Postal E Banking: a Priority in National E-Transformation

1. Postal EBanking: a Priority in National E-Transformation Dr. Asya Rudkovskaya Kishinev, March 12, 2009

2. 7 6 5 4 3 2 1 ICT Usage Correlates to Global Competitiveness Germany Japan U.S. Egypt Canada U.K. Italy France China ICT Usage Index Russia Moldova Global (Growth) Competitiveness Index Source: The Global Information Technology Report 2005-2006, World Economic Forum

3. Key Challenges: Network Readiness Networked Readiness Index Rank Country 1 4 9 18 47 67 76 91 96 Denmark USA United Kingdom Israel Jordan Azerbaijan Indonesia Georgia Moldova Source: World Economic Forum Report 2008

4. Evolution towards E-Services Long term goal of almost all e-government initiatives. constituents. Government & services fully available to population Transformation Increased growth and competitiveness Self-Service applications. Opportunities to develop cross-agency services Transaction Provide basic interactivity through forms and email Interaction strategy, processes and technology Post information on the internet Presence Individual stages may be skipped, but Transition is typically a stepping stone to Transformation Transitioning into the stage of Transaction through Postal eBanking

5. Why Postal eBanking? Improve productivity Modernize accounting processes with effortless electronic applications and improved funds availability. Reduce administrative expenses Eliminate manual paper work by moving routine accounting tasks automatically online. Increase financial security Manage financials in a security-enhanced environment. Increase protection through check comparison, and automated transaction matching and more. Manage financials more effectively Reduce errors by reforming manual data entry and cash application through automation of all banking activities and electronic interaction. Bridge the rural gap Utilizing the existing superbly deployed postal offices, banking services are made available uniformly & nationwide. Increased availability results in increased opportunity. Increase employment Case-studies suggest postal eBanking improves postal worker environment and generates hundreds of new positions. Encourage savings Postal eBanking is considered a low-cost initiative resulting in vast improvement to general public’s financial culture Boost Growth With higher accessibility to financing and increasing use of ICT platforms – local productivity rises. Benefits toNational Economy Benefits toPostal Bank

6. BRAZIL POSTAL BANKING Case-Study 2005 2000 2001 2004 100% municipalities had access to services (31% served exclusively by bank correspondents) 1.5M 29% Of the municipalities in Brazil had no bank services. Postal Banking accounts The right to provide banking services through post offices in Brazil was granted to Banco Bradesco. • Vast improvement to general public’s financial culture and accessibility • Mending of the disproportionate social and economic development between the cities and the villages IMPACT Source: World Bank, 2006

7. MODELS & CONCEPTS • 100% State Owned – Organic Growth scenarioKazakhstan, Kenya, Japan • Joint VentureBelgium, Ireland • Banking CorrespondentBrazil • Non - Banking Financial ServicesKenya (Vodaphone)

8. Philippines E-Justice World Bank $21.9 million Guatemala E-Finance World Bank $29.7 million Mexico E-Banking World Bank $58.4 million Armenia E-Government World Bank $10.1 million Azerbaijan E-Banking World Bank $12.25 million There are funds to finance Country ePlatforms initiatives.

9. Azerbaijan Postal Banking 1200 post offices providing banking and financial services. The system automates traditional postal services and provides full financial services . 2009

10. AZERPOST Funding • Development Credit Agreement (FSDP) was signed between Azerbaijan Republic and IDA on May 24, 2005. • Supported by an IDA credit, co-funded by SECO.

11. AZERBAIJAN POSTAL BANKING Case-Study IMPACT: “The World Bank concluded that the best way to provide banking and financial services to villages would be to use Azarpost’s post offices, as they cover all the remote regions of the country” Novruz Mammadov- Head of the Comm. postal dep. Azerbaijan “Initial investments for a correspondent can be as low as 0.5% of those of a traditional bank branch. Operational costs are negligible if existing employees, infrastructure & networks are used.” World Bank, Oct. 2008 1. Bridge rural gap “The project will have a beneficial effect on the welfare of postal workers and will mean the creation of around 1,000 new jobs” Iltimas Mammadov, Deputy minister for communications and information technology Azerbaijan 2. Cost-effectively increase accessibility 3. Create employment opportunities

12. COLVIR Postal eBanking Fully integrated solution All postal organization’s transactions referred to either core activity or administrative activity are operating in total integration • Evade expenses in interfacing of system components • Reduce expenses in staff salary and training • Make system modification easier Single risk-management module Single general ledger Single kernel Single cash-management module IMPACT Single budget

13. Teller’s transactions HR Tax accounting Mailing Exchange office Payroll Statutory reporting Money transfer Transport & logistic General ledger Retail deposits Handling contracts Remote client services Accounts payable Sale of postal goods Colvir 5 Modules of Postal eBanking Enterprise Resource Planning (ERP) Analysis & management Postalservices Financial services Accounting Budget Management CRM Mail sorting Cash management Registered mail control Risk management Reclamations Automation of all key Postal & Banking tasks through a unified platform

14. Success Components • LEGISLATION allowing post offices to offer banking services • FUNDING (e.g. World Bank/IFC, EBRD, EU, ADB, African development Bank, Local Government) • EXPERTISE: commercial strategy, policies and procedures, Capacity Building for Financial Services, Compliance • MANAGEMENT COMMITMENTof all involved • CONNECTIVITYPLATFORM

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