Upload
others
View
0
Download
0
Embed Size (px)
Citation preview
Philippine Postal Corporation2016 Programs, Projects, and Activities
Integrated MarketingCommunications Program
Integrated Marketing Communications Program
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
1. MARKET RESEARCH ANDINTELLIGENCE
Research on market analysis covering:• Business opportunities• Market share• Market segmentation• Market competitors• Strategic positioning• Costing and Pricing• Trends and forecasts• Issues and challenges• Customer needs and analysis• Brand and product awareness
1st quarter
Customer Satisfaction Survey2. PRICING PROGRAMMAIL SERVICES• (Market) Penetration Pricing
and/or Market-Oriented Pricing• Shall be applied to products and
services that is new to the market• Strategy: Setting the price low
with the goals of attractingcustomers and gaining marketshare- The price shall be raised oncedesired market share is gained
• Simplified Pricing Matrix• Competitive Pricing and Attractive
Discounts
Cost – Plus Pricing- Shall be applied to existing
products and servicesStrategy: Cost as constant; salesforce shall be given a flexibleplus or a profit margin bracketthat they can bargain with the(corporate) clients
• Standardized Corporate Rate• Pricing modification by zone
instead of per country ordestination
• Price RationalizationLogistics And Warehousing• Establish Flexible rates with the
main objective of getting thepatronage of the GovernmentSector (Niche Market) whereinlower rates can be offered and
• Acquired more government-to-government transactions 1st quarter
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
raise the rates once a suitable levelof patronage has been establishedRetail and philately
StampsIncorporation of 12% VAT in everystamp denomination
3. PRODUCT DEVELOPMENT AND MANAGEMENT PROGRAMMail Servicesa. EMSa) Same and Next-Day Delivery
Servicesb) Door-to-Door Delivery Servicesc) SMS Notification Servicesd) Full Track and Trace Servicese) Barcoded Products and Servicesf) Wider Delivery Coverageg) Collect on Delivery Service for
the eCommerce Businessh) Return service
To capture 4.86% of the total marketshare valued at 1.377B
Additional Revenue from collection ofpayment and return service.
1st-2nd quarter
b. Ordinary Mailsa) Time- Bound Delivery Servicesb) Proof of delivery servicesc) Hybrid Mail
1.1B in Revenue19M in Revenue
c. Registered Mailsa) Full track and trace servicesb) Time-bound delivery services (5
Days within MM, 7 Days for KeyCities and 10 Days other areas)
c) Downloadable RRRd) Barcoded Products and Servicese) Online retrieval for the copy
signed eRRR connected andmatched with DMTS
• 506M in Revenue• Maintained Patronage of
Government Offices, Law Offices,BSP, banking financial institutionsand new clients acquisition
• Real time updating of delivery statuswith matching scanned eRRR
Logistics and Warehousing Servicesa. Logistics Service•Nationwide and last mile deliveryvia Land and Sea
•Just-In-Time Pick up and Delivery•Reliable and Real Time Trackand Trace System
•Cargo Insurance coverage•Complete and immediatereturn/submission of deliverydocuments (RIS/Bill of Lading,POD,etc.
• Price Flexibility
• Increased patronage of PS-DBMand convinced DepEd and DOH toavail the service with estimatedrevenue of Php260M
• Acquired revenue of at least P50Mfrom COMELEC for the 2016National Election
1st quarter
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
b. Warehousing Service Availabilityof additional warehouses/ storagefacilities and equipment in priorityareas, SMED, Mega Manila, SanFernando. Pampanga, Cebu, andDavao
Realized a revenue of Php20M 1st quarter
c. Value Added Services• Packaging, Crafting, Inventory
Management• Realized a revenue of Php5M from
SC and DepEd
Retail and philately1.1 Issuance of CommemorativeStamps
• 8 Issuances;• Target Revenue – P4M
1st Q – 1 RegularPrint
With Embellishment
•3D Embossed Coinage Printing•Scented Stamps•Tactile•Matte Finish
Quarterly
Sale of PhlPost Merchandise
Realized a revenue of:• 18.2 M (600,000 pcs) for PHLPost
Pak• 4.375 M for 25,000 pcs for
BalikBayan Box• 16 M for 400,000 pcs of Bubble
Envelope• 3.96 M estimated revenue for other
PHLPost merchandise such aspackaging tape, mugs, tumblers,keychain, bookmark, tshirts
1st QuarterDistribution ofboxes in the areas
Production of Other Philatelic Items:Album Pages; Stamp Book;Philatelic Packs
Target revenue – P2M Year Round
Expansion of Personalized SelfieStamps Target Revenue – P29M Year Round
Fully loaded Postal Station withthe following products andservices• acceptance of Postal ID• PHLPost Money Remittance• Sale of PHLPost Merchandise
Increase in Sales and more competitivein the market Year round
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
Postal Station• Build New Partnership with new
Postal Station Operators• Sustain and Maintain the existing
Postal Stations
• 62 Postal Stations with generatedrevenue from accreditation Fee of 6Million
• Maintain the existing 154 PostalStations
Year round
Renovation of Postal Museum &Library
• Image enhancement & retention• Promotion & preservation of Stamps
and other Philatelic productsePostMO• Nationwide remittance• fast, reliable and secure
remittance• Price flexibility• With SMS notification upon
sending and receiving money• Reliability of cash flow
• Penetrate the remittance market andgenerate php50M gross revenue
Postal ID•Migration to the new plastic formatwith multiple enhanced physicalsecurity features
•A secure and trusted identificationservice to the general public in theform of Philippine GovernmentIssued ID card
•System generate ID identifier, useinternational standard acceptedformat with provision of the postalcodeEnhanced to be a lifetime cardwith debit/prepaid card
• Realized a revenue of at least 3Million (In Volume) 1,243,200,000 inpesos
• Reinforce its market position as aprimary identification documentaccessible to the general public
Collection Services(Bayad Center and Third Party)• Fast, secure and reliable• Simple process
• Realized a revenue ofPhp26,200,000.00
RENOVATION AND RELOCATION PROGRAMStandardized Look ,Feel and Size(Small, Medium, Large) of PostalOutlets (stations, counters,acceptance offices)
200 Postal Outlets relocated and/orrenovated based on the standardizedarchitectural design
Renovation and/or RelocationProgram
At least 1 teller for small postal outlets(2 for medium and large PO) thathandles all productsAn office that is equipped with Point ofSales System
EXPANSION OF RETAIL NETWORK
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
c. Expansion of Retail NetworkMAILS SERVICES
1. EMS and eRRR acceptanceoffice widest coverage2. Build domestic andinternational linkages –partnerships
200 Acceptance office for EMS
ePostMO•Expand network•Alliance strategy
- Adding 400 epost mo sites and settingphp250 daily service fee target per postoffice- Additional EpostMO Sites per area
1. 202. 403. 904. 605. 506. 407. 408. 309. 30
- International partnership witheurogiro,instant cash and IME- Domestic partnership with cebuanalhuillier, LBC and Bayad Center
1st quarter
Postal ID•Postal ID Agent•Expansion of Capturing WorkStation
150 Postal ID Agent allocated into 9areas
1.172.173.144.175.176.177.178.179.17
Postal Station (62 outlets – mall based
1st quarter
Collection Services• Expansion of network• Relocating/transferring of non
performing outlet.
