Purposes and Goals: ♦ Materializing the project program that the management board of the Bank of Lao PDR has

set ♦ Upgrading the capacity in administration and service to become Electronic banking

industry to be able to carry out as the macro and micro roles, supervising roles of internal financial movement, value added of kip, central roles for internal and external payment as well as security keeping.

♦ Capacity building on the competitiveness for the investors or businessman within Lao PDR through electronic trade

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♦ Promoting intellectual economy and learning, especially educating for establishing information learning and e learning

Part I: Current Situation 1. Location and roles of ICTB center

Director general – deputy director general – Director of the center – deputy director of the center

♦ Division for Accounting Information Collection by Computer ♦ Division for programming development ♦ Division for information management and maintenance

ICTB center was separated from Department of Accounting-Finance on 18/08/2005.

Currently, there are totally 27 staffs with 5 females which covered 5% of all staffs of the Bank of Lao PDR, and with one master’s degree, one postgraduate, 11 bachelors’ degree, 2 Diplomas and the rests are certificate. 6 persons finished a bachelor’s degree on ICT.

The quality of staffs in general and as well as the quality of ICT uses are not yet effective. Most of the staff are still young and with less experiences.

Some parts of the organization structure are not yet completed, especially Director of Division is still vacant for 2 positions and the number of Division head or director that can lead and supervise the staffs are also limited. Responsibility of the deputy head of the Center is still limited.

However, in general, all staffs are still strongly and honestly supporting the government and love their ICT career to push forward the banking ICT and modernized following the set policy of the government in general and in specific of the party members of the bank of Lao PDR.

2. Hard ware No. Organizations Staffs Computer (Sets) Percentages 1 Cabinet or Permanent Secretary

Office 60 20 33%

2 Department of Personnel 16 11 69% 3 Department of Internal Audit 16 12 65% 4 Department of Issue Policy 17 27 113% 5 Department of Services 24 29 63%

6 Department of Cooperation 46 12 71% 7 Department of Accounting 17 9 100% 8 Department of Management 9 43 93% 9 Department of Monitory 46 6 28% 10 Institute 25 75 227% 11 ICTB Center 33 15 88% 12 Northern Branches 17 8 33% 13 Southern Branches 24 8 24% 14 Funding Agency 5 3 60% Total 372 278 75%

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Main Net Units has 7 systems: ♦ Web server ♦ E mail server ♦ File server ♦ Intranet server ♦ Bank Operating server ♦ SWIFT server ♦ MIS server

3. Software a. Operating system

– Advance server 2003 and Linux Fedora Core 5 – Windows 98 & 2000 & XP & Vista

b. General programming system – Office 2000 & 2003 & 2007 – Word, Excel, Powerpoint, Anti virus, Lao script

c. Specific programming system – Program for Bank Account and Bank 2000 – Program for SPSS – Program for Financial Reporting program – Program for Staff Profiles – Program for valued equipment database – Program for computer’s tools database – Program for receive – send information automatically through telephone line

4. People ware total ICTB BI BO Others Bachelor on ICT 7 6 1 Can manage Main Net Unit 4 3 1 Can manage SQL database 3 2 1 Can write web program 6 5 1 Can write Visual Basic Program 3 2 1 Can write Visual Foxpro Program 5 3 1 1 Can write Access program 2 1 1 Can manage Monitory Data 10 5 1 2 2 Can enter for Accounting Data 50 17 20 30 Can use an email, web, others 150

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+ Numbers of Expired Computer cover about 30% of 278 computer sets.

