india post start plans

8/13/2019 India Post Start Plans

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Strategic Plan Department of Posts


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Table of Contents

Section Content Page

Number

Preamble 3

1 India Posts Vision, Mission, Objectives and Functions 5

1A Vision

1B Mission

1C Objectives

1D Functions

2. Assessment of the Situation 7

2A Potential forces impacting on India Post.

2B Stakeholders and their potential roles

2C What are our strengths and Weaknesses

2D Strengths and Weakness

3 Outline of Strategy 11

3A How will we engage our stakeholders

3B How will we build our knowledge and capabilities

3C Priorities

4 Implementation Schedule Annex. I

5 Linkage between Strategic Plan and RFD Annex. II

6 Cross departmental and cross functional issues 156A Linkage with potential challenges likely to be addressed in the 12th

Plan

6B Identification and management of cross departmental issues

including resource allocation and capac ity building

6C Cross functional linkages within departments / offices

6D Organisational review and role of agencies and wider public service

7 Monitoring and Reviewing arrangements 17

8 Strategic Planning process Annex.III


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3

Preamble

The Department of Posts - India Posthas touched the lives of every citizen formore than 150 years, be it through mails, banking, insurance money transfer or

retail services. Ever since its existence it has enjoyed the trust and support of its

customers and stakeholders.

With the spread of telephony, internet and modernised banking services,citizens are used to new level of speed, transparency and quality. This has alsobeen the experience of other postal administrations in the world. In India,

customers of the postal service expect Department of Posts to provide a service

level similar to industry standards maintained by banks, insurance, express

industry, etc.

External consultations with stakeholders as a part of this Strategic Plan exercisehas brought out the expectations of the customers from the Department of

Posts to expand the range of its existing services with the use of IT. Some of the

responses are c ited below:

During external consultations, customers expressed expectation of higher qua lityof services in the post offices.

Improved quality of services

c our teous an d he lp fu l sta f f nea t , c lea n, sp ac ious . ..post of fic e, High and

sta nd ard ized q ua l ity of serv ic e, Dynam ic Que ue ma nag em ent , Tota l

c om pute risa t ion of p osta l o pe ra t ions

Customers today have a number of alternatives to most of the products andservice offered through the postal services. A number of e substitutes are a lso

available. Focus on meeting the needs and expectations of the customers will

be the key for the future success of the Department.

Post Forums in Project Arrow Post Offices India Post website

CBS to be in t rod uc ed ,

on- l ine co l lect ion of premium to be

started,

e -Co mm erc e t ie ups

t i e up wi th emp loymen t exchange job

por ta ls etc to make in format ion on

em p loym ent op po rtun it ies av a i la b le throug h

Post Off ice

PLI premium and RD Deposit to be

made online through net banking, debit

card or ECS

online shopping sites for home delivery

products

trac k and trac e for all articles

should issue a Digital Postal ID.


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India post provides last mile delivery to important government schemes such asMahatma Gandhi National Rural Employment Guarantee Scheme, UIDAI

related services, old age pensions, scholarships to weaker sec tions. These

programs directly impac t the common citizen of the country. Improvement of

quality of services and greater transparency through IT services will contribute to

inclusive growth.

As in the case of India, postal administrations the world over are also obliged toprovide countrywide services and enjoy trust and loyalty of the customers. Manyof the advanced postal administrations such as Duetche Posts, Poste Italiane,

SwissPost, etc have inducted IT to modernise their network and thereby improve

the quality of services of their core businesses as the first step. These

administrations are now successfully innovating and diversifying their products

and services and are further leveraging the trust of the customers by entering

into new areas such as telephony, financial services, etc.

The Universal Postal Union (a specialised agency of the United Nations) has 191member countries including India. In the last UPU Congress in 2008 the following

vision for 2008-2014 was adopted :

The Postal Sec tor an essential component of the global economy.

It also stressed on three dimensional networks for postal services in the modern

context i.e., Physical, Electronic and Financial.

This strategy document attempts to spell out how India Post will meet the needsand the expectations of the customers so that it can retain their trust and

support, as well as regain lost ground due to poor quality of services.


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Section 1: India Posts Vision, Mission, Objectives and Functions

Section 1A: Vision

India Posts products and services will be the customers first choice.

Section 1B: Mission

To sustain its position as the largest postal network in the world touching the livesof every citizen in the country.

To provide mail parcel, money transfer, banking, insurance and retail serviceswith speed and reliability.

To provide services to the customers on value-for-money basis. To ensure that the employees are proud to be its main strength and serve its

customers with a human touch.

To continue to deliver social security services and to enable last mile connectivityas a Government of India platform.

