DET and Project Arrow Key Performance Indicators

1. DET and Project Arrow Key Performance Indicators

2. Session objectives Explain the monitoring system built in to Project arrow Explain how the data is made available for analysis List the key performance indicators and explain their significance Explain the monitoring process List the tools available

3. To start with, Let us recall the Project arrow concept

4. Conceptualisation of Project Arrow Potential of India Post • India Post has over 1.55 lakh post offices across India, with more than 1.25 lakh in rural areas • This vast network provides a huge opportunity to connect remote areas with the mainstream Project Arrow conceived in April 2008 • Focus on improving the core operations of post offices & • Enhancement of “look and feel” to create a unique identity Present Scenario • 70% of India’s 1.1 billion people live in rural areas • Most villages & small towns do not have enough connectivity /outlets to the mainstream economy Make post office the “window to the world” for ‘aam aadmi’.

5. Scope and objectives of Project Arrow Objectives Scope "Get the core right" • Focused efforts to significantly improve four core areas of the postal service • Mail delivery • Savings Bank • Remittances • Office service levels • Make a visible, tangible, and noteworthy difference in post offices that matters to the common man • Verify and certify progress on ongoing basis using clearly defined Key Performance Indicators (KPIs) for each improvement area • Set the foundation for a comprehensive transformation of India post "Modernize the look and feel" • Broad approach to upgrade, enhance capacity and quality in • Branding • Technology • Human resource • Infrastructure

6. Covers 8 silos “Get the core right” 3 4 1 2 Mail delivery Savings bank Office service level Remittances • Reduce transaction time at counters and for account transfer/closure and settlement of deceased claim cases • Delivery of money orders on the day of receipt and providing web-enabled remittance services • Ensure same day delivery of mail received and same day dispatch of mail collected • Improve customer satisfaction along all parameters from appearance to operations “Modernize the look and feel” 7 8 5 6 HR Infrastructure Technology Branding • Identify roles and job descriptions for all & design suitable training packages to enhance opera-tional and soft skills of staff • Develop standardised and consistent interior and exterior blueprint and ensure uniform implementation • Decide on required hardware, software and connectivity to enable post offices to provide all IT enabled services even in rural areas • Ensure uniform brand hierarchy as well as consistency for all products and services

7. Before And After Project Arrow

8. Project Arrow Key Elements Holistic & integrated view Equal focus on both core postal operations and look and feel Standardized approach Standard targets & improvement measures deployed across the country Effective measurement Central programme office & IT-enabled tools for reliable measurement Capability building On-the-ground training, workshops and professional consultancy Ownership at the highest levels of the organization Uniqueness in approach

9. Introduction to Project arrow Monitoring system

10. Aligned with strategic objectives • Linked to priorities and scope of organization / department • Structured approach to choose selected areas and KPIs based on overall corporate strategy • Focused number to direct employee priorities Focused on driving performance improvement • Internal and external benchmarks selected to stretch performance • Variances clearly highlighted and tracked • Metrics and targets created with employee input to ensure buy-in Designed to provide snapshot of performance • Layout designed to facilitate quick assessment of performance along a number of dimensions • Use of visual clues (e.g., colours, graphics) to guide user • Ability for user to quickly drill down Integrated into larger performance management framework • Post-office level KPIs along with aggregation at every level to ensure integration with directorate-level framework • Input to regularly scheduled performance dialogues For Performance monitoring, automated reporting mechanism exists

11. Data extraction for KPI calculation

12. Data from PO database and web entered data used to create KPI based Performance dashboard

13. Data collection process for MIS • Process is fully automated • Fetches data from transactions at Post Offices • A data extraction application installed in all Post Offices is run at the end of the day to upload KPI related data to central server • KPIs are based on transparent data collection and logical analysis which is verifiable • Tracks mail and savings bank related transactions – More emphasis on mail • Data collected is also used to calculate revenue of Project Arrow offices

14. Process flow - • ‘Accounts MIS client’ designed by CEPT Mysore installed in each project arrow office – both HPO and SPO is run • at the end of the day • after the close of office transaction and • generation of day’s reports • The application fetches project arrow related data, creates message file and uploads to CEPT Mysore through WAN • In Head Post office, a message file containing accounting information (financial transactions) is also created which also passes on to CEPT • At the CEPT, accounts data is stored for MIS generation and project arrow files are forwarded to NIC server for generating dashboard reports • As on date a total of 10474 Post Offices identified as project arrow offices are using the reporting mechanism everyday • Proper functioning of all the PO applications is a prerequisite for successful data generation • The Account MIS client application need not be physically run to exchange data - can be scheduled to perform these tasks