Adding 100 outlets allocated into 9areas:
1.1 02.1 03.1 04.1 05.106.1 07.158.1 09.15
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
Online Selling of Philatelic Products
•Increase revenue generated fromselling stamps domestic andinternational philatelists.
•Utilize the Express Mail Services asdelivery channel.
•Utilize ePostMo as alternativePayment Channel
ECOMMERCE API
API for eCommerce Platforms(Lazada/ Zalora / Alibaba /Tackatak / aCommerce) -Outsourced (Architecture willcome from Digital)
System to provide end to endecommerce delivery solution for variousecommerce platforms
1st Quarter
Mobile App (IOS / Android) -Outsourced (Architecture andStructure will come from Digital) Easier access to PHLPost's Products
and Services.1st Quarter
eCommerce platform, pickup anddelivery, tracking of mails andparcels as a portal for theincreasing smartphone users
1.2 DIGITAL SERVICES• Digital Addressing (Database)• Database to be used and sold to
companies for direct mailing.• Addresses can also be used for
updating and Address cleansing.
A demographic profile of addresses
SALES AND ACCOUNT MANAGEMENT
Tri-Media Campaign• 40 Radio Ads Placement (30
seconds) annually for mails, logistics,postal ID, and remittance annually
• 12 Print Ads Placement (1/4) formails, logistics, postal ID, andremittance annually
• Media Fellowship conducted annually
Digital Marketing 14 Box Ads Placement annually formails and eMall
Events
• Participated in 6 Trade Fairs reachingabout 900 MSMES annually
• Conducted Partners’ Night for morethan 100 clients annuallyStrengthening client relationships andacquire new clients through theconduct of Customers’ VOICE (450participants nationwide – government
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
agencies, law offices, topcorporations on every area)
• Conducted 7 events for Philately topromote collection of stamps
• 10 Pinoy eMall Nationwide Caravanto reach 500 MSMEs (OTOP)annually
• Job FairsConduct Customer Symposium
• Regional Festival• Schools EventsConference and Convention
Promotional Campaign
• 2 Main Event Sponsorships - boothinstallations and sponsorships on keyfestivals and Christmas events toimprove and enhance brand visibility
• Raffle and Rewards Program forwalk-in and regular customers
RISK AND CRISIS COMMUNICATION PROGRAM1. Issue-based Monitoring Daily monitoring of media mileage and
issuesJune - December2016
2. Risk and Crisis CommManagement implementation (withworkshop)
• 1 Risk and Crisis Comm ManagementPlan ready
• Committee in place and functional• No. of issues successfully managed
Year-roundFirst Sem of 2016Year-roundYear-round
Operations ImprovementProgram
Operations Improvement Programs
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
1. Enhancement of EMS1.1 Introduction of POS at PostOffice Counters Interfacing IPS &DMTS
No more use of pre-printed forms
1.1.a. Provision of ElectronicPrinting of WB, CN23
EMS Mail/parcels will be sorted anddispatch bill printed and prepared perdestination at the Tellers
1.1.b. Per destination Make-up &Dispatches
Mail parcels can be traced from end-to-end;
Mailers can trace the update of theirmailings on-line, this will lessen calls& formal inquiries;
Revenues are being captured rightafter the transaction; and
Automatic generation of performanceand statistics report.
1.2.Separate Network for EMS • Acquired more government-to-government transactions
1.2.a. Continuation of Creation ofEMS Hubs in Areas with Radius of50km Delivery Coverage
Three (3) year phase of 68 EMS hubcreation:
2015-19 hubs 2016- 25 2017-24 hubs
1.2.b. Set-up of Pick-up Service
Eligible clients can book for pick-up oftheir mailing either by phone or onlinebooking; and
This will generate additional volumeas sending mail will now beconvenient.
1.3. Adopt EMS Hub DeliveryScheme
1.3.a. Door-to-door DeliveryIncluding Global Expre’s, Airparcel & ePacket
This will generate additional revenuefrom the delivery of these parcels.
1.3.b. Use of Android-GPSTechnology (Delivery Guide &Real-time Update of Information)
This activity will improve productivityof Couriers/LC as they can accuratelylocate the delivery address.
2. Warehouse and Logistic Solutions2.1 Construct and set-up WH andSMED with WH facilities andequipment.
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
2.1.a. Construction of Warehouse Accommodate new clients and
lock-in volume for fulfilment anddelivery Accommodate BalikbayanBox shipments.
2.1.b. Racking System Maximize usage of vertical space2.1.c. Forklifts (Diesel & BatteryOperated)
For lifting, transfer, and piling ofheavy shipments to elevated racks.
2.1.d. Hand Pallets & Pallets Easy movement of heavy shipments2.1.e. Wrapping machine Secure shipments FROM wet and
tampering; Fast processing2.2.Establishment of warehouse
facilities in Areas
2.2.a. Construction, renovation ofproposed warehouse in Areas2.3. Procure or DevelopWarehouse ManagementSoftware
Increase revenue for WH, Logisticsand eCommerce portal
Can be interfaced with WMS2.3.a. Pick & pack solutions Additional revenue stream2.3.b. Inventory managementsolutions
Additional revenue stream
2.3.c. Report, billing, statisticsmanagement
Additional revenue stream
3. Improvement of Operational and Mail Security Systems, procedures & Standards3.1. Update policies, processes andprocedures
3.1.a. Training/ Orientation ofPostal Tellers
Centralized counter acceptance DG awareness and proper
acceptance of DG mail items Postal Products and Services
3.1.b. Training/ Orientation ofBack Office Personnel
Handling, preparing and dispatchingmail matters in accordance with thenew make-up and dispatches
3.1.c. Drivers & Couriers Train Drivers & Couriers with thenew systems to be developed.