Section 1 C: Objectives

Modernise and consolidate the network

Provide best in class customer service

Develop financial Services

Grow in existing businesses

Develop professional workforce.

2

1

3

5


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1D : Functions

Functions as defined for Department of Posts in Allocation of Business Rules

1 Provision of Mail and Parcel services including premium postal products, printing ofpublic postage stamps/commemorative stamps and all types of postal stationery.

2 Discharge of any other agency function on behalf of the Government as well asprovision of fee based third party services.

3 Matters relating to introduction, development and maintenance of all services bythe Post Office.

4 Promotion of feasibility survey, research and development in the field of ac tivitiesallotted to the Department.

5 Execution of works, including purchase of land debit able to the Capital Budgetpertaining to the Department of Posts.

6 Planning, operation and maintenance of the postal and mail services network andinfrastructure in the country.

7 Administration of the Postal and Rural Postal Life Insurance services.8 Administration of the Post Office Savings Banks and Post Office Certificate

Services.

9 International cooperation in matters connected with postal

communications, including matters relating to all international bodies dealing with

postal communications such as Universal Postal Union, Asia Pacific Postal Union

(APU), Commonwealth Postal Union.

10 Matters relating to administration of the Indian Post Office Act, 1898 and rules

made there under as well as other laws or enactments having a bearing on postal

activities, not specifically allotted to any other Department


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Section 2: Assessment of the Situation

2A. Potential Forces Impacting on India Post

2.1 Need for change is driven by the following external forces :2.1.1 Globalization impacts in India Post in two different ways:

A high rate of economic growth opens up opportunities for expansion andparticipation in the new economic activity. With growth of business transac tions

into and from India, the role of multinational firms as competitors to India Post

poses a major challenge.

It also opens up India Posts formerly protected internal market to competitionfrom multi-national providers with international brand images, deep pockets

and experience in modern and technologically driven methods of doing

business.

2.1.2 Entry of the private sector with the entry of private sector in the traditional

monopoly business of India Post a level playing field needs to be established bylegislative action. While the multi-national providers are providing high priced

and speedy service in mail delivery, the low priced services offered by domestic

couriers are under cutting India posts business. In this context legislative process

will have to carefully ensure that its interests are not adversely affected while

ensuring a fair set of rules and regulations for all providers.

2.1.3 Growth of telephony - The growth and popularity of telephone especially

mobile telephone services has affected the traditional letter mail business. On

the other hand it has opened up opportunities for hybrid services and also

provides infrastructure for modernising postal products services.

2.1.4 Focus on Inclusive growth. The financial inclusion policy of the Government ispushing banks to devise new and cost effective ways of penetrating the hitherto

excluded and rural population. Unless India Post moves fast to occupy this

space and offer its platform to the banking system at large, it may lose the

opportunity of being the best agency for providing the platform.

2.1.5 Higher level of delivery standards - The economy is now almost entirelycommercialized and the need for cash, bank and insurance transactions is

clearly manifest. The mobility of the Indian population both within and without

the country has led to new and exacting demands on communication and

financial services. The speed with which communications and other

transactions need to be executed with high degree of reliability is now

measured in real time. The requirement for such services and products withimproved features of accessibility, transparency, reliability and speed are clearly

apparent in the market place. In this context, India Post has to enhance the

quality in speed and reliability - and offer the best value for its products and

services.

2.1.6 Developments in other Postal Administrations - A number of postal

administrations have successfully modernized themselves. There is a risk of losing


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customers of the advanced countries to other service providers in the country, if

expec ted levels of service are not maintained by India post.

2B Stakeholders and their potential roles

2.2 India Posts primary stakeholders are its customers, employees and theGovernment of India.

2.2.1 Customers can exercise their choice as there are alternatives. Thereforeretention of the existing customers is crucial as also attracting new customers.

2.2.2 The employeesare India Posts main strength. The employees have supported IT

induction and the new initiatives. However, they could be a threat if change is

not effectively managed.

2.2.3 Government of Indiaas owner has been continuously supporting India Post. Ithas also supported India Post in its plans to modernise, expand and enrich its

product and services mix. It needs to give both legislative and financial support

as well as approvals for undertaking financial services such as setting up of Post

Bank and a full fledged insurance business. Government of India could alsoleverage India Post network to extend its services to its target population for

delivery of various soc ial security schemes. It could on the other hand opt to use

or support other organizations.

2C What are our strengths and weakness?

2.3.1 Strengths

It is the only network of post offices spread throughout the country which hasthe responsibility to provide communication, banking and insurance services

and products to every resident.

It has an extraordinary goodwill among the people who have no problem inga ining easy access to its network.