+ Numbers to be expired in 2007 cover 20% of 278 computer sets

5. Networking + Within the Bank of Lao PDR

– Internet lines (256/512KB) between BOL and ETL – Linkage between department that use internet and providing various reporting data – Specific Network of department of Accounting Database Control Services – Specific network of Transaction (Money Transfer) between SWIFT countries at

Services Department – Specific network of MIS at department of business banking management

+ Linking with branches of the Central Bank and Business Banks – Through telephone line system – Through ADHL

6. ICT Regulations

+ Advice on how to use internet no. 91/da on 22/3/2005 + Advice on how to use computer no. 350/da on 17/5/2005 + Advice on how to do the maintenance the computer system no. 330/da on 27/4/2005 + Advice on how to manage computer network within BOL no. 340/da on 12/5/2005 + Advice on how to backup the important database no. 53/da on 25/4/2005 + Advice on security keeping of computer system no. 208/da on 1/4/2005

Some advice references of poli-bureau no. 14/pb on 21/12/2001 on the development and

application of information technology in Lao PDR. 7. Strengths, weaknesses, opportunities and treats leading to strategy

Analysis of weaknesses, opportunities and trends (SWOT) of technology development and ICTB are as an environment consideration/translator within the banking sectors for both strength and weakness that lay outside for both opportunity and trend. They have an impact on the ICTB development. Internal and external environment have high impact on ICTB developments can be reduced respectively as following:

Strengths

There are important leaders and Administrators that have vision and take ICT for higher priority

There are units that are equal with department, division and sectors on ICT There are some staffs that know deeply about computers Staff developing toward intellectual economy and furthermore learning. The interests of staff in using ICT increase The government has more and more invested in telecom technology infrastructure

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Lao PDR has continuously widely opened.

Weaknesses The Bank has not yet changed the system of subsidiary mechanism more toward ICT

system shortage in English ability to effectively apply ICT shortage in personnel that fully expertise on ICT or not enough The use of computer into the quality works is still low. Not yet invest in infrastructure for providing a large banking data or information Limited budgets ICT unit has not yet participated in various meeting Less Investment in buying computer program to support the works Transparency in ICT Turning to standard of ICT system is not yet high In general, laws on ICT The central unit in charge ICT of government is not strong enough International assistance is not yet utilized for developing ICT within the country for

cheaper internet accession is also low.

8. Opportunities Leaders and administrators has high vision on ICT and more staffs of the bank focus on

upgrading the ICT knowledge The acceptant in principles of e learning and benefit of internet The acceptant in principles of accounting or financial information b computer Opening the cooperation with countries leading ICT will provide opportunities in having

the standard and agreement between the central bank of neighboring countries and in the world

The development in electronic trade made trade and service through the bank with low fund

Opportunities in learning more experience in ICT from abroad There is the needs in quality services of telecom communication The advantages of being the member of ASEAN central bank The market inside the neighboring countries has potential to increase due to the increasing

the earning of people within each country, especially wireless telecommunication industry or broadband is becoming more popular.

9. Treats

The management of copy right in the international arena result in the increase of higher ICT development and services funding

disadvantages in the competition arena between banking industry country the growth of information technology industry of neighboring countries with qualified

personnel and low labor cost the delay of ICT law making of Lao PDR in general, in specific banking sector the treats in security and safety of information system, particularly computer viruses the competitiveness of ICT development of the private is higher than the government human resource development on quality information technology is less than other subjects free trade on market in regional or the world results in faster invasion to the economy

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Part II. Plan from to Year 2010

1. Transforming Bank Accounting Programme to Standardized and Central Bank, Banking Solution.

Target: Aiming to transform the conventional service to a new service and management by using Effective Banking Technology and getting to standardization, which system can be linked between Center Bank and its branches and its Business Bank Headquarters. The system can be clearly distinguishing Bank Office system management against the Service of Front Office.

1.1 Evaluation of Present status. As well known that the Department of Service Bank is playing a macro-level role of bank servicing by using a Bank Accounting Programme named Bank 95, which is the first generation of Bank 2000 having similar banking business properties of Bank 2000. This program, easy to manipulate and adjust, is open to all users (user's number still limited). The Bank 95 has lower effectiveness then the one of the Bank 2000, such as their recorded data could not be neither modified nor deleted. Therefore, there is a need to use a standardized programme approved by the Central Bank.