3.1.d. Letter Carriers Train and orient LC on the newperformance standards to beimposed and use of deliverygadgets.
3.2. Update Mailing forms
3.2.a. CN 22, CN 23, CP 72 Declaration forms should have
statements regarding DG items Tellers with the sender shall sign to
attest that the parcel does not
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
contain prohibited DG
3.2.b. EMS & DEMS ConsignmentNote
3.3. Improvements of MailingSupplies and Materials
3.3.a. Plastic seal3.3.b. Bag Label
3.3.c. Mail bag, tray, cage Avoid crumpling of mail matters Enhance speed and accuracy in
processing Tampering can be easily be
detected3.3.d. DG Box and packagingmaterials
To ensure compliance to IATAstandards and avoid off-loading.
3.4. Modernization and Upgrading ofOperational Equipments for Centers,MDCs &SDCs
3.4.a. Cancelling Machine Speed cancelling and accurategathering of statistics
3.4.c. Global Monitoring Systemand Reader
3.4.d. X-ray Machines Intercept DG and avoid loading toairlines
3.4.e. CCTV3.4.f. Hybrid Machine for Visayas& Mindanao3.4.g. Card Affixer Module Expedite processing of mail items
with cards for PID New revenue stream.
3.4.h. Heavy Duty Printers forHybrid Machine
4. Modernization of Mail & Parcel Processing4.1. Letter Sortation Machine Fast and accurate processing of
letters4.2. Flats and Parcels SortationMachine
Fast and accurate processing ofparcels
5. National Address System5.1.. Procurement of AddressingSystem through UPU QualityService Fund6. Upgrading of Mail Network and Transport6.1. E-Vehicles
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
6.2. Heavy Duty Logistic Vehicles
6.3. Cargo Aircraft
Timely delivery of mail matter toDC/SDC;
full control of mail will be enhancedas it will lessens handling in transit
avoid the Problem of off-loadingduring peak seasons
Generate additional business fromloading volumes from consolidators;
Can already accept DG the first commercial cargo in the
Philippines7. Modernization of CMEC7.1. Construction Modernize PHLPost facilities and
process to become world class OEfacility and attract more business
7.2. Furniture and fixtures To ensure compliance to IATAstandards and avoid off-loading.
7.3. Temporary Relocation of CMECFacilities8. Implementation of BOC-PHLPost MOA8.1. Procurement and Installation ofConveyor System at CMEC & SMED
Fast processing and easy handlingof inbound shipments
8.2. Procurement of PersonalComputers, Barcode Readers
Human ResourceManagement Program
Human Resource Management Program
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
1.1 Staff and Skills Inventory
1 Competency Gap Analysis
Task and Capability Gap Analysis Proper placement of personnel
(keeping right people at the right job)
1st - 2nd QTR
1.2. Training Needs Analysis
1 TNA Accurate training module designs. Conduct of defined training programs
to different position category. Conduct of defined training programs
to different position category.
4th QTR(2015)-1st QTR 2016
2. COMPETENCY DEVELOPMENT2.3. IN-HOUSE TRAINING PROGRAMS/COURSES2.3.1. Character-building ProgramRefocusing for Success,UnstoppableSuccess, Nurturing Sessions- Other values-driven initiative (highlighting corporate core values-intergrity, loyalty, commitment &competence))
1920 pax Improved accountability and ethical
conduct of PHLPost personnel aspublic officials and employees.
Effective and efficient delivery ofservices.
2.3.2. Induction/Orientation
All newly-hired employees.Newly hired employees are oriented oncurrent corporate framework, HRpolicies & practices, IPCR, basicproducts & services, and valuesorientation.
1st QTR
2.3.3. Basic Frontline TrainingCourse
2.3.3.1. Driver-Courriers2.3.3.2. Letter Carriers2.3.3.3. Postal Tellers2.3.3.4. Postmasters
1 run per position category at 40pax /batch for 2 areas - Employeesare knowledgeable on the corporateframework, duties & responsiblities,HR policies & practices, SPMS,Admin.
With understanding on currentmarketing trends and customer-focused service delivery.
1st-4th QTR
2.3.3. Skills Enhancement TrainingCourse( with modules on marketingand enhanced customer serviceskills)
2.3.3.1. Driver-Courriers2.3.3.2. Letter Carriers2.3.3.3. Postal Tellers2.3.3.4. Postmasters
1 run per position category at 40 pax/batch for 6 areas- Frontlineemployees are updated and proficienton the corporate framework, duties &responsiblities, HR policies & practices,SPMS, Admin. discipline, mailoperations (incldg. Standards &commitments) financial transactions &reportorials, products & services,
1st-4th QTR
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINEpostage rates, profit & loss analysis &budgeting(for PMs).
2.3.4. Seminar on different productsand services for Postmasters,Market Specialists et. al. (EMS,Logistics, EPostMo, EBMS,Philately,
240 paxPMs, Market Specialists, etc. masteryon features, benefits, standards &commitement, postage rates/pricing,guidelines, etc. of all products &services.
3rd - 4th QTR
2.3.4. Management Succession Plan( exec. Devt. Program)
2.3.4.1. PHLPost EDP ( PEDPfor managers)2.3.4.2. Supervisory Devt.Program (SDP for adminsupport supervisors)
35 pax for PEDP, 35 pax for SDP Create a pool of next-in-line qualified
and capable managers andsupervisors for deployment oncevacancy arises.
Potential successors for keypositions are identified anddeveloped.
3rd QTR 2015-2016
2nd QTR
2.3.5. Train the Trainers
35 pax To update pool of SMEs and trainers
on recent corporate development i.e.New products & services, mailnetwork & operations, etc.)
Develop new SMEs and trainers.
1st - 2nd QTR
2.3.6. Customer Service Skills andMarketing
35 pax- Employees (other than thefrontlines) are customer-focused andmarket-driven.
3rd-4th QTR
2.3.7. Basic Computer CourseMandatory computer literacy amongfrontlines and other employees/officersrequiring computer systemscapability/facility.