It is one of the oldest institutions of the Government of India which is well knownto the customers and has well established and time tested procedures.

In the rural areas where 85% of the post offices are located the workforce ismainly local and is therefore known to the community served by the Post Office.

It has a large and skilled manpower. Many of the products and services have features which are suitable for the

average citizen, daily delivery on doorstep, delivery in cash at doorstep for

money orders, small transactions in Post Office Savings Bank.

Its operations are funded by the Public Exchequer.


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2.3.2 Weaknesses

There are legacy issues in converting a 150 year old government department todeliver quality of services and products in competition with the private sector.

There are varying levels of infrastructure. The infrastructure is inadequate innewly developed urban pockets and in rural areas.

Customers are unable to get full benefits of IT induction such as track and traceetc, due to limited use of technology. Customers have a perception of poor service.

A number of players and substitutes operate in the market where once onlyIndia Post operated. There is no mechanism for gathering market intelligence to

enable response to the changed situation.

Partial modernisation and automation lead to lack of standardisation. Slowprocessing and poor reliability of services is due to lack of mechanization,

interconnectivity and computerization.

Workforce - Due to ban on recruitment in the last five years direct recruitmentshas been limited. Therefore workforce is ageing. The attendant problem is

disparate levels of skill in using IT.

There is a lack of performance based culture along with poor monitoringsystems and ineffectual internal marketing.

Lack of scientific costing has resulted in lack of awareness of cost of productsand services.

2.3.3 Opportunities

Given its already extensive network, it is also possible and necessary for IndiaPost to incrementally expand its network and reach by exploring the franchisee

and outsourcing models in a cost effective manner. This will enhance the overall

viability and efficiency of India Post and enable the inclusion of many residentscurrently not being served or ill served - mainly in rural areas

Focus on inclusive growth by the Government provides an opportunity toleverage the network for last mile delivery. A lrea dy p aym en ts a re be ing ma de fo rMNREGS, old a g e a nd a num b er of oth er pe nsion s. Data for Co st Pric e Inde x for rural

area s is c o l lec ted throug h the Branc h Post Off ic es a nd rec ent ly the sam e ha s be en

b roug ht o ut for the fi rst t im e.

Sustained growth in the economy means more business which providesopportunity for a variety of products such as Direc t Mail, e-Commerce, B to C

mails, parcels and logistic services etc .

There is untapped potential in terms of money transfer for migrant population,small businesses which cater to all India market, mail services for recruitment by


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organisations and transactional B to C mails. An average Indian receives 10 mail

items per annum as compared to 200 mail items in Germany and 600 in US.

Similarly 80% of rural market is not covered by insurance and 40% rural

population has no ac cess to institutional c redit.

India Post is presently implementing its three flagship projects - India Post 2012fornetworking and IT induction in all post offices, Project Arrow for improving thelook and feel of post offices and Mail Network Optimisation Project for

optimising the network from collection to delivery and standardising theprocesses. These three projects will give platform for modernising, expanding the

range of products and services and enhancing the quality of services.

2.9 Threats

The main threat is of an underestimation of the value and potential of theextensive network of India Post and the extraordinary opportunities it presents for

providing a platform for last mile delivery.

The entry and expansion of private sector and other public sector operators incommunications, mail, banking and insuranc e sectors present another threat toIndia Post.

An (internal) threat could be that India Post and its employees may be unwillingor unable to meet the challenges it faces and to seize the opportunities

presented to them.


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Section 3

3.1 Th

cu

Fir

Se

3.2 Th

i.

iii.

3.3 Th

st

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A:

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first phasThe

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provid

capa

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The a

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create

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Indiapo

Enterpriseinductionmodernisa

Out

is aimed

is strategy

will have

ctivities

entation

three pr

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e the fou

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roved gov

tivities of

h, custo

st Bank of

d by IT in

lagship pro

haseof thchanges

eloped in

t 2012

wide ITndion.

line of Stra

t making

is marked

To modeand the c

Develop i

core busi

To imple

phase.

To achiev

initiatives a

f the fir

f the three

jects are

s, proces

ndation f

business.

ernance.

the secon

er satisfac

India. The

duction, q

jects.

strategy

rought ab

he first ph

Pro

Poimpsercus

egy

products

y two pha

nise postalore operat

nitiatives f

esses to m

ent the

e best in cl

nd activiti

t theme

ongoing fl

compreh

ses and c

r IT base

hey will al

d theme

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uality and

ill be dom

out by the

se.

ect Arro

t Office -rove qualitices andtomer expe

f India Po

ses of dev

network,ions.

r moderni

eet custo

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ass custo

s around t

will revo

agship pro

ensive an

ore busin

d quality

o call for

ill be to c

s, obtain

ill be to b

capabilit

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projects a

y of

rience.

st the first

lopment-

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ing and e

er expect

develope

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wo theme

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d cover

sses. The

services a

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xpanding

tions.

in the

:

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andect

nd


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3.4 The initiatives for the first and second phase as per our strengths and

weakness are given in the following table:

Pursue policy initiatives that fit our strengths Leverage our strengths

IT induction will make access easy andsimplify use of postal service to c ustomers.

