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  • October 29, 2024

    Sharpening our insights

    In a volatile climate, the Bank must be ready to take swift and decisive action in response to shifting circumstances. This drives us to get better at what we do, especially when it comes to honing the insights that guide our decisions. We will develop and use state-of-the-art models and analytical tools. At the same time, we will foster deeper and more nuanced conversations with individuals and businesses across the country. We are committed to equipping every area of the Bank with the best information, ensuring our actions deliver the outcomes Canadians expect from us.
  • October 29, 2024

    Amplifying our impact

    To be a leading central bank, we must work beyond our own walls—taking a big-picture view as we move our priorities forward. That means ensuring our messages reach the people we are working for so that they better understand what we do and how it affects their own plans and choices. As we nurture relationships with the Bank’s domestic and international partners, we will focus on areas where we can lead, leveraging our strengths to collaborate and promote greater economic and financial stability for Canadians.
  • October 29, 2024

    Sustaining our resilience

    The Bank’s operations play a crucial role in enabling our work on behalf of Canada’s economy and financial system. Moving forward, we must be nimble in our decision-making and work efficiently to fulfill our mandate. At the same time, it is critical that we maintain the continuity of our operations while safeguarding against potential disruptions and threats. We must also ensure we have timely, relevant data at our fingertips to advance the opportunities that matter most to Canadians.
  • October 29, 2024

    Equipping our workforce for the future

    The Bank’s success in responding to change, and anticipating what comes next, is driven by its people. Our workforce must constantly learn and adapt to navigate the best path forward with confidence and skill. That means enhancing and reinforcing our leadership capabilities. It also means leveraging our diversity to encourage fresh ideas and different points of view. And it means fostering a shared understanding of the Bank’s distinct culture and how it shapes our efforts to carry out our strategy.

  • How do Canadians perceive access to cash?

    Staff Analytical Note 2024-24 Heng Chen, Daneal O’Habib, Hongyu Xiao
    This paper introduces a subjective measure of cash accessibility in Canada, complementing existing distance-based metrics developed by Chen, O’Habib and Xiao (2023). Analyzing data from the 2023 Methods-of-Payment Survey, this study explores how Canadians perceive their ease of accessing cash from automated banking machines (ABMs) and financial institution branches.
    Content Type(s): Staff research, Staff analytical notes Research Topic(s): Bank notes, Financial services, Regional economic developments JEL Code(s): J, J1, J15, O, O1, R, R5, R51

  • The Consumer Value Proposition for a Hypothetical Digital Canadian Dollar

    Staff Discussion Paper 2024-16 Martine Warren, Bill Laur, Ted Garanzotis, Sebastian Hernandez
    We explore the consumer value proposition of a hypothetical Digital Canadian Dollar, adoption considerations and the users who would benefit most from this potential new payment method. We employ a design-thinking consultation methodology, allowing participants to interact with research prototypes of increasing complexity to reveal user preferences, constraints and adoption influences.
    Content Type(s): Staff research, Staff discussion papers Research Topic(s): Accessibility, Bank notes, Central bank research, Digital currencies and fintech JEL Code(s): C, C9, D, D1, D12, E, E4, E42, E5, E58, O, O3, O33

  • Monetary Policy Transmission amid Demand Reallocations

    Staff Working Paper 2024-42 Julien Bengui, Lu Han, Gaelan MacKenzie
    We analyze the transmission of monetary policy during different phases of a sectoral demand reallocation episode when there are frictions to increasing production in a sector. Monetary policy is more effective in reducing inflation when a larger proportion of sectors are expanding or expect to expand in the near future.
    Content Type(s): Staff research, Staff working papers Research Topic(s): Domestic demand and components, Inflation and prices, Monetary policy transmission JEL Code(s): E, E1, E12, E2, E24, E3, E31, E5, E52
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