1.2 Plan 2007 and 2008 Purchasing Central Banking Solution systems related to the standards of the Central Bank of neigbouring countries, such as:

1. Cheque Payment System 2. Daily Term Deposit Account System 3. Daily Deposit Account System 4. Saving Account System 5. Term Deposit Account System 6. Certificate Bank Account System 7. Obliged Deposit Account System 8. Loan Account System 9. Foreign Currency Account System 10. Finance and Accounting Report System 11. Bank Note Control System (Bank Note printing and its circulation.) 12. Internal Control System such as Budgeting, Monthly Salary Disbursement,

Depreciation, Bank Branches' Monitoring and Budgeting Management. 13. Using Bank Data Base Oracle according to 25 User' Copyright 14. Using Medium Branded Standard Server according to Windows Server 2003 or Unix

over 50 users or Linux Copyright. 15. Applying Windows XP Pack #2 (Professional) Copyright . 16. Able to provide Lao version and able to online with branches. 17. The use of this System could be reducing at least 50% of Department Servicing Staff by

2010.

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1.3. Budget- Central Bank Core Banking System 12 systems 400.000 - Server and Operating System 50 Users 80.000 - Oracle 9i above 25 Users 25.000 - Training 25 users and 25 technical 25.000 - Maintenance 3 years 20.000

Total = USA 550.000

Department of Bank Service and ICTB and concerned parties are assigned to conduct feasibility proposal within 90 days and submit to same to the Bank President for its implementation approval.

2. Establishment of National Transaction & Lao Electronic Transaction Service Center &

Payment System Center. Target:Aiming to upgrade widely effective, safe, on-time transaction which is electronically reducing public use of cash, cost of bank note printing, number of bank note counting machines, controlling in and out country Flow of cash, preventing national extra cost on using non-united electronic system in limiting the use of Electronic Credit Cards.

Applying this project to ensure the socio-economic growth, which is needed to be harmonized and linked with neighboring countries and the world.

2.1 Evaluation of Present situation. As well known, in the Banking System activities, the Lao PDR Bank President has endeavourly attempted to established a Central Payment System or Electronic card Service Center ( Lao Processing Center ) by hiring international experts to formulate an initial feasibility study, which, as well, has been officially approved by the Lao Government, unfortunately its implementation still has faced obstacles, due to its high initial cost and difficulties of finding really interested investors. Moreover, in the Lao PDR the use of electronic system is yet uncontrolled due to its socially rapid demand. Therefore business banks have run independently and their installation of Credit Card Machines have linked through a network of Headquarters in abroad. VISA Card Center of the Joint Development Bank is member of the Thai VISA Network and the BECL is member of VISA in Vietnam. With regardless even lacking of running fund, these banks develop their activities individually. Some Programmes are not able to provide in Lao version. At the same time the System can not facilitate the payment of electricity, water and telephone bills, which have almost been done by Cash. There is just a minor part of the public could get access to the system. This is due to the low public existing incomes. This complexity comes from that the banks can not cooperate with each other in using a common network, The Central Bank can not efficiently control the flow of cash through Electronic Credit Cards.

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2.2 Plan 2008-2010 - Nowadays communication technology in Lao PDR is widely developed. Almost people

can afford mobile phone, Lao people can more and more access to technology of communication, this shows that communication technology has quite well succeeded. Cellular phones using Card Refill account, are well known by Lao population. Their competed service prices gradually decrease, contrarily the access to Credit Card "ATM" is incomparable.

- Establishing Committee or reforming the exiting committee formed of multi parties such as Bank of Lao PDR, Business Banks, STEA, International Private Computer Companies more in-depth to joint and revise the existing feasibility study or to reformulate it into a full manner.

- Using the Feasibility Study in finding investors or assigning Central Bank and Business Banks, in certain case, to participate in taking action for gaining lessons, experiences and be fully responsible.

Estimated budget for the whole cycle is about USD 25 million. People from all provinces can access to the system and can be served by it.

3. Establishing data base of Accounting & Backup data Center Target: Aiming to create a General Safe-guard for the Information Data Technology, that is the

principle of prudence to ensure the regular functionary of the system as being done by the Bank General Sector Center in providing recorded data on-time regardless accidental evens like fire, flood, earthquake, building collapses or accidents related to system itself. 3.1 Evaluation of Present Situation.

