The 2026–2031 strategy preserves IADI’s enduring mission: “to serve as the global standard-setter for deposit insurance systems and the principal forum where deposit insurers from around the world meet to share knowledge and expertise.”
IADI aims to fulfil this mission through a range of mutually reinforcing activities, guided by four strategic goals:
Goal 1: Core Principles
Promote the comprehensive implementation of the Core Principles for Effective Deposit Insurance Systems across jurisdictions
- Establish a structured framework to track implementation of the Core Principles to ensure consistent monitoring and assessment of compliance with the Core Principles across the IADI membership.
- Conduct peer reviews and promote self-assessments to monitor Members’ progress in implementing the Core Principles.
- Support Members in addressing identified gaps in implementation of the Core Principles by offering guidance, capacity building, tailored assistance for achieving compliance, and sharing best practices.
- Assess the impact and effectiveness of IADI’s deposit insurance system standards to ensure they are adapted to remain relevant in a changing financial system.
Goal 2: Thought leadership on deposit insurance systems
Provide thought leadership on deposit insurance systems to support Members in developing future-ready systems that effectively address key risks and emerging trends
- Deliver actionable analysis, research and guidance to support Members in building resilient and future-ready deposit insurance systems and addressing key risks and emerging trends.
- Act as the global data hub for deposit insurance systems by collecting granular data on deposit insurance, crisis management, and resolution to support research, analysis, and informed decision-making.
- Address emerging issues in deposit insurance systems through proactive engagement and collaboration with stakeholders, experts, and academia on shared interests related to financial safety nets, contributing to financial stability.
- Promote research and external studies, and foster cooperation with research institutions to enhance understanding of the role of deposit insurance systems in supporting financial system stability.
Goal 3: Operational readiness
Equip Members with the operational readiness to effectively fulfil their functions and respond to crises
- Provide tailored training, capacity building, and technical assistance to strengthen Members’ operational and crisis preparedness, including their payout readiness and public communication in crisis times.
- Address the unique needs of IADI’s diverse Membership in terms of institutional arrangements, size and mandate, when conducting training and capacity building.
- Promote and support regular crisis management preparedness testing, including simulations and tabletop exercises, at both jurisdictional and regional levels.
Goal 4: Resilience and stability of the global financial system
Enhance engagement with Members and stakeholders to promote collaboration within deposit insurance systems and among financial safety net participants, advance crisis preparedness, and contribute to the resilience and stability of the global financial system
- Expand the understanding of the role of deposit insurance systems (DIS) within financial safety nets and their contributions to financial stability in an evolving financial landscape.
- Promote collaboration between deposit insurers and other financial safety net participants to maintain financial system stability and to foster mutual commitment and shared objectives.
- Establish cooperation arrangements and partnerships with international not-forprofit organisations that share IADI’s objectives and mission.
- Use targeted communications to strengthen IADI’s messaging on the significance of deposit insurance and its role among Members and stakeholders.
To support the achievement of IADI’s strategic goals and objectives, two operational priorities integrate long-term financial sustainability, operational resilience, and institutional knowledge retention to ensure long-term organisational effectiveness.
Priority 1: Long-term financial sustainability
Secure IADI’s long-term financial sustainability and strengthen its capacity to withstand revenue losses
- Strengthen IADI’s financial capacity by building and maintaining financial reserves to ensure resilience against unforeseen challenges and long-term stability.
- Reduce reliance on external funding by increasing self-generated financial resources.
- Conduct balance sheet evaluations to assess resilience to revenue losses (e.g., revenue loss of 20%, 50%, and 70%).
- Diversify Member contributions to mitigate overdependence on any particular group of members.
- Adopt a multi-year budgeting approach.
Priority 2: Support Members in developing future-ready systems
Provide thought leadership on deposit insurance systems to support Members in developing future-ready systems that effectively address key risks and emerging trends
- Expand the administrative resources needed to achieve the Strategic Goals by promoting Members participation.
- Diversify Member contribution to avoid reliance on any one Member for any initiative.
- Strengthening human resource capacity by expanding the Secretariat.
- Stagger Secretariat staff contract expirations to maintain operational continuity and institutional knowledge.
The four strategic goals and two operational priorities are further elaborated through specific, measurable, and time-bound actions and objectives that will guide IADI’s activities for the next five years.
"In the next five years, IADI will place particular emphasis on the comprehensive and globally consistent implementation of its updated Core Principles, while intensifying efforts to monitor and address emerging risks—especially those arising from technological innovation."
Alejandro López, Chair of the Executive Council and President of IADI
Work Priorities
Each year, IADI’s work priorities address emerging challenges while maintaining a strategic, multi-year approach. This process allows for flexibility in responding to new challenges, while remaining committed to long-term objectives.
The Annual Work Priorities can be found here.