Benchmark Strategic Planning 2025
Collateral pre-positioning reported in half of jurisdictions
Most supervisors believe banks are ready to access emergency central bank liquidity
Over half of central banks employ strategic progress monitoring tools
Just a quarter of jurisdictions evaluate success with external means
Most central banks gauge strategic plans with KPIs
Respondents reveal KPI use cases in operations and compliance with mandate
Central banks rate strategic plan visibility and authority highest
Resourcing tends to be somewhat more challenging across jurisdictions
Third of central banks link staff remuneration to strategic plan
Strategic planners are paid $40,000 on average per year
Strategic plans widely integrated into staff annual reviews
Staffing averages just under five persons in strategic planning units
Strategic control often operates on quarterly cycle
Banks with centralised strategic planning also tend to centralise strategic control
Governing boards approve majority of strategic plans
Departmental heads widely assigned implementation duties
Three in four central banks use dedicated strategic units
Units typically have a direct reporting line to the governor
Events are top channel for strategic plan communication
But over half of plans lack a framework for communication
Digital transformation and payments are major strategic goals
But few respondents prioritise AI or mandate changes
Strategic planning is ad hoc in 10% of central banks
Strategic plan-setting frequency averages 3.8 years across institutions
Strategic plans tend to be built around six key pillars
Central banks split on whether planning is broad or narrow
Most central banks fund strategic plan delivery with standard budgets
Only two-fifths of jurisdictions have dedicated budget for strategic objectives