In our Banking Existing System, General Data Base safe-guard has not been considered as high priority. Although there has been applied, but still at very how manner in comparison with real Standard. As happening in the past, when System has been locked, this badly affected the whole service. Therefore, Customers were nervous and complaining. Due to the increased demography, computers have been increasingly used in different purposes as Customers services, Financing Management, providing Information Data for making Investment Decision and Teaching-Learning purposes, but Capacity Development of Technical Personel for their Safety Protection System has not been properly taken in to account and widely distributed to all sectors. In case when computers was locked or stagged due to missed manipulation of unskilled users, or virus affection damages computer's function, this is leading to very time consuming in fixing or in worst cases, all records and data have been totally deleted. For example, when a Bank, some where in Lao PDR has faced an uncontrolled accident, their customer's data records will be completely deleted and surely this creates waste of time, waste of financial and creditability. The ICT, to take responsible over this Safe guard System, by manner of law has not been practically created. 3.2 Plan 2009 to 2010

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- Setting up an appropriate location far away at least 15 km from the Central Bank and being isolated from highly populated quarters. This location has to have a 30 m free zone from fencing.

- Requesting for International Experienced Experts (from Vietnam Socialist Republic) to design Backup Data Center, which should be a 2-story building with a ground- floor for preventing shaking.

- Yearly Saving Finance (Capital) Resource amounted about USD 500,000 has to be immediately collected at the early phase and to be fully accomplshed by 2010.

4. Foreign Currency Reserve Management ( be proposed by the Department of Banking Service) 5. InterBank Market Management Target: Effectively upgrading activities of Interbank Market by strengthening its more smooth capability in servicing and eliminating servicing complexities by introducing the Present Internationally Banking System. 5.1 Evaluation of Present Situation Actually, in the current situation, process of the InterBank Market Management has not yet been properly successful, thereafter almost Business Banks negotiate their business matters and pricing by telephone communication. This is caused by lacking of Administrative Control Center, which should be providing their final request. Therefore, services could not be on time satisfying demand, so Services are staged and not developed. 5.2 Plan 2007-2008

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Establishing Management and Servicing System by using ICT technology Data Bank aiming to uplift the effectiveness of the Interbank Market Processing. This Central Data Base could facilitate the Management and Serving System by Customer's Command. For instance, all members are able to access to Market Information Data ( Central Data Bank ) at the Lao PDR Bank , which would provide purchasing records to Center Data Bank, and as well the customers are also able to request for information form other Banks. The responsible person at Central Bank could response the request of customers through the same way of Web-Site and E-mail communication. This facilitates customer's number to be informed about each needed financed account served by the Lao PDR Banks. Access to the Central DataBase will be done through the Internal Network or through telephone lines under the fore-said project channels.

5.3 Estimated Budgets Electronic Interbank Market 20.000 Server and Operating System 25 users 30.000

Total = USD 50.000

Markets between Banks

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Department of Bank Service and ICTB are assigned to coordinate with concerned parties to

conduct feasibility proposal and submit to the Bank President for approval to be implemented in September 2007

Upgrading Credit Information Bureau Target:

Objective of using ICT technology currently used by International Bank System is aiming to prevent risks occurred from credit matters, which have to be more improved, strengthened and safe. 6.1 Evaluation Present Situation

As well known that the negative impacts, that affect the banking system, is related to infected Over Term Debt or NPL, part of which is caused by ineffective provision of Data Information needed by real demands. Information Data providing remains slow and long complicated process. This is due to its undeveloped and stagnant manner. Thereafter the strengthening of capacity for their concerned staff has still been taken at very low priority This is leading to lose of customer's trust on bank creditability. 6.2. Plan 2007-2008

Establishing Management and Servicing System by using ICT technology in order to improve effectiveness of Credit Information Data Base facilitated by Central Information Data base helping the improvement of managing and servicing system under the direct customer's command such as allowing customer's member be able to access to the Central Information Data Base (Central Data Base) at the Lao PDR Bank, which is providing Credit Information to each customers, who's request for information will be quickly and on time replied as being done by Website or E-mail facilities. By this, customers can be reaching the request credit amount needed being paid each time through the Telephone Lines and Network Servicing of the Lao PDR Bank.