Improve and expand services in ruralareas through rural ICT.

Expand financial services to meet theneeds of customers for no frills and simple

banking and insuranc e facilities.

Create synergy between various financialservices to make it easier for customers

who use banking, insurance and money

transfer services.

Opportunity for the staff to acquire newskills to operate in a modernised network.Lead to motivation and self esteem.

Introduce modernised mail and moneytransfer products which so as to meet

customer expectations.

Provide payment gateways, multiplechannels for customer service and 24x7

services.

Increase market share in parcels, logistics,and e-commerce by leveraging IT

induction.

Upscale capac ity to provide a wide rangeof last mile services for inclusive growth.

Synergise virtual post office and suitablefranchisee model to cover underserved

areas.

Create opportunities for the staff tocontribute in the improvement process inthe organisation.

Convert Post Offices to become places ofchoice for customers to do business.

Improved ambience and quality ofservice.

Post Bank of India for promoting financialinclusion

Defensive plan to prevent susceptibility tothreats

Overcome weakness

Strengthening the internal and externalcommunication as a part of image

building.

Multiple channels for customers to servicetheir needs call centres, portal, etc.

Post Bank of India to counter threats frominitiatives of banks for promoting financ ial

inclusion

Reduction of manual and repetitive work.

Modernise internal processing andstandardise operations.

Visibility of data to customers and real timesettlement of enquiries through IT

induction.

Acquire knowledge and businessintelligence to improve understanding of

the market.

Standardise process, consolidation ofnetwork and overcome legac y issues.

Use of IT for modern monitoring systemsand KPIs of projects for ushering

performance based culture.

Scientific costing for true assessment ofcosts.


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3 B: How will we engage our stakeholders?

The three flagship projects are already under implementation. Due processof engagement has been followed while implementing the projects.

The second phase involves market studies, customer surveys, consultationwith government as a part of the approval process for new schemes.

Consultations with staff will be taken up prior to introduction of new initiatives.

3 C: How will we build our knowledge and capabilities?

Consultants have been assoc iated in developing the three flagship Projects. InIndia Post 2012 and Mail Networking Optimisation consultants are hand holding

in the implementation stage also. This is also brining in new learning and

exposure to best practices and project management.

It is proposed to use external resources for customer satisfaction survey andmarket research. This will be done for three years.

International exposure to officers and supervisors on how postal administrationshave modernised themselves successfully as a part of development programs

and other foreign training.

It is expected some specialised cadres will need to be inducted by suitablemodes for management of specific areas such as CBS, IT maintenance.


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Section 6: Cross departmental and cross functional issues

6A Linkage with potential challenges likely to be addressed in the 12thPlan

6.1 India Post will fit into the overall policy and programs of the Government of India

and meet the Challenges likely to be addressed in the 12th

Plan viz.;

Enhancing capacity for growth India Post will contribute to this objective by mobilising savings through its

savings bank and Post Bank services.

By enterprise wide connec tivity India Post will be contributing to thenetworking process currently underway in the country. It will be a

significant All-India network which both individuals, corporate. and

governments can use to ensure speedy and reliable services

India Post will undertake an expansion of its network in the rural areas byopening post offices and franc hised outlets in underserved areas.

Assist in empowering and informing all citizens By making available a system of communication at affordable costs India

Post will be assisting in the dissemination of information. It will also put

within reach of customers opportunities in distant locations without they

having to go there.

Bringing technology to improve speed of service delivery and ensure reliabilityof operations

The entire strategy of India Post is to bring technology of the best kind tothe rural network to be able to deliver services at the quickest pace both

on its own behalf as well as that of its clients especially Government.

Managing urbanization by providing a secure an effective link for migrantworkers to transmit information and funds to their families.

Migrant workers find it difficult to establish and retain a reliablecommunication link with their distant home and a lso to transfer money

and goods to their families there. India Post will make a special effort to

offer services to such workers


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6. B Identification and management of cross departmental issues including resource

allocation and capacity building

Consultation will be required with:

Central Government Ministries who have schemes for financ ial inclusionsuch as Ministry of Rural Development and State Governments

Ministry of Finance Ministry of Statistics and Program Implementation

Unique Identification Authority of India PFRDA

RBI

These consultations are required to be taken up at various stages of the Projects.

