Each depositor insured to at least $250,000 per insured bank



Home > About FDIC > Strategic Plans > 2013 Annual Performance Plan





2013 Annual Performance Plan

Skip Left Navigation Links
0
Plan Homepage
Chairman's Message
Insurance Program
Supervision Program
Receivership Management Program
Effective Management of Strategic Resources
Appendix

Insurance Program

The FDIC maintains stability and public confidence in the U.S. financial system by providing deposit insurance.  Through its industry and consumer awareness programs, the FDIC seeks to increase public awareness and understanding of deposit insurance rules and coverage.  The FDIC and other federal regulatory agencies make sure that insured depository institutions accurately disclose uninsured products.  The FDIC also informs depositors and financial institution staff about how the insurance rules and limits apply to specific deposit accounts.

Before a prospective insured depository institution can open for business, it must apply to the FDIC for federal deposit insurance.  The FDIC then evaluates an applicant’s potential risk to the Deposit Insurance Fund (DIF) by assessing the adequacy of its capital, future earnings potential, and the general character of its management.  Before granting access to the federal deposit insurance system, the FDIC also considers the needs of the community that the applicant plans to serve and obtains input from other regulatory authorities.

Communication and coordination with the other bank regulatory agencies are top priorities for the FDIC.  As the insurer, the FDIC, by statute, has back-up examination authority for all insured depository institutions.  If significant emerging risks or other serious concerns are identified for an insured depository institution for which the FDIC is not the primary federal supervisor, the FDIC and the institution’s primary supervisor work together to address those risks or concern1     

When an insured depository institution fails, the FDIC makes sure that the institution’s customers have prompt access to their insured deposits and other services.  To keep pace with the evolving banking industry and maintain its readiness to protect insured depositors, the FDIC prepares and maintains contingency plans to respond promptly to a variety of failure scenarios for insured depository institutions.

Because of the large number of depository institution failures that resulted from the financial crisis and ensuing recession, losses to the DIF were high, and both the fund and reserve ratio were negative throughout 2010.  Following seven quarters of negative balances, the fund returned to positive territory in 2011.  The number of problem and failed institutions continued to decline in 2012, allowing the FDIC to rebuild the DIF.  At the end of 2012, the fund balance had risen to $33.0 billion.  Cumulatively, the DIF balance has risen by almost $54 billion from its negative $20.9 billion low point at the end of 2009.  The reserve ratio at the end of 2012 was 0.45 percent.

The Dodd-Frank Act (DFA), which was enacted in July 2010, revised the statutory authorities governing the FDIC’s management of the DIF.  Among other things, DFA (1) raised the minimum designated reserve ratio (DRR) to 1.35 percent (from the former minimum of 1.15 percent) and removed the upper limit on the DRR (formerly capped at 1.5 percent) and, therefore, on the size of the fund; (2) required that the DIF reserve ratio reach 1.35 percent by September 30, 2020 (rather than 1.15 percent by the end of 2016, as formerly required); (3) required that, in setting assessments, the FDIC “offset the effect of [requiring that the reserve ratio reach 1.35 percent by September 30, 2020, rather than 1.15 percent by the end of 2016] on insured depository institutions with total consolidated assets of less than $10,000,000,000”; (4) eliminated the requirement that the FDIC pay dividends from the DIF when the reserve ratio exceeds 1.35 percent; and (5) continued the FDIC’s authority to declare dividends when the reserve ratio at the end of a calendar year is at least 1.5 percent, but granted the FDIC sole discretion in determining whether to suspend or limit the declaration or payment of dividends.2 Each year the FDIC is required to set the DRR to a level consistent with these restrictions.

As a result of the changes mandated by DFA, the FDIC developed a comprehensive, long-term management plan for the DIF that sets an appropriate target fund reserve ratio of 2 percent and a strategy for assessment rates and dividends.  The plan is designed to reduce the pro-cyclicality in the existing system and achieve moderate, steady assessment rates throughout economic and credit cycles while maintaining a positive fund balance, even during a banking crisis.  The FDIC finalized the comprehensive plan in rulemakings adopted in December 2010 and February 2011.  A new Restoration Plan was also adopted to make sure that the reserve ratio reaches 1.35 percent by September 30, 2020.