1st-4th QTR
2.3.8. Other Technical TrainingPrograms/Courses
3 training courses- Updates fortechnical and professional positions( lawyers, engineers, procurement
officers, etc.)1st-4th QTR
2.3.9. Foreign Scholarship6 training courses- Updates on globalpostal industry and variousfacets/aspects of postal operations forsupervisors and managers.
1st-4th QTR
PROGRAMS
2.4.1 Adaption of alternative trainingmethodologies
More interactive training delivery.Higher trainees' learning retention. 1st - 2nd QTR
2.4.2. Assessment of trainingparticipants after 3 months
30% of pax are evaluated to measureimpact of training programs totrainees' performance.
Areas for improvement on trainingprograms are identified.
1st-4th QTR
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE2.5. OTHER PROGRAMS
2.5.1. Gender & Development (GAD)4 Frontline Program with GADattribution- Responsive organization toGAD mandate.
1st-4th QTR
2.5.1 Educational AssistanceProgram
50 new granteesProfessionalized human resources. 1st-4th QTR
2.5.2. Employee EngagementPrograms
2.5.2.1. PHLPost EmployeesGroup, Volunteers Group, etc)2.5.2.2. Sports/Wellness Activity
- Annual Sportsfest, FitnessProgram- GCAA (Govt Corp. AthleticAssoc.)
3 programsEmployees are engaged and involvedthrough various activities to developcommitment, pride, loyalty,volunteerism, sense of responsibility,and willingness to be an advocate forthe organization.
1st-4th QTR
2.5.3. Salu-salo TogetherIncreased motivation by valuingemployees through simple celebrationof their birthdays and giving themopportunity to convey their concerns
1st-4th QTR
3. Recruitment and Selection
Recruitment & Selection process areupdated and implemented using theMerit Selection Plan
1st to 4th QTR
All applicants for Postmasters, lettercarriers and tellers have pre-employment trainings before hiring
4. Strategic PerformanceManagement System (IPCR)
SPMS (IPCR) Guidelines are modified,approved and implemented
1st QTR
5. Program on Awards andIncentives for Service Excellence
Program on Rewards and Incentives forService Excellence (PRAISE)Committee is established
PRAISE Guidelines are reviewed andupdated
2nd QTR
Incentives Programs for variouspositions (including PBB) areestablished
3rd QTR
Search for Huwarang Lingkod Koreo isdone every year
1st QTR
6. Review of RationalizationImplementation
Proposed Organizational Structure andStaffing Pattern is submitted
1st QTR
A Committee to implement the newOSSP is established
2nd QTR
7. Compensation and BenefitsProgram
New Salary Structure is prepared andapproved 2nd QTR
New Salary Structure is implemented 3rd QTR
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
Employees Welfare and WellnessProgram are established 3rd QTR
ICT DevelopmentProgram
ICT Development Program
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE1.Network Administration and Security1.1 Installation of Corporate Anti-virus Computers and network are protected
from virusInstalled in allareas by end of2nd qtr.
1.2. Install and upgrade of networksecurity Fast and Secured network
Network upgradedwith latesttechnology by endof 4th qtr.
2. Data Center2.1. Disaster Recovery Plan Servers Redundancy
End of 4th Qtr2.2. Severs Upgrade Additional Server, Storage for Backup
and Archiving3. Systems Development and Deployment
3.1. Financial ManagementInformation System System integrated with other systems
PMIS - 1st QtrFMS - 2nd QtInventory - 3rd Qtr
3.2. Fund Management System System Operational and used by thePost offices
All areas with newconnected PO’sby EO 4th qtr
3.3. Point-of-Sale System Computerized Counter ServicesAll areas withconnected PO’sby EO 4th qtr
3.4. Domestic Mails TrackingSystem
System Operational and used by thePost offices, MDC, SDC
All areas withconnected PO’sby EO 4th qtr
3.5. Web Based PersonnelManagement Information System Sytem Development
RequirementsGathering by 3rdQtrDevelopmentStarts by 4th Qtr
3.6. Timekeeping and MonitoringSystem
System Operational and used by thePost offices 1st QTR
3.7. Inventory Management System system is operational and used by areaoffices.
All areas officesby EO 1st qtr
3.6. Document Tracking SystemSystem Operational and used by theArea Office, MDC, SDC and Postoffices
All areas withconnected PO’sby EO 4th qtr
3.8. Mobile Verification, Delivery,and Payout System
System Operational and used by thePost offices
All areas withconnected PO’sby EO 2nd qtr
Statistical Information System Complete Development Completed by end
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINEof 2nd Qtr
EXPECTED OUTCOME/ OUTPUT TIMELINE4. Systems Administration and Maintenance4.1. Financial ManagementInformation System
Maintained systems hardware andSoftware Whole year
4.2. Fund Management System Maintained systems hardware andSoftware Whole year
4.3. Point-of-Sale System Maintained systems hardware andSoftware Whole year
4.4. Domestic Mails TrackingSystem
Maintained systems hardware andSoftware Whole year
4.5. Personnel ManagementInformation System
Maintained systems hardware andSoftware Whole year
4.6. Timekeeping and MonitoringSystem
Maintained systems hardware andSoftware Whole year
4.7. Inventory Management System Maintained systems hardware andSoftware Whole year
4.8. Document Tracking System Maintained systems hardware and
Software Server Upgrade
Whole year
4.9. Mobile Verification, Delivery,and Payout System
System Operational and used by thePost offices Whole year
4.10. Case Management System Maintained systems hardware andSoftware Whole year
4.11. E-PostMO system Maintained systems hardware andSoftware
Whole year
4.12. PPC Website Maintained systems hardware andSoftware
Whole year
4.13. International Postal System Maintained systems hardware and
Software Server Upgrade
Whole year
4.14. National Tracking and TracingSystem
Maintained systems hardware andSoftware
Whole year
4.15. Warehouse ManagementSystem
Maintained systems hardware andSoftware
Whole year
5. Computerized counter servicesComputers of Postal Counters withBarcode ScannersArea 1Area 2MEGAArea 4Area 5
28728953523879 End of 4th QTR
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINEArea 6Area 7Area 8Area 9Total