Resource allocation cannot be anticipated at this stage.

6 C Cross functional linkages within departments / officesDepartment of Posts is a single entity with functional divisions. Therefore a whole

of organisation approach will be adopted.

6 D Organisational review and role of agencies and wider public service

The interface of customers and citizens with the Department is through thepost offices. These units display the delivery standards in public place. Further

Post Forums are active in Project Arrow post offices where representatives

can discuss the improvement initiatives in the Post Offices.

India post is an operational department and customers can lodge theircomplaints in the event of failure of service, at any post office or on the

Departmental website. Well established customer grievance redressal

mechanism is in place.

The strategic initiatives being adopted are in consonance with theAdministrative Reforms Commission recommendations for rationalisation.

India Post needs to plan for the long term, based on a well thought outstrategy and to institutionalize this as an on-going process, based on close

monitoring, market surveillance, customer feedback, evaluation and, where

necessary, course correc tion as the strategy is implemented.


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Section 7: Monitoring and Reviewing arrangements

Project Management Unit for each Project. Regular monitoring mechanism is in place where every fortnight Sec retary

reviews the performance of the Circles through Video Conferencing on Project

Arrow, financial review and performance of RFD targets. Monitoring tool Data

Extraction Tool creates a dashboard for monitoring performance of project

arrow post offices.

Customer Satisfac tion Survey and Market Research each year will give anindication of the performance of the business.

Regular monitoring will be done by each Division on various operations.

.....................................


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Implementation Plan for Strategic Strategic

Initiative

Activities Stakeholder

engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

1.1

Enterprise

wideIT

induction

1 SupplyofHardware

to departmental

offices.

Computerisethe

remaining

Departmental

Offices.

Business

Ownersof

the

respective

solutions,

PMU

personnel,

committee

membersof

Solution

Deployment,

Technology

Division

100%

computeris

ationof

the

Departmen

talOffices

Number 11411

Departmental

postoffices

Remaining

post

officesand

916Mail

offices,

TMOs,

HROsand

SROs

Maint

&

monit

2

Rural

ICT

solutions

i.ITinductioninrural

postofficesthrough

developmentof

solutionsforall

activitiesof branch

postofficesincluding

introductionofnew

services,value

additions,

ii.Hardwaresupply,

iii.Trainingonnew

systems.

iv.Network

connectivity.

Business

Ownersof

the

respective

solutions,

PMU

personnel,

committee

membersof

Solution

Deployment,

RBDivision,

CEPTMysore

Project

SLAs Stage

of

implementati

on

Development,Testing

andPilot

runin

locations

identified

Rural

soluti

rollou

locati


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Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

3 Integratedscalable

software

i.Developand

implementSoftware

for

Mail

solutions,

ii.Developand

implement solutions

forHR

Administration,

Servicing,Payroll,

Finance&Accounts,

Inventory

Management)

iii.Coresystems

integration Mails,

RuralICT,Postal

BankingandPostal

LifeInsurance.

iv.SettingupCall

Centre

v.Creationofaweb

portal

Business

Ownersof

the

respective

solutions,

PMU

personnel,

committee

membersof

Solution

Deployment,

CEPTMysore

Project

SLAs

Stageof

implementati

on

Design,

Developme

ntand

Testingof

proposed

solution

Pilota

Rollou

Softw

Soluti

acroslocati

4 ITsolutionsforPostal

BankingandPostal

LifeInsurance

i.PostalBanking

Solutionsforall

bankingfacilitiesand

introductionofCore

BankingSolutions,

ii.SolutionsforPostal

LifeInsurancefore

enablement

Business

Ownersof

the

respective

solutions,

PMU

personnel,

committeemembersof

Solution

Deployment,

CEPTMysore

Project

SLAs

Stageof

implementati

on

Developme

nt,Testing

andRollout

ofCBS&

PLI

Solutions

atpilot

locations

Rollou

CBS&

Soluti

acros

locati


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Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

1.2

Modernisat

ionofMail

processing

1 MailNetwork

optimisationProject

i.Optimisemail

network,

ii.