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6.3 Estimated Budgets Electronic Credit Information System 50.000 Server and Operating System 25 users 30.000

Total = USD 80.000

Credit Information

ICTB center, Department of banking business and concerned parties are assigned to conduct feasibility proposal and submit to the Bank President for approval to be implemented in 6/2007

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7. Some activities to achieve the 4-th program 7.1. Extension of ICT Network from BOL to other commercial banks’ Head Office in Vientiane Capital Target: to setup a large connection network to deliver banks’ information between BOL and all Commercial Banks’ Head Office and Other Foreign Bank Branches in Vientiane Capital to facilitate the development of Bank Information to be standard and secure. 7.1.1. Current Situation Recently, the network connections between BOL and Commercial Banks are in two ways: Desk Telephone and ADHL cable. ADHL cable can deliver larger capacity and faster than by using the Telephone line. ADHL cable is connected to ICTB Center which links to tree public banks, so they can check their accounts deposited with the Service Department all 24 hours. However, this system is not available with commercial banks. There is only connection by telephone line which has low capacity in deliver information, cannot handle large information, has low signal, slow transmission, often disconnected. When the telephone system has problem, information can not be transmitted. Recently, the network system can be seen as below diagram. 7.1.2. The Direction for 2007 a. The required equipments and materials had been surveyed by an experience company in networking. A technical workshop had been conducted and it was proposed to the President of BOL. b. Expend ADHL Cable to other commercial banks. ADHL Cable is the main and the telephone line is the secondary. c. Facilitate the better development of Banking Information Technology, when the mentioned information technology is available as National Road No.13 which can be traveled 24 hours per day. d. Commercial banks can transfer large information quickly and compare their accounts deposited with the Service Department of BOL all 24 hours. The system can be used for sharing the information on Credit, Bank Market, clearing check, checking balance of their accounts in BOL, etc. e. Setting up this network system will reduce the telephone costs, because we invest in install ADHL Cable of the bank likes Cable TV. If we can develop networking systems as plan, we can charge fees for online information requesting, online account checking, and online marketing between banks.

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7.1.3. Estimated Budgets The required budget is expected from 100 to 200 million kips, which the proposal will be submitted to the President of BOL for approval and a meeting will be conducted in January 2007. 7.2. The Legalization 2007-2008:

1. Prepare regulations for using computer 2. Improve credit information 3. Improve market rules between banks 4. Regulation on using Banking accounting program 5. Improve cheque clearing 6. Prepare regulations on sending and receiving financial information on computer.

2008-2009

1. Prepare regulation on clearing house through electronic clearing center. 2. Prepare regulations on making business on electronic 3. Prepare regulation on copying accounting or financing information 4. Other necessary activities.

7.3. Improvement of ICTB structure and location a. internal organizational structure in 2008 a.1. Director of the center is equal to Department. Deputy director of the center is higher then Head of Division and focusing on solving white department a.2. allocate Head of Information Management and Maintenance Division (now still free) a.3. allocate Deputy Head to all three divisions. b. location in 2008 b.1. increase the floor of the main servers to be suitable as the room for financial information warehouse b.2. allocation the place for CSCC company according to MOU with ICTB to write the proposal for Computerized Banking System Management for BOL b.3. improve ICT center to be standardize as we had visited other ICT center in other countries. 7.4. Staff Capacity Building in ICT

1. Increase the education level of ICT staff from Bachelor Degree to Master Degree 2 people and from Master Degree to PhD 1 person from 2007-2009

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2. Recruit new staff for ICTB Center at lease 6 staff, graduated bachelor degree in ICT, Java scrip program 2 people, SQL Database Management 2 people, and server management 2 people from 2007-2008

3. Conduct training courses on using new banking accounting program, especially in Service Department for at least 50 people in 2007 and 30 people in 2008

4. Provide training courses on using credit information management program, market program between banks for at least 60 people in 2007

5. Provide training courses on using email, website, financial calculation functions in Excel 2003, or Vista 2007, Office 2007, anti viruses for at least 25 people per program per year.