919439
6. Internet ConnectivityInterconnectivity of PHLPost RetailOutlets and OfficesArea 1Area 2MEGAArea 4Area 5Area 6Area 7Area 8Area 9Total
28728953523879919439 End of 4th QTR
7.IT Workshop
Systems Update Updated IT Officers 1st Qtr and 3rdQtr
Hardware Inventory Monitored Hardwares of Area and PostOffice
1st Qtr and 3rdQtr
Administrative EfficiencyProgram
Administrative Efficiency Programs
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINELOGISTICS AND PROPERTY MANAGEMENT DEPARTMENT (LPMD)1. Supply and Inventory Management Program
1.1 Drafts/prepares Supply andInventory Management Systems andProcedures Manual
1.1.1 Supply and InventoryManagement Systems and ProceduresManual is prepared and approved1.1.2 Supply and InventoryManagement Systems and ProceduresManual is implemented
1.2 Finalizes the formulation/development of a computerizedSupply and Inventory ManagementSystem
1.2.1 Computerized Supply andInventory Management System isutilized
1.3 Consolidates, encodes andprepares a Project ProcurementManagement Plan (PPMP) andAnnual Procurement Plan (APP
1.3.1 The Project ProcurementManagement Plan (PPMP)and AnnualProcurement Plan (APP) is prepared ontime
1.4 Conducts periodic PhysicalInventory on supplies and materialsas well as monitors monthlyconsumption/utilization
1.4.1 Physical inventory on suppliesand materials are conducted semi-annually1.4.2 Damaged supplies and materialsand inventories are reported andrequested for disposal to the DisposalCommittee1.4.3 Racking System for supplies andmaterials is installed at supplywarehouse1.4.4 Major repair / renovation ofsupply warehouse
2.0 Fixed Assets Management Program
2.1 Drafts/prepares Fixed AssetsManagement Systems andProcedures Manual
2.1.1 Fixed Assets ManagementSystems and Procedures Manual isprepared and approved2.1.2 Fixed Assets ManagementSystems and Procedures Manual isimplemented
2.2 Finalizes the formulation/development of a computerizedAssets and Inventory ManagementSystem
2.2.1 Computerized Assets andInventory Management System isutilized
2.3 Consolidates, encodes andprepares a Project ProcurementManagement Plan (PPMP) andAnnual Procurement Plan (APP) onequipment and other fixed assets
2.3.1 The Project ProcurementManagement Plan (PPMP) and AnnualProcurement Plan (APP) on equipmentand other fixed assets is prepared ontime
2.4 Conducts periodic Physical 2.4.1 Physical inventory on equipment
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINEInventory on equipment andother fixed assets
and other fixed assets isconducted annually
2.4.2 Unserviceable equipment, otherfixed assets and inventories arereported and requested fordisposal to the DisposalCommittee
2.4.3 Property AcknowledgementReceipts (PAR) are renewedevery three (3) years
2.4.4 Racking System for equipmentand oher fixed assets is installedat Assets warehouse
2.4.5 Major repair / renovation ofAssets warehouse
2.4.6 Equipment replacement2.5 Installation of Financial
Management InformationSystem
2.5.1 FMIS is installed and utilized
2.6 Titling of donated lots 2.6.1 All donated lots without conditionsare titled
2.7 Appraisal of real properties 2.7.1 Appraisal of real properties areconducted every three (3) years
2.8 Insurance of all PHLPostbuildings
2.8.1 Insurance of all buildings andfacilities are renewed annually
2.9 Development of real propertiesto generate additional revenues
2.9.1 Idle lots or vacant spaces areleased out
2.9.2 Entered into JV, MOA or MOU3. Utilities Consumption Billing and Management3.1 Payments and Monitoring 3.1.1 Austerity measures are updated
and implemented
3.1.2 Utility bills are validated andmonitored
3.1.3 Disbursement Vouchers for thepayment of utilities billings areprepared on time
4. Management of COA queries, observations and audit result4.1 Preparation, monitoring and
submission4.1 .1 COA AQMs, and AOMs are
endorsed to concerned offices ontime
4.1.2 Reply and compliance to COAare prepared and submitted ontime
5. OTHERS
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINE
5.1 Site inspection in the areasrelative to titling of lots andother purpose of travels
5.1.1 Donated lots are inspected anddocumented
5.2 Attendance to TechnicalTrainings
5.2.1 LPMD employees have attendedtechnical trainings
5.3 Utilities 5.3.1 Utilities consumption aremonitored and paid on time
5.4 Repair and Maintenance ofequipment, furniture & fixtures
5.4 .1 Repair and Maintenance ofequipment, furniture & fixtures areacted immediately
5.5 Rental of PNR leased properties 5.5.1 Payments for rental of PNRleased properties are paid on time
5.6 Unforeseen expenses 5.6.1 Unforeseen expenses which areemergency are charged to C/A
GENERAL SERVICES DEPARTMENT1. Infrastructure Management Program1.1 Implements Approved
Construction Manual1.1.1 Construction Manual is
implemented.January toDecember 2016
1.2 Prepares Annual Infra Program 1.2.1 Annual Infra Program is preparedand submitted on time. September 2016
1.3 Prepares Detailed EngineeringWorks (DEW) and implementsInfrastructure projects.
1.3.1 At least 30% of PHLPost ownedbuildings and facilities arerenovated
2nd Q - 4th Q1.3.2 At least 50% rented PO's arerepaired and
1.3.3 At least 30% post offices housedin gov't. facilities are repaired andinstalled
1.4 Upgrade preparation of plansof all PPC building and facilities
1.4.1 All plans of PPC buildings &facilities are converted todigital files through AUTOCADD.
January toDecember 2016
2. Repair and Maintenance Management Program
2.1 Implement Approved Repair andMaintenance Manual
Repair and Maintenance Manual isimplemented.sweeping are monitoredelectronically.
Jan. to Dec. 2016The Manual iscontinuouslyimplemented inaccordance w/ theschedule ofactivities
2.2 Periodic Inspection of postalfacilities / buildings.a) Carpentry/ masonry/painting
Preventive Maintenance Program isprepared and implemented anually. December2016
PLANS, PROGRAMS &ACTIVITIES
2016COST
EXPECTED OUTCOME/ OUTPUT TIMELINEb) Mechanical / Electricalc) Plumbing / Toiletsd) Housekeeping
Preventive Maintenance inspection isconducted to all post offices at leastonce a year.