Define

optimised

processes,

iii.Implementthe

newprocessesand

measureasperKPIs,

qualitymeasurement

throughtestletters

Iv.Supplyofmail

handling toolsand

equipments,

v.improveLookand

FeelofMailOffices

DOP Develop

and

implement

comprehen

sive

set

of

KPIs

monitoring

KPIs

Optimise

processesfor

SpeedPost

anddevelop

KPIs

for

performance

measurement

fortop20

cities

Optimise

processes

for1st

classand

second

classmail

intop20

citiesand

develop

KPIsfor

performan

ce

measurem

ent,extend

rolloutof

optimized

processes

inspeed

postfor

restof69

hubs,

supplyof

toolsand

equipment

s,Quality

measurem

entrhough

electronic

testletters

Rollo

optim

proce

forFir

2nd

cmaila

suppl

equip

inres

count


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Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

2 AutomationofMail

Sorting,Processing

i.Settingupof

automatedMail

Processing

Centre

in

metros.

DOP,Airport

Authorityof

India/Airport

developers

No.ofsites

installed

Number Site

preparation

and

procurement

process

for

Delhiand

Kolkata

Commissio

ningof

AMPCsat

Delhi&

Kolkata,

Finalisation

ofRFPfor

AMPCsat

Mumbai,

Chennai,

Hyderabad

&

Bangalore

Comp

of

procu

tproc

AMPClocati

3 Mechanisationof

BusinessMail

deliveryand

collectionatMail

Hubs/PostOffices

DOP Number nil Assessmen

tof

requireme

ntand

preparationof

proposal

Procu

tand

of50

vehic

4 Modernising

monitoringofMail

MotorVehicles

throughGPS.

DOP Number Nil SetupGPS

systemon

100

Vehicles

Setup

system

850V


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Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

5 DevelopAddress

databaseofcitizens

standardise

addressingandcreate

a

database

improve

deliveryofservices.

DOP,NIC,

UIDAI

Numberof

PINcode

areasfor

which

address

datais

collected/P

INcode

maps

digitised

Number AllPINcode

areasinDelhi

andKolkata

Digitisation

ofPIN

mapsof

200district

HQs

&Collection

ofaddress

dataofall

PINcode

areasin

Mumbai,

Chennai,

Bangalore

&

Hyderabad

Digitis

ofPIN

of200

Distri

&Collofadd

datai

code

ofnex

25cit

6Develop

integrated

mailandparcel

processingfacilities

constructionof

building

DOP,Airport

Authorityof

India/Airport

developers

No.of

sites

developed

Number nil

Proposal

forsite

preparatio

n/construct

ionat

Mumbai

Appro

propo

site

prepa

/cons

n at

Mum

7 InternationalMail

Network

Management

International

airlines,IM

div

Online

generation

ofbills

Date 31.3.2012 ongo

2.1

Enhance

Qualityof

services

1 ExpansionofProject

Arrowtomorepost

office

Improvepost

officelookandfeel

andCoreAreas

Customers,

CPMsG,staff

Coverage

ofpost

offices

Number 530 Internal

Reviewof

100Head

Postoffices

1000


24/33

Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

2 ImproveQualityof

services obtain

Sevottam

certificationunderIS

15700:2005

DARPG,BIS,

Postoffices

Obtain

Sevottam

Certificatio

nunderIS

15700:2005

Numberof

Postoffices

certified

20 20

3 AdoptionofUPU

QualityApplications

Systemsfor

Internationalmail

operations

Customersof

international

mail

Numberof

officesof

exchange

where

systems

installed

Number 4

4 Settingupofcall

centresfor

internationalpostal

services

Customersof

domesticand

international

mail

Settingup

ofcall

center

Date 31.3.2013

2.2

Improve

accessto

services

1Adoption

of

Modified

Franchiseemodel

Peopleand

householdsin

underserved

areas,and

prospective

franchisees

Numberof

Franchise

outlets

opened

Number 110

100 100

2 Openingofpost

officesin

underservedareas

peopleand

householdsin

underserved

areas

Numberof

postoffices

opened

Number 85BOsand70

SOs

70BOsand

50SOs

70BO

50SO


25/33

Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

3.

Modernise

andexpand

Financial

Services

1 Settingupof

Postbankexpand

postalfacilities.

Parliament,

MoF,RBI,

NABARD,

Customers,

Completion

ofeach

subactivity

ineach

year

completion

ofeachsub

activityin

eachyear

settingup

ofcore

teams &

initiating

DPR

&

necessary

clearances

Initiatingof

ActforPBI

once

approvals

arein

place.