6. Training on using human resource management program, high value goods program, computer part collection program for staff in Personnel, Cash-Warehouse, and Office Department to the staff to use continuously and profitably in 2007

7. Improve financial reporting format, financial ratio in computer according to the approval of the President of BOL which will upgrade Office 95 to Office 2003 and using Lao Fonts in all new computers (Lao Unicode) in 2007

8. Coordinate with provincial branches of BOL and advice on Information Management and Reporting by using computer in different commercial banks’ branches which related to BOL to enable them to collect information easily and quickly in 2007 and also in new setup banks’ branches, agencies or stock market.

9. Coordinate with Policy Bank to setup ICT system in 2007 10. Coordinate with Bank Institute to introduce ICT into curriculum in High Diploma and

Bachelor Degree which can be used by not later than 2010 and setup student information data base, access education information by computer.

7.5. Staff Requirement in Bachelor Degree on ICT

• Allocate 1 staff for each branch of BOL in 2007 (as contract) • Allocate 1 staff for each department by 2008 (as contract)

7.6. increase internet speed at lease 1Mb in 2007 Recently, the bank has increased the number of computer and staff. Staff exchange information through email and access to information electronically (website). The BOL website has been accessed by internet users in both domestic and international increasingly. However, internet signal that we are renting is slow down, so we need to increase from 512Kb to 1Mb to be appropriate for future use. The center will coordinate with Office of BOL and ETL in extension of the contact of renting internet which will be approximately US$ 8,000 per year. 7.7. Funding Resources for development of ICT The dividend of the profit must be allocated for ICT at least US$ 2 million per year or base on situation. 7.8. Cooperation with International for Development of ICT

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1. Coordinate with Lao Development Bank and ADB TA9050 in applying business administration system by computer. For commercial banks and core banking system, new

system will be installed with the existing system in Head Office by the 3-rd round, 2007 and for branches in Vientiane Capital by 2008. all system in the country will be connected by no letter than 2009

2. Coordinate with Agricultural Promotion Bank and ADB TA team to buy computer equipment and hard ware. Core banking system can use with Lao Development Bank. Improve program to match with Agricultural Promotion Bank; install new system in Head Office by 2008 and for branches in Vientiane Capital by 2008. all system in the country will be connected by no letter than 2009

3. Cooperate with BOL and related agencies from foreign countries as approved by the President of BOL.

7.9 Key of Success

In order to be successfully achieved the above-mentioned strategies, there are also many important issues from the previous social experiences that indicate a limitation in developing the information technology (digital divide) to lead the success implementation of various strategy plan through the obstacles in 5 years. The second period of 21 century has set development condition as following:

1) Information content and knowledge should be invested or at least not less than important than the investment in the infrastructure divide. Future projects should be more worthy in hardware investment; especially the investment part of its content must be enough. This will also include the promotion in describing and innovating analysis in which upgrading the capability of the bank step by step. Apart from this, there should be policy for promoting the capacity building for the staffs in each level, from management committee down to every staff.

2) There should be a human resource development all the time, including in and out education system and subjectively education and upgrading the capacity for the current existing labor forces through training for sustainable purposes, as well as to purposively have knowledge workers.

3) Reduce gap and differences due to the development of a digital divide by providing digital opportunity to the staffs. However, the differences should not be considered as only a shortness in infrastructure divide, but also consider the differences in the literacy divide, cultural divide and management divide.

4) There should be a clear mechanism and leadership structure for establishing the digital divide strategy and leading the policy strategy toward the implementation, it must be from the highest level administrator in the bank, as well as the effective management structure and good manager nance, as details bellow:

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There must be one Bank President responsible for a direct leading the digital divide, especially ICTB Center or Information Office, responsible for obtaining information and recruiting technician leading to policy continuously and toward the monitoring and evaluating the conductors as they are the assistant agency for the Bank Presidents, director of the center or CIO must report the feasibility and progress of information technology in the whole bank system to the president each month. However, ICTB center must be effective and not to use the subsidized management system. Because of the fast changing of technology of foreign policy, it is necessary for ICTB center to have capable and effective personnel in its implementation.

