is 66% higher in 2025 and will cost self-only enrollees $2,222 more next year.

How is your plan’s premium changing next year? Even if you’re happy with your existing coverage, it will likely be more expensive in 2025. Not all premiums increased at the same rate, and there may be new plan bargains available to you, which is why it’s important to know how this for-sure expense will impact your budget next year.

Blue Cross Blue Shield

About two-thirds of federal employees are enrolled in one of the Blue Cross Blue Shield (BCBS) plans—Basic, FEP Blue Focus, or Standard.

Both Basic and Standard increased above the all-plan average, and while FEP Blue Focus also went up, it was well below the average.

If you’re currently enrolled in a BCBS plan, when was the last time you evaluated the other two options to compare benefit and cost differences? This upcoming Open Season is a good opportunity to assess whether your current plan is still the best fit for your needs. 

There are many differences between Basic, FEP Blue Focus, and Standard, but some of the most significant are that Standard is the only plan where:

• You can see out-of-network providers,
• Receive mail-order prescription drugs (Basic has mail-order prescription drug coverage only for annuitants with Part B),
• Obtain skilled nursing care benefits,
• And receive IVF coverage, up to $25,000 annually.

If you’re enrolled in Standard and don’t use those benefits, you could save some serious money switching to Basic or FEP Blue Focus, and you’ll get to keep your existing BCBS in-network providers. Families switching from Standard to Basic would save $3,147 in premium next year, and families switching from Standard to FEP Blue Focus would save $7,403.

Self-Plus-One vs Self & Family Enrollment

Married couples and two-person families can enroll as self-plus-one or self and family. Most of the time, self-plus-one is the cheaper enrollment choice, but there are 46 FEHB plans where self-&-family enrollment is less expensive than self-plus-one, and 10 plans where the premiums are the same.

There is a sizable amount of money at stake based on your enrollment decision. For example, a two-person family considering the D.C.-area Kaiser High (E3) plan can save $64.23 bi-weekly enrolling as self-&-family compared to self-plus-one. That adds up to $1,670 annually.

OPM has released a chart that shows which plans have lower self and family premiums. Look for the enrollee share of premium and choose the enrollment option that is cheaper. You’ll receive the same plan benefits regardless of enrollment type. 

FEDVIP Premiums

FEDVIP premiums have historically increased at a much lower rate compared to FEHB plans. For 2025, FEDVIP dental plan premiums will increase 2.97% on average, and FEDVIP vision plan premiums will increase by .87%.

The Final Word

Your FEHB premium will most likely go up in 2025, and most likely by quite a lot. The 13.5% increase is only an average, and many plans will cost more. While only one factor in your overall plan selection decision, the premium is important because it’s a for-sure expense. You absolutely must check to see how yours is changing for 2025 and consider whether another plan is a better value for you and your family. The 2025 FEHB Open Season starts Nov.11 and ends Dec. 9.

Kevin Moss is a senior editor with Consumers’ Checkbook. Checkbook’s 2025 Guide to Health Plans for Federal Employees will be available on the first day of Open Season, Nov. 11. Check here to see if your agency provides free access. The Guide is also available for purchase and Government Executive readers can save 20% by entering promo code GOVEXEC at checkout.

Senators Bill Cassidy, R-La., and Mark Warner, D-Va., want the IRS to make it easier for people to go online to get information about refunds, respond to IRS questions and more. The pair have introduced the Improving IRS Customer Service Act to push the agency to make more expansive improvements to such customer service needs.

Warner called the IRS “the source of massive headaches” in a statement, saying that he is “glad to introduce this legislation that will ease some of this frustration by increasing clear communication and making IRS resources more readily available.”

The bill — being touted by the duo now following its introduction last month — includes a requirement for the IRS to set up a dashboard with wait times for phone lines and tax return processing if the agency is dealing with delays.

The proposal also includes some items the IRS says it’s working on already. 

One section in the bill requires the IRS to give taxpayers individualized, specific information about tax return status, including whether the agency has received their return and when taxpayers should expect their refund.

The IRS has a tool dubbed Where’s My Refund already, and providing more details through the tool is listed as a priority in the IRS Strategic Operating Plan for how it will spend the $60 billion it has via the Inflation Reduction Act. The IRS says in that plan that it updated Where’s My Refund in 2024 to provide more details and saw a nearly 30% increase in its use.

The bill also calls for the IRS to make a website or application to let taxpayers view returns and IRS documents or notices online — and upload a response to the tax agency online if needed.

Improving IRS online accounts is a huge priority already as the agency looks to move into the digital age, IRS Commissioner Danny Werfel told Nextgov/FCW previously.

The IRS wants to enable individual taxpayers to do most interactions online, it says in its Strategic Operating Plan. Among the specific efforts: giving taxpayers the ability to view digital copies of most notices and letters, access digital forms and view last year’s tax return forms.

Efforts to improve business and tax professional accounts also feature in the plan. 

The bipartisan bill additionally includes a push for more callback technology for taxpayers when the IRS doesn’t pick up within ten minutes and a requirement that the IRS inform individuals facing economic hardship of collection alternatives. 

The IRS expanded callback options to nearly all phone lines during the 2024 filing season and called back over 4 million callers, it says in its Strategic Operating Plan. 