settin

PostB

Pilot

2 Increasedcoverage

ofinsuranceofrural

population

DoP,MoF

andother

GovtDept

Increasein

coverage

Numberof

policiesin

millions

4.5 2 2

3 Expansionof

CoverageofPostal

LifeInsurance

throughengagement

ofagents

DoP,agents Number

appointed

Number 3000 3000 3000

4 Creationofa

separatebusiness

unitforremittance

services

DoP,RBI,MoF,

customers&

entitieswith

whichDoP

willbe

collaborating

privatesector

remittance

entities

Completion

ofeach

subactivity

completion

ofeachsub

activityin

eachyear

Reviewof

performance

conducting

customer

survey

w.r.tto

each

product

settin

abus

unitt

explo

synge

custo

n


26/33

Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

5 Implementaccrual

Accounting

DAP,CPMsG,

consultant

Acheiveme

ntof

project

Timelines

Percentageof

offices

covered

Completionof

pilotprojectin

twopost

officesand

acceptance

of

projectreport

Preparatio

nofasset

registerof

allHPOsto

be

completed

Prepa

ofPro

Loss

accou

and

bsheet

accou

units

4.

Modernizat

ionof

products

and

services

1 Market Research &

Develop a range of

productsandservices

Conduct surveys for

next three years to

study the market and

customer needs and

develop

suitable

products and

services.

Customers,

staff

Resultof

annual

survey

reports

Acceptance

ofreports

Annualreport

ofresearch&

survey

Annual

reportof

research&

survey

Annu

repor

resea

surve

2 Customer

Satisfaction Survey

Conduct surveys for

next three years to

study customer

satisfaction

Customers,

staff

Resultof

annual

survey

reports

Acceptance

ofreports

Annualreport

ofresearch&

survey

Annual

reportof

research&

survey

Annu

repor

resea

surve

3 Upgradtionof

infrastructureto

supportmodernised

products

and

services

CPMsG,

customers,

staff

Augmentat

ionof

existing

infrastructureand

creationof

new

infrastruct

ure

Numberof

units

technologicall

y

upgraded

50 100 100


27/33

Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

4 Development&

Implementationofa

CorporateBranding

plan

CPMsG Numberof

offices

undergoing

branding

Number 2000 2500 2500

5

Scientific

costing

of

productsandservicesDiv

heads,

Consultants,

Financewing

Completion

ofcosting

exercise

Stage

of

implementati

on

RFP

to

be

issued Award

of

work Accepofstu

repor

Imple

tiono

costin

meth

y

5.Enhance

Professiona

lismand

specialisati

on

1 Expansionand

Upgradationof

Training

Infrastructure

Planning

Commission,

Ministryof

Finance

,PostalCircles

andDOP

HQs

DOP&T

Increasein

capacity

Numberof

traineeseats

increased

480 400 30%

increa

traini

capac

alble

endo

Plan


28/33

Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

2 CapacityBuilding

i.ConductTNA,

II.Developtraining

programs

iii.

Conduct

development

programsforspecific

cadres,specialised

trainingsforspecific

jobs,softskilltraining

forforntlinestaff

Iv.ConductProject

relatedtrainings.

Planning

Commission,

Ministryof

Finance

Postal

Circles

andDOPHQs

Vendorsand

Change

Management

Consultant

forIndiapost

2012

Consultant

forMail

networking

and

Optimisation

Reputed

Institues

Employees

andCadres

DOP&T

Developme

ntand

Completion

ofthe

identified

training

programs

Developme

nt

Programs

Inservice

Programs

Specialised

Programs

Skill

Developme

nt

Programs

Percentageof

workforce

trainedfrom

12thPlan.(

For

11th

Plan

thenumber

ofstaffunder

eachprogram

willbeused

asperthe

EFC.)

67340 75500 Cover

20%o

stafff

traini


29/33

Strategic

Initiative


engagements

Performan

ce

indicator

Measuremen

tIndex

Milestones

Mar11 Mar12 Mar1

3 Researchand

Development

i.Tocontinuously

upgradethetraining

programs

by

research,studyand

TrainingNeeds

Analysis,

ii.Supportinitiatives

likedesignofnew

programs,best

practicesintraining

andnew

developments,

iii.ConductStaff

satisfactionsuveryto

ascertainareasfor

improvement,

iv.Introduce

eLearning.

Planning

Commission,

Ministryof

Finance

(Consultation

andapproval

ofEFC),

PostalCircles

andDOPHQs

(For

implementati

on)

Customer

PostForums

anyother

interfacefor

feedbackon

qualityof

serviceand

frontline

staff.

