QUALITY OF SERVICE FUND (QSF)

Transcription

1 (Project Management Manual Annex 1) QUALITY OF SERVICE FUND (QSF) Project Application Form Cover sheet Project title: Improve quality of mail network Type of project: global regional joint national Postal administration: Vega UPU/Restricted Union: Global/Regional/National Coordinator: E.S. TRELA Address: Vega Post Office Polaris Avenue 1 Pollux 1611 VEGA Telephone: (22) Fax: (22) vegapost@com This project proposal applies to the following: QSF field 1 LTI Support in the preparation of the project proposal 2 QSF budget 17, budget 19, Duration of the project as planned (in months) 6 SSt taampp oof f thhee t ppoo sst taal l aaddmi inni isst trraat tioonn Place: Pollux Postmaster/Director General Date: DAY/MONTH/YEAR Global/Regional/National Coordinator Name: C. LENE Name: E.S. TRELA Signature: Signature: 1 Only one field should be included (see Project Management Manuel (PMM) art. 3.2). 2 Please indicate whether the International Bureau/Regional Adviser/Restricted Union has helped in preparing this project proposal.

2 1 AIM, OBJECTIVES AND EXPECTED RESULTS 2 Aims, objectives and expected results The project aims to improve quality of service and management of international mail through the installation of a tracking system (IPS Light). The project will help improve the postal network, as the use of the system will allow for the identification of possible bottlenecks and therefore for the adoption of measures to resolve them. The use of a tracking system (IPS Light) will allow Vega Post to generate and exchange EDI tracking messages with partner postal operators, in particular for registered mail items and letter mail dispatches. The system will also allow Vega Post to automatically generate UPU operational and accounting forms, including barcode labels, and therefore to improve the quality of mail handling within Vega Post and with its partners, including airlines. The project will also allow Vega Post to improve activities related to the processing of mail. Related projects Reorganisation of the delivery network, implemented last year through Vega Post s own budget.

3 3 Quality indicators Proposed Quality of service indicators Current level of performance for each of these indicators Level(s) of performance targeted on completion of the project Objectives to be met by the following date(s) Monitoring methods envisaged Tracking of items No monitoring system in place Tracking of 100% of registered items and air mail dispatches 2 months after completion of the project Reports by the International Bureau (PTC) Number of inquiries 25 inquiries /month 75% reduction in the number of inquiries 2 months after completion of the project Weekly reports; sampling Responses to inquiries Up to 2-3 months Up to 5 days 2 months after completion of the project Weekly reports UPU forms Completed manually 100% automated From end of project Checking by sample 2 CURRENT SITUATION (see PMM art. 7.6) Vega Post faces a number of shortcomings, such as: UPU forms are filled in manually, which frequently gives rise to mail processing errors and delays. Problems in filing and archiving bills and statements cause delays in preparing terminal dues accounts and in paying carriers bills. The number of inquiries has increased, and as Vega Post does not have adequate means available, the processing time for inquiries is very long, giving rise to increased costs and dissatisfaction among customers and postal operators. Vega Post therefore wishes to obtain a tracking system for its international mail.

4 4 3 METHODOLOGY (see PMM art. 7.7) Description of the approach Vega Post studied the options available for a tracking system, and decided to opt for IPS Light. This choice was made because the current volume of exported/imported registered mail items, EMS and parcels combined corresponds to the features of IPS Light. Therefore, the tracking system will be utilised for registered mail items and mail despatches, but also for other postal products. As the system will be installed at the Pollux office of exchange, Vega Post will first prepare the site, and make sure that all the necessary electrical and other installations are properly done. Because IPS Light works through the Internet, Vega Post will make sure that its Internet connection is working properly. The PCs will be installed in the OE (2) and in the office dealing with complaints (1). Vega Post will also make sure that the provider is contacted in order to configure the mail box (350), which is necessary for the exchange of tracking events related to registered mail items and dispatches. It will also provide to the PTC the list of postal operators with which Vega Post would like to exchange EDI data. For the transmission of dispatch level messages, Vega Post will ask the provider to create a specific mail box and indicate the type of messages that will be exchanged (PREDES, RESDES, CARDIT and RESDIT). On the basis of this request, the PTC will make sure that IPS Light is properly configured. Once the equipment has been installed, and the IPS Light licence acquired, Vega Post will take the necessary steps to obtain the training from the system provider. Two staff members and the IT expert will follow a remote training to be provided by the PTC. Should Vega Post consider that the remote training is not necessary, it will simply follow the computer-based on-line training provided by the PTC, for which there are no costs. Although exchanging of tracking data related to registered mail items and dispatches does not require a test period, Vega Post will nevertheless use the system in a trial mode for a period of 1 month before officially starting to exchange data with partners. Vega Post will ensure events C, D, H and I for all types of registered letter mail items (inbound and outbound) are scanned. Acquisition of equipment will be done in accordance with QSF procedures. Description of tasks and work plan (if necessary add the project schedule as an attachment) 1. Preparation of site and Internet access (month 1); 2. Procurement of equipment (months 1-2); 3. Installation of equipment, establishment of new procedures (month 3); 4. Procurement of IPS Light access licence and configuration of the EDI mail box (months 3-4); 5. Remote training (month 4); 6. Request the PTC to contact partner operators to establish tracking exchanges (month 4); 7. Trial period (month 5); 8. Launch of IPS Light and exchange information on registered mail items / despatches (month 6).

