Strategic Goal 1: Improve the Formulation and Effectiveness of Monetary Policy

S. No	Strategic Sub-Goals
1.1	Clear articulation and implementation of a forward looking, transparent and effective monetary policy framework.
1.2	Develop mechanism to study/understand micro and macroeconomic linkages between formal and informal economy.
1.3	Further enhancing research capacity of SBP to undertake primary and survey based research at grassroots level and publications on key sectors of the economy.
1.4	Strengthen the capacity of DWH and data management system to serve as a strong input for robust and effective policy formulation and supervision.
1.5	Develop strong linkages and feedback mechanism with key stakeholders.
1.6	Develop strong linkages and feedback mechanism with key stakeholders.

Strategic Goal 2: Develop a Financial Stability Framework (Macro-Prudential)

S. No	Sub-Goals
2.1	Form a cross-cluster Taskforce to initiate work on the development of, and devise a macro prudential financial stability framework.
2.2	Develop and improve payment system governance arrangements and oversight framework.
2.3	Build a mechanism for macro stress testing, and an early warning system.

Strategic Goal 3: Improve the Soundness/Efficiency of the Financial System

S. No	Strategic Sub-Goals
3.1	Develop consolidated supervision framework for banking groups.
3.2	Strengthen and integrate Stabilization/Resolution framework for problem banks and ensure presence of safety nets for banking system.
3.3	Strengthening risk-based regulatory and supervisory framework.
3.4	Strengthening framework for consumer protection for banks, DFIs and MFBs.
3.5	Enhance efficiency of financial intermediation along with improved market structure.
3.6	Development of vibrant Financial Market with emphasis on Debt Capital Market.
3.7	Development of vibrant Financial Market with emphasis on Debt Capital Market.

Strategic Goal 4: Strengthen Prudential Standing of Banks

S. No	Strategic Sub-Goals
4.1	Separate regulations for DFIs to enable them to play their developmental role.
4.2	Developing and proposing amendments in banking laws providing legal coverage to Islamic Banking including Sharia Board of SBP .
4.3	Strengthen and implement corporate governance regime in Banks/DFIs/MFBs.
4.4	Develop supervisory review process under BASEL II.

Strategic Goal 5: Address Development Needs of the Financial System, Including Broadening Access to Financial Services

S. No	Strategic Sub-Goals
5.1	Developing financial inclusion policy and programs, addressing issues and market failures for broadening access in all areas of development finance.
5.2	Strengthening regulatory environment for improving access to finance (ongoing).
5.3	Promote innovation and alternative delivery channels.
5.4	Develop funding mechanism to improve flow of credit to under-served segments including SMEs, micro enterprises, agriculture, and infrastructure housing sector.
5.5	Strengthening and enhancing framework for enhancement of workers’ remittances.
5.6	Developing and strengthening Islamic Finance as alternate and compatible system.
5.7	To promote financial literacy and consumer awareness.
5.8	To conduct focused diagnostic research to assist the development goals of Development Finance Group.

Strategic Goal 6: Strengthening Exchange, Market and Reserve Management

S. No	Strategic Sub-Goals
6.1	Strengthening exchange policy framework.
6.2	Strengthening reserve management framework.
6.3	Strengthening derivatives and alternate Product Policy framework.
6.4	Review and strengthening of agency arrangements.
6.5	Market regulation by bringing transparency through Market Data dissemination.
6.6	Strengthening and consolidating Trading Payment Platforms.
6.7	Development of money market and liquidity management instruments for Islamic Banking Institutions.

Strategic Goal 7: Management Strategies for Improving Corporate Governance and Institutional Strengthening of SBP & Its Subsidiaries

S. No	Strategic Sub-Goals
7.1	Review and strengthening of governance related arrangements for SBP and its subsidiaries.
7.2	Enhancing effectiveness of talent management.
7.3	Strengthening of Currency Notes Policy Framework.
7.4	Review and further strengthen SBP communication strategy for internal and external stakeholders of SBP (including subsidiaries).
7.5	Promoting values based performance culture.
7.6	Strengthen and leverage IT resources for internal and external stakeholders.
7.7	Formulation of Strategic Plan of SBP-BSC/NIBAF (within overall framework of SBP strategic plan).
7.8	Improved clarity in Operational responsibilities of SBP-BSC and minimize duplication.
7.9	Business process reengineering/functional system administration of various processes at SBP and SBP-BSC.
7.10	Enterprise wide risk management of SBP and its subsidiaries.