philippine postal corporation 2016 programs, projects, and...

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


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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


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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


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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


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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


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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


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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


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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.


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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


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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


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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


2016COST


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


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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


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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


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Employees Welfare and WellnessProgram are established 3rd QTR

ICT DevelopmentProgram

ICT Development Program


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


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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


4.5. Personnel ManagementInformation System


4.6. Timekeeping and MonitoringSystem


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


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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


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


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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


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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


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


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




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



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




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



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



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


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



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



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



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




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



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



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




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




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

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