The FDIC continued its efforts to reduce the pro-cyclicality of the deposit insurance assessment system by issuing a rule that revised the assessment system for large insured depository institutions.  The new assessment system for large insured depository institutions better reflects risk by differentiating institutions during periods of good economic conditions and taking into account the potential losses that the FDIC could incur if such an institution failed.  The rule, which became effective on April 1, 2011, eliminates the risk categories for large institutions and authorizes the FDIC to adjust an institution’s total risk-based rate within certain limits if necessary to appropriately reflect the relative risk posed by a large institution.   On October 9, 2012, the FDIC amended the assessment system for large insured depository institutions to revise and clarify some of the definitions used in the assessment system.  The amendments went into effect on April 1, 2013. 

In October 2008, the FDIC implemented the Temporary Liquidity Guarantee Program (TLGP), which consisted of two components:  (1) the Debt Guarantee Program (DGP), an FDIC guarantee of certain newly issued senior unsecured debt; and (2) the Transaction Account Guarantee Program (TAGP), an FDIC guarantee in full of noninterest-bearing transaction accounts.  The TLGP helped bring stability to financial markets and the banking industry during the crisis period.

Institutions were initially required to elect whether to participate in one or both of the programs. During the DGP’s existence, 122 entities issued TLGP debt.  At its peak, the DGP guaranteed almost $350 billion of outstanding debt.  The DGP guarantee on all TLGP debt that had not already matured expired on December 31, 2012.  The FDIC collected $10.4 billion in fees and surcharges under the DGP and paid $153 million on claims resulting from six participating entities defaulting on debt issued under the program.  The FDIC collected $1.2 billion in fees under the TAGP, which expired on December 31, 2010.  Cumulative estimated TAGP losses on failures totaled $2.1 billion as of year-end 2012.  Overall, TLGP fees substantially exceeded the losses from the program.

Passage of DFA eliminated the need to extend the TAGP.  DFA provided temporary unlimited deposit insurance coverage for noninterest-bearing transaction accounts from December 31, 2010, through December 31, 2012, regardless of the balance in the account or ownership capacity of the funds.  The coverage was available to all depositors, including consumers, businesses, and government entities.  It expired on December 31, 2012. 

The table below depicts the strategic goal, strategic objectives, and annual performance goals for the Insurance Program.

1 An institution’s charter and its Federal Reserve System membership status determine which federal banking agency is the institution’s primary federal supervisor.
2 Public Law. No. 111-203, §§332 and 334, 124 Stat. 1376, 1539 (to be codified at 12 U.S.C. § 1817).


The table below depicts the strategic goal, strategic objectives, and annual performance goals for the Insurance Program.

Strategic Goal

Strategic Objectives

Annual Performance Goals

Insured depositors are protected from loss without recourse to taxpayer funding.

Customers of failed insured depository institutions have timely access to insured funds and financial services.

Respond promptly to all insured financial institution closings and related emerging issues. (1.1-1)

The FDIC promptly identifies and responds to potential risks to the DIF.

Disseminate data and analyses on issues and risks affecting the financial services industry to bankers, supervisors, the public, and other stakeholders on an ongoing basis. (1.2-1)

The DIF and the deposit insurance system remain strong and adequately financed.

Adjust assessment rates, as necessary, to achieve a DIF reserve ratio of at least 1.35 percent of estimated insured deposits by September 30, 2020. (1.3-1)

Expand and strengthen the FDIC’s participation and leadership role in supporting robust international deposit insurance systems. (1.3-2)

The FDIC resolves the failure of insured depository institutions in the manner least costly to the DIF.

Market failing institutions to all known qualified and interested potential bidders. (1.4-1)

The public and FDIC-insured depository institutions have access to accurate and easily understood information about federal deposit insurance coverage.

Provide educational information to insured depository institutions and their customers to help them understand the rules for determining the amount of insurance coverage on deposit accounts. (1.5-1)




STRATEGIC GOAL 1:
Insured depositors are protected from loss without recourse to taxpayer funding.

STRATEGIC OBJECTIVE 1.1
Customers of failed insured depository institutions have timely access to insured funds and financial services.

Annual Performance Goal 1.1-1
Respond promptly to all insured financial institution closings and related emerging issues.

Indicator and Targets

  1. Number of business days after an institution failure that depositors have access to insured funds
    • Depositors have access to insured funds within one business day if the failure occurs on a Friday.
    • Depositors have access to insured funds within two business days if the failure occurs on any other day of the week.
  1. Insured depositor losses resulting from a financial institution failure
    • Depositors do not incur any losses on insured deposits.
    • No appropriated funds are required to pay insured depositors.

