BIS Review 40/2007  5  instance, the members may disagree as to how quickly inflation should be returned to target after a shock. This type of situation may be complicated. But after all, we have managed to agree earlier on interest rate messages that have contained information on our future intentions. Other arguments have also been put forward against publishing one’s own forecast for the development of the policy rate. One is that it could damage our credibility and make communication with the general public and the financial markets more difficult. Let us assume that the central bank first notifies a particular interest rate path but that new information is received afterwards, which leads to a policy rate decision that differs from the path published earlier. According to this argument, the deviation could be perceived as a failure by the central bank and could impair the bank’s credibility 7 . However, I am fairly convinced that it is the other way around – that communication will now be clearer and more efficient. I believe that there is currently widespread understanding among households, companies and market participants that monetary policy must be adjusted when the prevailing conditions change. A forecast is by nature uncertain and this applies even more the further ahead it stretches. We have also been clear on this point. Our assessment of the development of the repo rate, as presented in the Monetary Policy Report, is a forecast. It is not a promise!

The aspiration and objectives of a national strategy for financial literacy have been carefully articulated by the Financial Education Network (FE Network), which was established in late 2016. Strategic outcomes, priority areas and target groups have been identified. The national strategy for financial literacy have identified five strategic priorities which cover all life stages – from nurturing values among young children, to inculcating positive behaviour for adults and preparing Malaysians to retire comfortably. Specific action plans would be formulated to reach out to the masses as well as meeting the needs of specific target groups. The second key thrust is “collaboration”. I believe that shared responsibility and concerted efforts are integral to the successful implementation of the national strategy to realise our desired outcome. It requires strong and long-term efforts by all stakeholders, including regulators, private and public sectors, non-governmental associations and the consumers themselves to realise the desired outcome of improving financial literacy. Each stakeholder has its own strength. While some are subject matter experts providing reliable financial education to the targeted audience, others may have access to critical contact points to reach out to the masses. Often times, many agencies are also well-positioned to leverage on “teachable moments” such as at the stage of starting a job; getting married; or preparing for retirement, where key financial decisions are made. The national strategy will be a catalyst for the stakeholders to leverage on each other’s strengths, resources, expertise or even authority in providing a holistic financial education and in reaching out to Malaysians nationwide.