Continued IRS funding will be critical to maintaining the work started under the IRA, Werfel and Treasury Secretary Janet Yellen told reporters last month. 

The senators’ press release for the bill includes statements of support from the National Taxpayers Union and American Institute of CPAs.

“It should be easy for taxpayers to get the information they need from the IRS,” Cassidy said in a statement. “We can streamline the process and give Americans the transparency they expect.”

The Equal Employment Opportunity Commission is celebrating more than 20 years of a “working, living” management directive that has promoted efforts to eliminate and prevent discrimination at federal agencies.  

EEOC issued Management Directive 715 on Oct. 1, 2003, and it superseded previous affirmative action management directives — mandating more extensive data collection. For example, it required agencies to collect information on their permanent and temporary workforces by race, national origin and sex. 

The directive also requires agencies to annually update their EEO policy statements and perform self-assessments to prevent discrimination. 

Agency officials touted the directive in an article published by EEOC as an important tool providing insights in how the federal government can be more effective in uncovering and preventing potential discrimination in its agencies.

“Two decades of data from MD-715 shows that the federal government has increased the diversity of its workforce, particularly at the senior pay level. MD-715 has also made it easier to collect data and identify barriers affecting specific EEO groups in the federal workforce.”

MD-715 was the first new EEOC management directive since 1987. In 2013, EEOC launched an online system that enabled it to collect anti-discrimination data from agencies electronically, making analysis easier. 

Between fiscal years 2003 to 2021, the number of women at the federal senior pay level has increased from 25.5% to 39.3%. There also have been increases in participation rates at such level for Black, Hispanic and Asian employees. 

However EEOC acknowledged that some groups were still underrepresented at the senior pay level compared to the government’s permanent workforce. In fiscal 2021, Hispanic workers made up 5.1% of individuals in the senior pay grade despite being 10.1% of the overall federal workforce. For Black employees, the relative comparison is 12.6% and 20.5% respectively. 

Relatedly, the Office of Personnel Management in July encouraged agencies to conduct analyses to discover pay disparities along gender or racial and ethnic lines among their workforces. 

Government Accountability Office in 2023 found that Hispanic representation in the federal workforce was lagging behind the overall U.S. civilian labor force. 

“Ensuring equal opportunity for all federal workers requires constant effort and vigilance,” said Dexter Brooks, associate director of the EEOC’s Office of Federal Operations, in a statement. “Looking toward the future, the EEOC will continue to monitor MD-715 data to ensure equal employment opportunity for all in the federal sector.”

The campaign of former President Donald Trump has missed deadlines to accept assistance from the federal government to prepare for a transition should he win the election, potentially making a change in administration even more stressful for federal employees. 

Each campaign is supposed to execute a memorandum of understanding regarding transition assistance with the General Services Administration by Sept. 1 and with the White House by Oct. 1. GSA’s agreement covers office space and information technology support, while the one for the White House entails transition staffers’ access to federal agency facilities, documents and employees. 

Vice President Kamala Harris’ campaign reached an agreement with GSA on Sept. 19, almost three weeks late, and a Biden administration official told Government Executive in a statement that it has entered an MOU with Harris, although such a document has not yet been made public. However her campaign’s accompanying ethics plan for transition team members has been posted. 

The official said that the federal transition coordinator is “actively working with the Trump transition team to complete an MOU.” A GSA spokesperson said that the agency “is prepared to begin providing services to the Trump transition team once an MOU is executed.” 

The Trump campaign did not respond to a request for comment but has previously told Government Executive that it is continuing “to evaluate and communicate with GSA about the options related to the support offered by GSA.” 

It would be challenging for the White House to establish the second agreement with Trump without his first signing GSA’s document, as that agency provides secure networks and .gov email addresses that enable federal employees to safely exchange information with verified individuals. 

“[Agencies] need to plan. There’s a lot of investment that goes in, so the uncertainty of not having those MOUs in place presents a real challenge to them,” said Max Stier, president of the Partnership for Public Service, at a press briefing on Monday. “There’s going to be a ton of work that has to be done…the early investment is critical to get it done and not to put even more burden on the career civil servants.” 

PPS, a nonpartisan good government group, hosts a Center for Presidential Transition that provides assistance to campaigns and agencies with respect to changes in administration. 

Valerie Smith Boyd, who leads the PPS Center for Presidential Transition, said the agreement with the White House is necessary for the incoming administration to access the agencies it is about to manage. 

“We have one president at a time. The federal agencies are part of the current administration. And for federal agencies to share information and to meet with a president-elect, it’s important to define the terms of where that takes place [and] what type of information may be shared at a high level,” she said. 

While the MOUs are optional, Stier argued they’re “optional at a real risk.” 

“On this proposition [of] ‘we don’t trust the government,’ that’s a problem, because at the end of the day, if you’re running it, you’re going to have to be trusting it,” he said. “There may be elements of things that you’re concerned about, but you’re going to need to engage, and if you don’t engage, that really will put our country in jeopardy.”

Boyd did stress that other aspects of transitional planning are moving along. 

The White House set up the Transition Coordinating Council composed of senior Biden administration officials. Both campaigns have named individuals to lead their transition teams. And each agency has named an employee in the career Senior Executive Service as transition director. 

Eric Katz contributed to this report.