Employees(

for

consultation)

Creationof

Training

R&DCell

Numberof

new

training

initiatives

developed

Numberof

new

programs

introduced

Staff

Satisfaction

Survey

completed

New

programs

initiated

Groundwork

forcreationof

R&DCell

Approvalof

EFC

Creat

theCe

4 Change

Management:

i.Stakeholder

managementforthe

IT

induction

project,

ii.Communications

management,

iii.Capacitybuilding,

iv.Training

management

Consultants,

DDGTrg,

vendors,

PMU

personnel,

committee

members

Acheiveme

ntof

project

SLAs

Stageof

implementati

on

RFPtobe

issued

Stakeholde

r

engagemen

ts

Capac

buildi

traini

perSL


30/33

Section5:LinkageswithRF

Objective Strategic Initiative Activity

Modernise andconsolidate the network

Enterprise wide Itinduction Implement Indiapost 2012 project. Hardware supply to Departmental Pos Rural ICT Solutions Post Office banking and PLI Integrated scalable software solution

Centre, Disaster Recovery Centre, Ne

Modernisation ofmail processes

through Indiapost2012

Implement Mail Network Optimisation Proj

Automation of mail processing, Mechanisation of business mail deliver Monitoring of Mail Motor vehicles thro Develop address databases Develop integrated mail and parcel p

buildings

Provide best in classquality of services

Enhance Quality ofservices Expand Project Arrow to more Post Office


31/33


Quality services at the Post Offices imfeel of the post office and its core ope

Project Arrow to more post offices.

Sevottam

Selected post offices to be developed to

standards

Adoptionof UPU quality applications symail systems

Setting up of call center Improve Access to

services Adoption of Modified Franchisee mod

Opening of post offices in underservedDevelop Financial

Services Modernise and

expand Financial

Services

Post Bank of India

Setting up of Post Bank in India

Insurance

Increased coverage of insurance of ru Expansion of coverage of Postal Life In

Life Insurance through Agents.

Remittances

Creation of separate business unit for rem


32/33


Modernise accounting system

Implement Accrual Based Accounting

Grow in existing

businesses Modernise products

and services Market Research & Develop a range o

services

Customer Satisfaction Survey Upgradtion of infrastructure to support

and services

Develop and implement a Corporate Scientific Costing of products and serv

Develop professional

workforce Enhance

professionalism and

specialisation.

Expansion and upgradation of Training Inf

Capacity building initiativesthrough follow

Development Programs Departmental Programs Specialised Training Programs Softskill Training Rural entrepreneur program for BranchResearch and Development activitiesfor t

TNA, Staff satisfaction survey, developmeninitiatives and staff satisfaction survey.

Change Managementinitiatives for timely

projec ts.


33/33

Annexure III

Strategy Process

Activity Date

DoPs ini t ia t ive for Stra teg y Plan ning

1.Series of workshops held with Members of the Postal Service Board,Senior officers in HQs and Heads of Postal Circles to revamp theVision, Mission, core values and the long term objectives of the

Department.

May 2009 -Jan 2010

Proc ess af ter the in it ia t ion of st ra teg y p la nn ing b y Performa nc e Ma na ge m ent

Div

2. Strategic Planning initiative launched by PMD January, 20103. An Action Plan prepared and submitted to PMD February 20104. The new Vision and Mission was adopted by Postal Services Board 5.3.20105. Committee constituted to draw up the Strategic Plan 28.4.2010

i First meeting of the committee held 24.5.2010ii Inputs collected from Plan implementation Division of the Dte. May- June2010

iii Interim report submitted to PMD 2.7.2010

iv Second meeting the Committee held to discuss broad directions of the

modes of engaging in stakeholder consultations

12.8.2010

6. Consultations held with M/s Mckinsey & Co., India Posts consultantfor the Mail network Optimisation Flagship project on strategy

process

Sept 2010

7. Workshop held in collaboration with the consultants to devise theroadmap

1.10.2010

8.

Multi-pronged stakeholder engagement programme initiatedi Consultations held by the Chairperson of the Committee with major

service Unions and inputs received

October 2010

ii Views of members Post Forums of more than 250 Post offices from all

postal circles obtained

October, 2010

iii Consultation held with FICCI, CII and Madras Chamber of Commerce October, 2010

9. Five-day workshop on Strategic Planning organized in IIM Bangalorefor 23 officers drawn Dte and field formations

24 to 30th

October 2010

10. Expert opinion obtained from a team headed by Prof Gautam Pingleof Administrative Staff College Hyderabad

7-9 Jan 2011

11. Draft strategy document went through several rounds of vetting bysenior officers

Dec 2010 - Jan

201112. Interim presentation on the strategy made to PMD 18.1.201113. Feedback from general public sought through Departmental website January 201114. New Vision, Mission and Objectives formulated as part of the

Strategy Planning processJanuary 2011

15. Draft Startegic plan circulated to Members of Postal Services board 21.02.201116. Revised Vision, Mission and Objectives approved by MOC&IT 03.03.201117. Final draft submitted for approval of MoC&IT 07.03.2011

india post start plans

Documents