May to June2016
2.3 Inspection and conductsinventory to all electricallightings/fixtures in CO,CMEC,SMED & Mega Mla.
All lighting fixtures are replaced toLED to save electric consumption. December 2016
2.4 Monitoring of UtilityConsumptions
a) Waterb) Electricc) Telephone
Reduced consumption. Monthly
3. RECORDS MANAGEMENT PROGRAM3.1. Drafts and prepares Records
Management System andProcedure Manual
Records Management Sys. andProcedure Manual is approved.
December2016
3.2. Mechanization, Computerizationand Digitation of CorporateRecords.
Digital archiving is fully implemented. December2016
3.3. Reproduction / disseminationand filing of Corporate Records.
Records and documents are fullyclassified.
December2016
3.4. Disposal of old valuelessrecords.
Digital versions of permanent recordsare stored in a back up site.
Old and valueless recordsreported and turned over to DisposalCommittee
December2016 asscheduled
Financial ManagementProgram
Financial Management Program
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEX
ACCOUNTING DEPARTMENT1. Accounts Receivable Management Program1.1. Update of credit policies1.1.1. Review and revision of
existing policies,memorandum ofagreement of contracts.
1.1.2. Dissemination of newcredit policies
a. Post in the websiteb. Brochuresc. Posters
• The risk/reward ofextending credit term isdetermined
• Public & market impact
1st quarter 3,780.00
1.2. Build-up accounts receivablesystem
Cut cost, accelerate thedecision-making process
1.3. On-time collectionAdopt the credit card modeof collection
On-time collection
1.4. Delinquent accountsrecovery (TradeReceivables)
1.4.1. Filing of collection case1.4.2. Avail the services of
collecting agent
Lower losses
1.5. Set-up a Credit Department
Receivables aremonitored, measured andcontrolled, policies areevaluated for decision-making
2. Financial and Accounting Manual2.1. Updating of accounting
manuala. post office manualb. area office manualc. central office manual- review and finalization2.2. orientation and finalization2.3. integration of manual to the
computerized accountingsystem, if any
Draft (final)
Up to 3rd qtr.3rd-4th qtr.
3. Reconciliation of Accounts
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEX
3.1. Request to COA for write-offof unsubstantiated balances
• Cash programmingwas done monthly.
• Idle cash was invested.• Cash collection,
deposits, and sweepingare monitoredelectronically.
Early 2016 ifnot feasible in2015
4. Claims Processing Management Program
4.1. Update of claims processingand disbursement manual
Financial accountingsystems and proceduresmanual is updated,consolidated, andapproved.
1st quarter of2016
4.2. On-line follow-up of statusclaims and certificates ofremittances
Readily availableinformation Within 2016
4.3. Build-up payable history forevery creditors (manual)
Note: Should have beenintegrated in the existingFMIS
Aging of payables 1st quarter
FISCAL MANAGEMENT DEPARTMENT1. Accounts Receivable Management Program1.1. To monitor the
implementation of thepolicies on collections.
Collection policy isimplemented.Billing statements areprepared on time.Payment schedulesenforced and monitored.Penalties for delinquentclients are imposed.
161,800.001.2. To coordinate with the
Accounting Department onthe billings.
1.3. To call the attention of theoffices concerned wheneverthe receivables are beyong90 days/
2. Budget Management Program2.1. To monitor theimplementation of policies andprocedures.
• Budget policies andprocedures areimplemented
• Plan and programexpenditures aresynchronized
• COB is prepared based
263,750.002.2. To monitor submission ofreports
2.3. To evaluate reports
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEXsubmitted. from operating units
• Funds are allocated ontime
• Budget utilizationutilization is monitoredmonthly.
3. Cash & Investment Management Program
3.1. To evaluate the reports oncash collections and deposits byaccountable officers.
• Cash programming isdone monthly
• Idle cash is invested• Cash collection,
deposits and sweepingare monitoredelectronically.
428,000.00
4. Debt Management Program
To regularly pay the monthlyamortization of loans.
• Borrowings arecontrolled and managed
• Repayment of debt isdone on time
26,280,000.00
5. Philatelic & Postage StampsMgt. Program
• Quality controlmeasures in the printingof stamps isimplemented.
• Stock inventory anddistribution is managed
• Damaged and spoiledstamps and printingplates are reported andturnover to the Disposal& DestructionsCommittee
16,350,000.00
6. Postage Metered MachineManagement Program
• Loadings are done ontime
• All digital units are fullyutilized
• Preventive maintenanceis done regularly
• Transactions arereported and monitored
• Unserviceable units arereported and turnover toDisposal Committee.
198,538,400.00 30,220,000.00
7. Training ProgramsRoutinary Activities 3,566,000.00
Postal Safety and SecurityProgram
Postal Safety and Security Program
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEX
1. Safety & Security Monitoring/ Inspection Program
1.1. Inspection/monitoring of postoffices/ premises per InspectorateDepartment's Compliance Safety &Security Inspection Checklist
Inspected 200 minimum PostOffices/ Premises nationwidePlus QCCPO, MktCPO,MlaCPO, EMED, AMED, &SMED
Within the year 1,231,996.60
1.2. Safety and security assessmentof vital postal offices
Recommendation to improvesecurity measures in the workplace
4th QTR(2015)-1st QTR 2016
1.3.Conduct backgroundinvestigation/ record check onsuspected employees involved inwork related irregularities
Identification/ verification ofproblem areas andpersonalities
within the year
1.4. Conduct intelligence operationson target personalities
Identification/ apprehensionof offenders of mail relatedcrimes
within the year 1,508,442.00
1.5. Escort mail delivery truck fromSMED to CMEC or vice versa
Prevention against losses/pilferage Daily
2. Security Intervention Program
2.1. Management of OutsourcedSecurity Guards
Total 139 Security Guardsfielded in CO & PostOffices of MMA
24/7 security of vital postoffices/premises.
Full security visibility ofcovered areas.
Within the year 39,279,044.28
2.2. Management of CCTVoperations
24/7 monitoring of the theCMEC
Viewing authority of allother CCTV equippedoffices
Within the year 25,984.34 78,200
2.3. Monitoring of delivery vehiclesReal time tracking of GPSequipped Delivery Vehicles(Viewing authority)
Within the year
2.4. NALECC membershipPro-active cooperation/coordination with lawenforcement agencies
Within the year 75,000
3. Manualization of Safety and Security Requirements4.1. Drafting of Postal Safety andSecurity Manual4.2. Drafting of Disaster ResponseManual
Quick guide to safety andsecurity standardsQuick guide to disasterresponse protocol
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEX3. Personnel Capability Development Program
3.1. Technical trainings andseminars of personnel
Improved skills, knowledge ,integrity & physicalcapabilities skills oninvestigation, intelligence &operations
Within the year
Trainings/seminars on the following:a. Fingerprint, forgery detection &
questioned documents.b. Dangerous goods andsubstances (DG).c. Security of postal supply chain.