5 5 Description of project control (see PMM art. 7.7) Implementation of the project will be supervised by the Director of Operations of Vega Post through weekly reports and meetings with the project team. Project organization (if necessary add the organisation chart as an attachment) The project will be implemented by a team, composed of three persons: project manager (IT responsible), and two members (one from the OE and the other from the Operations Department). 4 FINANCIAL PROPOSAL (see PMM art. 7.8) 4.1 Overall project funding A. Cost summary No. Cost element Amount 1 Labour 1, Allowances 3 Travel costs 4 Office & Communication 5 Services 2, Equipment 6, Training Others 8, ,596.00

6 6 B. s of funding No. Amount 1 QSF 17, Own resources 1, Others 19, C. Cost breakdown C.1 Labour No. Function (specify function) Man/Month (M/M) M/M rate 1.1 Director of Operations A 1.2 Project Manager A 1.3 Project team member A 1.4 Project team member A 1.5 Carry over to A.1 1, C.2 Allowances (Daily Subsistence Allowance (DSA), etc.) No. Function (specify function) Number of days DSA/Day Carry over to A.2 C.3 Travel costs No. Function (specify function) Nature of travel Carry over to A.3

7 7 C.4 Office & Communication No. Cost element Carry over to A.4 C.5 Services No. Cost element 5.1 Consulting company: 5.2 consulting fees (related to remote training) 2, B allowances travel costs C.6 Equipment No. Item (specify the equipment) Units Price per unit 6.1 PCs (complete with screen and mouse) Carry over to A.5 2, , B 6.2 Label printer B 6.3 Laserjet printer , B 6.4 UPS B 6.5 Barcode reader (fixed) B 6.6 Labels (1 year supply) = 79.40x127.00mm, 5,000 pieces , B Carry over to A.6 6,890.00

8 8 C.7 Training No. Cost element (specify the training course) 7.1 Internal training for IT specialist and 2 other staff members A Carry over to A C.8 Others No. Cost element (specify the cost element) 8.1 Post*Net access expenses (first year only) B 8.2 EDI-mailbox configuration B 8.3 IPS Light licence (first year only) 3, B 8.4 Internet Connection (first year only) 3, B (As Vega Post is a member of the Telematics Cooperative, the prices quoted are those applicable to members as per the PTC schedule of charges) Carry over to A.8 8,566.00

9 9 D. Procedures for fund disbursement If your project provides for equipment procurement, do you want all or part of this procurement to be done by the United Nations Development Programme (UNDP)? YES NO If yes, specify which items should be procured 4.2 Follow-up costs (see PMM art ) 3 No. Project activity (per sub-activity) Subscription, Internet connection, as well as upkeep and maintenance of equipment Estimated follow-up costs (describe and quantify in USD) USD/year 4.3 Post-project evaluation (see PMM art. 18) 3 Follow-up costs are to be borne by the postal administration.

10 Project budget plan: amounts given in USD (see PMM art ) 4 Labour Allowances Travel costs Office & communi -cation Services Equip-ment Training Others TOTAL Month 1 Month 2 6, , Month 3 3, , Month 4 2, , , Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 and more TOTAL 6, , , , STAFF The project team will consist of 3 persons. The following functions are required: No. Function Own staff Staff to be recruited from Other postal administration Consulting company UPU CV attached 1 Project Manager (IT expert) X 2 Operations specialist X 3 OE Head X Includes QSF-funded cost elements only.

11 11 6 RISK ASSESSMENT 5 Risk category Risk Staff Resistance from staff to use of the system Control action Management will provide training and explain importance and benefits of tracking system Finance Management Increase in the prices of equipment (due to exchange rates) Follow-up of financial situation and adjustment of budget, if required, through Project change request. Should increases be higher than 25% of the proposed QSF budget, the overspent will be borne by Vega Post Political 5 Postal administrations are requested to consider any risk that may impact the successful execution of the proposed project.