The central bank still has duties to support which focuses on supporting the implementation of policy and strategy both technology and project implementation, in consultation with departments, business bank or the assigned analysis and development extension committee, as well as other government units in e-Government. However, the main roles should be clearly fairly and effectively opened to the private sector for outsourcing participation.

ICTB center must cooperate and coordinate closely with departments, business banks and concerned sectors to implement and turning to modern industry step by step. The concerned sectors must have a participation in the project that they participate in order to develop their organizations and services. In case that they can not develop by themselves due to shortage of personnel, they can ask for the assistant from private companies to employ and increase the employment to economic system by using ICTB center as a consultant or using that budgets to ICTB center to process in the appropriate and necessary cases.

Networking the banking policy and strategy into the general policy strategy of the government, especially Science, technology and environment agency that must develop the skill of the government staffs of e-Government, Human resource development to be the knowledgeable labors or e-Industry + e-Commerce and human resource development and students in the e-Education and promotion of e-Society learning

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Therefore, the above-mentioned strategies will be important drivers to result in the growth and banking information industry development which include e-Commerce industry , telecom services and others. Apart from this, it will have a competition in the concerned activities with the basic structure of information in the result of increasing the understanding by the public or people about banking information technology in physical and prices. However, the investment in that basic structure must have a balance between the development target with the limitation of budgets, which need an appropriate procedure and quantity, and to have a systematic operating management and have planning and monitoring for completely and efficiently using the advantages from the investment.

Program 4, Project 1

2007 2008 2009 In charge persons Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Reforming the banking accounting program at Department of Services

1. survey, design, write feasibility proposal, request approval from the presidents

2. improve a new programming system, transfer information from old system to new system comply with 12 system

3. purchase the medium main net and operating system with the License

4. organize training on a new system to the technique technician and users

5. start testing communicating with the old programming system

6. Canceling the old program system and apply a new system

7. Extend the new program system down to institute, southern northern branches

8. Networking online and install the system for branches to be newly installed

Specific committee of the Bank and CSCC Committee Coordinate with purchasing committee Coordinate with institutes and central bank branches Coordinate with purchase committee and ETL

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Program 4, Project 2.1

2007 2008 2009 2010 Q

1 Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 In charge persons

Establishing the payment center

1. encourage the level of

ATM within the country to be able to pay the electric fee, water supply fee and telephone fee

2. encourage to have a payment system of electric fee, water supply fee, telephone by direct debit

3. survey, design, write feasibility proposal of the establishment of the National payment and recruiting investors

4. start request approval from concerned sectors

5. start installing ATM, POS system within the Vientiane Capital

6. give service the transaction system as the national payment central and networking for the whole country

Coordinate with BCEL and JDB Coordinate with department of Accounting-Finance and business banks, electric city, water supply and telephone companies Specific committee of the Bank and CSCC Committee Assigned to the specific Agency as the administrator

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Program 4, Project 2.2

2007 2008 2009 2010 Q

1 Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 In charge persons

Establish Accounting-Finance database backup center

1. survey, design, write

feasibility proposal, arranging location, request assistance a consultant expert from Vietnam

2. request approval and implementing in according to the feasibility proposal

3. making regulation and starting apply it

Specific committee of the Bank and CSCC Committee

Program 4, Project 3

2007 2008 2009 2010 Q

1 Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 In charge persons

Establish market between banks through electronic

1. survey, design, write

feasibility proposal, request approval from Bank President

2. develop web browser program and establish regulation

3. Purchase main net and operating system, related database

4. train and start apply and improve for better results

Specific committee of the Bank and CSCC Committee Coordinate with purchasing committee Assigned to Department of Services to use

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Program 4, Project 4

2007 2008 2009 2010 Q

1 Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 In charge persons

Upgrading the credit Information Center by electronic

1. Survey, design, write

feasibility proposal, request approval from Bank President

2. develop web browser program and establish regulation

3. Purchase main net and operating system, related database

train and start apply and improve for better result

Specific committee of the Bank and CSCC Committee Coordinate with purchasing committee Assigned to Department of Services to use

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