Within the year 360,000.00
d. UPU, IATA & WTO technicalcourse. 200,000.00
e. Integrity & Values formation.f. Team building exercises
3.2. Provision for basic investigation/inspection/ intelligence requirement
Equipped ID personnel intheir investigation,intelligence & operations
Within the year
3.2.1 Requirement:• SLR Camera• Spy camera• Two-way radio• Guns and ammunition
3.2.2. Office needs:• Office Supplies 167,097.85• Toners for Printers 289,800.00• Electrical/Janitorial
Supplies 10,626.80
• IT Equipment (for CMECoffice) 16,000.00
• Office Equipment57,775
• Furniture and Fixtures4. Complaints Resolution Program
4.1. Conduct Fact-Findinginvestigation of complaints
• Quick response on allcomplaints received withintimelines per PHLPostDisciplinary Rules
• Quick response to travel topostal areas to conductinvestigation
• Average of cases resolved-Minimum 3 cases per
Jan-Dec 2,647,688.00
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEXmonth per investigator
4.2. Mandatory attendance tohearings as witness inAdministrative and Criminal Cases
Fastrack resolution of thecases Jan-Dec
211,074.00
5. Office Procedure Management
5.1. Management of database oncase profiling(MIS to do the program/software)
• Easy retrieval of cases• Fast generation of required
periodic reports• Minimize use of paper &
other supplies• Secured data• Easy access to data/
records of linked offices
Management ofdatabase oncase profiling(MIS to do theprogram/software)
38,000.00
5.2. File managementEasy access to data/records oflinked officesSecured & organized records
70,000.00
5.3. Others:• Utilities• Repairs and Maintenance• Taxes, Duties, Lic & Bond
Prem Consultancy Serices
1,669,002.35
Corporate PerformanceMonitoring Program
Corporate Performance Monitoring Program
PLANS, PROGRAMS, &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE
STRATEGY DEVELOPMENT PLAN
1. Planning of Manual
Adoption of Manual1.1. Finalization 1st Quarter1.2. Printing 1st-2nd Quarter1.3. Distribution 2nd Quarter2. Corporate performance analysis
Quarterly corporateperformance analysis reportfor 2016 1st- 4th quarter2.1. Consolidation and maintenance
of corporate statistics and/ordatabase
2.2. Analysis and report preparation2.2. Dissemination
3.Corporate annual planningactivities
Corporate PPAs for 20173.1. Project plan 2nd quarter3.2. Operating units PPAs 2nd- 3rd quarter3.3. Coordination meetings 2nd- 3rd quarter3.4. Consolidation and preparation 3rd- 4th quarter3.5. Submission and approval 1st and 4th
quarter4. Transition plan
Implementation of theTransition plan for Jul 2016 –Jun 2017
4.1. Gathering and analysis ofdata/performance for 2011 –2015
1st quarter
4.2. Preparation 1st-2nd quarter4.3. Submission and approval 2nd quarter4.4. Presentation and
implementation 3rd-4th quarter
5. PHLPost Roadmap
Corporate strategies for2017 - 2022
5.1. Update of the PHLPostRoadmap 2020 3rd-4th quarter
5.2. Corporate strategic directionfor 2017 – 2022
4th quarter5.3. Corporate strategic planning5.4. Consolidation and
preparation5.5. Submission and approval
6. Conduct of periodic corporateperformance assessment
Quarterly implementationreport of the annual
PLANS, PROGRAMS, &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE
6.1. Yearend assessment corporate PPAs for 2016implementation
1st quarter6.2. Quarterly assessment 2nd and 4th
quarter6.3. Semestral assessment 3rd quarter
7. Studies and researches
6 reports Whole year
7.1. Marketing7.2. Operations
7.3. Administration and Finance
8. Corporate reporting system
OAPMG M&MSSreporting system
8.1. Design or review andamendment, if applicable 1st-2nd quater
8.2. Presentation 3rd quarter8.3. Test implementation
3rd quarter
8.4. Approval 4th quarter8.5. Implementation
CORPORATE PERFORMANCE ENHANCEMENT PLAN1. Performance Scorecard
1.1. Review and amend, ifapplicable, for current year Renegotiated Performance
Agreement Contract for 2016Performance AgreementContract for 2017
1.2. Formulate for succeedingyear 2nd quarter
1.2. Technical negotiations1.3. Performance agreement
negotiations 3rd quarter
2. Performance-based Bonus
1st quarter2.1. Gathering and consolidation2.2. Presentation and approval2.3. Submission2.4. Validation 2nd quarter
3. Monitoring of the performancetargets Quarterly monitoring report
of the performance targets3.1. Gathering and consolidation2nd-4th quarter3.2. Presentation and approval
PLANS, PROGRAMS, &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE
3.3. Submission
4. Office Performance validation,review and monitoring Validated OPCR
accomplishment for 2015Aligned OPCR target 2016
4.1. OPCR accomplishment1st quarter4.2. Review of the OPCR target
4.3. Monitoring of the OPCRtarget 2nd-3rd quarter
5. Strategic Performance Management Systems5.1. Standardization of the OPCR
targets and ratings
Acquisition of the SPMSsoftware
1st quarter
5.2. Mapping or design of theSPMS flow 1st-2nd quarter
5.3. Drafting and approval of theTOR for the SPMS software 2nd-3rd quarter
5.4. Development and delivery ofthe SPMS software 4th quarter
5.5. Test of the SPMS software
5.6. Training on the SPMSsoftware
5.7. Implementation of the SPMSsoftware
QUALITY MANAGEMENT STANDARDS SYSTEMS PLAN1. Quality Management Systems
Standards Plan Updated QMSS plan2nd-4th quarter
1.1. Review and amendment, ifapplicable 3RD quarter
1.2. Submission and approval 4th quarter2. Outsource of QMSS implementation
2.1. Drafting of the OTR
Outsourced QMSS1st quarter
2.2. Acquisition of QMSSoutsourcing 1st-2nd quarter
2.3. QMSS outsourcingimplementation 3rd -4th quarter
3. QMSS Manual3.1. Manual Outline
Adoption of Manual
3rd Quarter3.2. Drafting of the Manual 4th quarter3.3. Critiquing of the draft manual 4th quarter
3.4.Draft amendment and/orrevision
4th quarter
3.5. Submission and Approval3.6. Dissemination of the
PLANS, PROGRAMS, &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE
manual3.7. Implementation of the
manual4. Quality certification of business processes and/or activities
4.1. Determination
1 Frontline process and/oractivity mapped
3RD quarter4.2. Business process and/or
activities 2nd-4th quarter
4.3. Audit4.4. Application4.5. Quality certification
Legal Services ManagementProgram
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEX
1. EFFECTIVE CASE RECORD MANAGEMENT1.1IMPROVE LEGAL SERVICEDELIVERY ONADMINISTRATIVE CASES
a. Docketing of Investigationreports from ID/IAS/PRA;
b. Pre-evaluates and refers tolawyers/evaluators
c. Evaluation of reports fromIA/IAD/PRA;
d. Drafts formal charge andresolution for closure
e. Conducts hearing; andf. Prepares
decision/resolution.