15. DET captures data on 180 heads of accounts from 26000 Post Offices KVP/NSC Issue Loan Receipts Loan Payment Bills Paid Renewal Premium Pension Payment Cash Received from Bank/HO Revenue in Cash Cash to HO/Bank SCSS Deposits SB Withdrawals UCP eMO Issue UCR RD Withdrawals MO Paid PLI/RPLI First Year Premium KVP/NSC Discharge SB deposits Stamps Sales eMO Commission SCSS Withdrawals MO Issue

16. Data captured is grouped for meaningful data presentation in MIS PLI Receipt SB Receipt General Receipt General Revenue eMO Commission Stamps Sales KVP/NSC Issue Renewal Premium Loan Receipts eMO Issue Cash Received from Bank/HO FM Revenue Revenue in Cash SCSS Deposits SB deposits PLI/RPLI First Year Premium MO Issue PLI Payment SB Payment General Payment General Expenditure Bills Paid RD Withdrawals SB Withdrawals PLI/RPLI Maturity Payment Cash to HO/Bank Loan Payment Pension Payment UCP SCSS Withdrawals KVP/NSC Discharge Death Claim Payment MO Paid

17. Account head categorisation for presenting financial transaction MIS

18. Project arrow data files • Project Arrow Data file is created after fetching the daily transaction data in r/o 96 fields spread across Point of Sale, Postman, Despatch, Speednet, Treasury modules (functioning applications) • Once File is received at CEPT Server, list of Files received/not received is displayed in Accounts MIS Website at url : https://services.ptcmysore.gov.in/accountsmis • Then the Project Arrow Data file will be transmitted to NIC Server and the reports can be viewed at http://IndiaPostmail.gov.in/projectarrow

19. Sample data collected from working applications for KPI

20. Key performance indicators - Logic

21. KPI overview • Performance is measured over 19 KPIs • Measurement of each Post office/circle is on a scale of 0 to 100 • Each item of the KPI is assigned a weightage based on the importance of the related activity • Tolerance value is prescribed for a percentage of non achievement due to known constraints • Weightage is reduced for each KPI by the prescribed percentage, if the performance falls below the target value • Shortfall will be subject to the maximum assigned for KPI; Tolerance is not considered in calculation

22. KPIs and scoring logic – mail delivery • This KPI assesses the performance of the office on the following two objectives • All mail received on the day should be sent out on the same day for delivery • Mails issued for delivery should be delivered on the same day

23. KPIs and scoring logic – mail despatch • The objective for these KPIs are • All money orders should be eMOs • All mail collected should be despatched the same day

24. KPIs and scoring logic – Savings bank • The components for assessment of this KPI are • Specimen signature must exist in electronic format for all types of accounts • Number of account transfer requests not finalized should be below tolerance level and must not remain unattended for a long time • Cases of claims for balances from deceased customer’s accounts should not be beyond the tolerable limits

25. KPI overall Circle scores are affected for the following reasons • In the reporting week, office is reported for less than 3 days • Postman module is not operational in the reporting week • Speednet module is not operational in the reporting week

26. Project arrow monitoring through KPI analysis

27. Project arrow – Monitoring process • Program office at the central head quarters follows up the overall performance • Program office at each circle headquarters follows up circle performance to reduce delinquencies • Login available for each Postal Division and PO to monitor status • The web address is: http://www.indiapostmail.gov.in/projectarrow

28. Project arrow – Web based monitoring tool’s dashboard

29. Monitoring tool – Reports available

30. Monitoring tool – Daily Reports available

31. Monitoring tool – Periodic Reports available

32. Sample circle score card for one day (Mysore HO– 01/09/2014)

33. Sample circle daily dashboard (Mysore HO – 01/09/2014)

34. Sample circle periodic dashboard (Karnataka – From 01/08/2014-31/08/2014)

35. Sample circle KPI mail despatched - Weekly

36. Project monitoring • Project arrow performance review is through video conference • Chaired by Secretary DOP and participated by all Circle Heads • Performance review takes place based on the data collected by the program office

37. Video conferencing in session

38. Project monitoring – Helps tracking the mail booked In June’14 booking of Accountable articles has decreased by 91 thousand Total accountable mail booked (in crore)(Phase I to IV offices)

39. Project monitoring – Helps in comparative analysis of transactions Circle wise : Booking of Speed Post & BNPL ( in lakh) Phase I to IV offices

40. Percentage of accountable mail in Deposit in the week ending 18th July, 2014 Project Arrow VC

41. Phase I to VI - Circle wise position of Savings Bank Accounts and Status of Signature Scanning Project Arrow VC

42. Key lessons learnt • Change is possible even in public enterprise • Leadership commitment ensures focus • Employee involvement is critical for success • Intergrated approach is important to make a meaningful difference • Execution readiness is the foundation for change

43. Questions?

44. Thanks