Backlog of cases diminished
1.2.COMPUTERIZATION/ESTABLISHMENT OF DATABASE ON CASE PROFILINGa. Provision of laptops for
lawyers; andb. Scanning of all incoming
and outgoing documents
Quick access to information Data Security Produced reports according to
needs, thus, saves time Data redundancy is reduced Easy retrieval of records
Operational( in coordinationwith MIS)
Computer31,525.00
Toner forPrinter1,200.00
Laptop, HPEnvy Coe468,650
2. SUBMIT TEMPLATES FOR MOU/MOA AND CON2.1. DRAFTING TEMPLATESFOR:
a. Contractsb. MOA
b.1 Postal Stationsb.2 Philatelicb.3CommemorativeStamps
a. MOU governmentagencies
b. Lease Contractsc. Pinoy eMall
Simplified and uniformtemplates; and
Speedy review and evaluationAs required
3. CREATION OF MEDIATION CENTER1.ESTABLISH MEDIATIONCENTER PER AREA
a. Promulgation of Rulesgoverning the
Tedious conduct of formalinvestigation is reduced;
Cost to becovered byeachpostal area
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEXMediation Procedure;and
b. Designation ofmembers of theMediation Board perArea
Clogging of cases is avoided The parties settled their issues
in a private & confidentialmanner
More time saving than litigation Compliance to Disciplinary
Rules Decentralized cases are far
less costly than centralized
Establishmediation center1st quarter- area 1 and 22nd quarter- area 3 and 43rd quarter- area 5 and 64th quarter- area 7, 8 and9
3. TRAININGS/SEMINARS
Working knowledge forMediators is enhanced
As scheduledin coordinationwith the HR
In coordination with HR
4. LEGAL PRESENTATION4.1. Appearances before suchgovernment intrumentalities(congress, courts and quasi-
judicial bodies)4.2. Appearances /meetingswith private entities4.3. Seminars
Proper Corporaterepresentation onmatters relating to it
Asscheduled
5. STRENGTHENING LEGAL WORKFORCE
Hiring of new lawyers
Hiring of 2 new legalresearchers
Hiring of cos(in coordination with hr)
Backlog cases are diminished; Corporate Legal Opinion and
Contract Review are promptlydelivered to concerneddepartments/Area;
Legal Consultations Legal Consultations/ Advice to
employees are promptly given. Other legal services are
promptly received by concernedpersons (loan applications,clearances, certifications etc.)
1st quarter –ongoing hiringof lawyers
2nd quarter -Filled 4availablepositions
In coordination with HR
4. TRAININGS ANDSEMINARS
a. On basic computercourse (MSWord/Excel/Powerpoint)
b. MCLE for lawyers(Continuing education)
6 training courses- Updates onglobal postal industry and variousfacets/aspects of postaloperations for supervisors andmanagers.
1st-4th QTR In coordination with HR
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEXc. Supervisory and
Training Coursed. Secretarial Skille. Supply & Inventory
Managementf. Administrative
Offenses for lawyersand evaluators
g. MailOperations/Security
(local and abroad)
TEAM BUILDING
Teamwork is enhanced;
Enhanced social relations andclarifying team members’ roles,as well as solving tasks; and
As scheduled(in coordinationwith the HR)
Audit EfficiencyProgram
Audit Efficiency Program
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEX
1. Preparation of Risk-based AnnualAudit Plan
Established Audit Standards:-Audit Universe-Selection Cirteria-Audit Scope-Number of Personnel to beAssigned for each activity
-Determined Schedule andDuration per Activity.
-Determined BudgetNeeded per Activity
-Follow-up findings andrecommendation
30,000.00
2. Financial, Operation, System andCompliance Audit
29% of the total post offices,mdc, sub-dc and accountingrelated offices audited.Reports generated:-all accurate and reliable-provided reasonableassurance on theeffectiveness of internalcontrol system withrecommendation for theimprovement of internalcontrol systems- ensure compliance withlaws, rules and regulations- ensure compliance withARTA- ensure compliance withAMLA
3,000,000.00 11,400.00
3. Monitoring of Profit Centers
10% of total number of postoffices are monitored basedon the ff. variance reports:-Analysis of ActualRevenue vs. Target
-Analysis of actual revenuefor the Month vs.Previous Month
- Operation's Manual tostrengthen internalcontrols installed for eachpolicy
280,000.00 285,000.00
PLANS, PROGRAMS &ACTIVITIES
2016 COSTEXPECTED OUTCOME/
OUTPUT TIMELINE MOOE CAPEX
4. Continuation of the Developmentof Post Office Operation
- Operation's Manual tostrengthen internalcontrols installed for eachpolicy
- Obtained a Web-BasedDatabase Program forMonitoring of Financialand OperationalPerformance
30,000.00 500,000.00
5. Monitoring ofCompliance/Implementation ofAudit Findings andRecommendations
Establish feedbackmechanism for complianceon the implementation ofaudit findings andrecommendations
30,000.00
6. Trainings and ProfessionalCertifications
Developed theCompetency for the Staffsand in the IA Dept
1,450,000.00