Means and Strategies

    Operational Processes (initiatives and strategies):
    When an insured institution is identified as a potential failure, the FDIC prepares a plan to handle the possible resolution of the institution.  The FDIC begins the resolution process by assessing the institution’s assets and liabilities.  The FDIC then develops an information package that is used as a marketing tool and is provided to all interested potential assuming institutions.  The FDIC solicits proposals from approved bidders to find a buyer for the deposit franchise.

    If the federal or state supervisor chooses to close the institution, the FDIC is named receiver, takes control of the failed institution, and determines which deposits are insured.  Once the FDIC is appointed receiver, it initiates the resolution process for the failed institution.

    If the failed institution is sold to another insured institution, the FDIC works with the assuming institution so that the insured deposit accounts are transferred to it as soon as possible.  If no assuming institution is found during the resolution process, the FDIC disburses insured deposit balances directly to customers of the failed institution.  In either case, the FDIC provides the insured depositors with access to their accounts within one or two business days.

    As banking industry practices and technologies evolve, the FDIC continues to review and enhance existing plans, processes, and systems in response to potential risks that might affect the resolution process.

    Human Resources (staffing and training):
    The FDIC has authorized 2013 staffing of 1,463 employees dedicated to handling the failure of insured financial institutions and the management of ensuing receiverships.  This includes 420 permanent positions and 1043 non-permanent positions.  The number of authorized non-permanent positions is lower than in 2012, reflecting the continuing decline in the number of insured institution failures and receivership management   workload.

    Information Technology:
    Technology is critical to the efficiency of deposit insurance determinations and payments.  The FDIC uses the Claims Administration System (CAS) to identify depositors’ insured and uninsured funds in failing and failed banks.  For every failing bank, CAS is used before the failure to estimate the amount of uninsured deposits for the least cost test.  When an insured deposit transaction is the least cost resolution, CAS is used to determine the amount of the depositors’ funds that are insured.  For all failures, CAS is the system of record for the deposits of the failed bank and subsequent claims processing and tracking.  During 2013, FDIC will complete an update to the underlying technology of CAS to a more capable, stable, and sustainable platform.

Verification and Validation
If insured deposits are transferred to a successor institution, the number of business days before depositors have access to their insured funds is verified by comparing the date of failure to the date that the successor insured depository institution opens for business and makes insured funds available to the failed institution’s depositors.  For a depositor payout, the availability of funds is verified by comparing the date of failure with the date that deposit insurance checks are mailed to depositors or made available for pickup at the premises of the failed institution.

2012 Performance Results
This annual performance goal and its associated performance indicators and targets are unchanged from 2012.  Fifty-one insured financial institutions failed during 2012.  The FDIC successfully met the performance targets for each failure.


STRATEGIC OBJECTIVE 1.2
The FDIC promptly identifies and responds to potential risks to the DIF.

Annual Performance Goal 1.2-1
Disseminate data and analyses on issues and risks affecting the financial services industry to bankers, supervisors, the public, and other stakeholders on an ongoing basis.

Indicator and Targets

  1. Scope and timeliness of information dissemination on identified or potential issues and risks
    • Disseminate results of research and analyses in a timely manner through regular publications, ad hoc reports, and other means.
    • Undertake industry outreach activities to inform bankers and other stakeholders about current trends, concerns, and other available FDIC resources.

Means and Strategies

    Operational Processes (initiatives and strategies):
    The FDIC maintains a vigorous research and publications program on issues and topics of importance to the banking industry.  Much of this research is conducted with the academic community through the Center for Financial Research (CFR).  Research findings are disseminated through CFR Working Papers, articles in professional journals, and presentations at conferences and other events.  The FDIC also disseminates information and analyses on industry risks through periodic reports, publications (e.g., the FDIC Quarterly Banking Profile and the FDIC Quarterly), Financial Institution Letters (FILs), and participation in industry events and other outreach activities.

    The FDIC conducts outreach sessions several times each year throughout the country.  In addition, FDIC employees regularly attend conferences and meet with industry analysts and trade groups to exchange views and analyses.  They also present Directors’ College outreach sessions to local bank board members.  During these sessions, FDIC employees share information with bank directors on current risks, new regulations, and emerging issues.  In addition, local FDIC offices nationwide conduct banker roundtable events that provide a forum for bankers to receive information and raise questions about new regulatory guidance or emerging risks.

    Human Resources (staffing and training):
    The FDIC employs economists, financial analysts, and other staff members who monitor risks within the banking industry and communicate those risks to FDIC management, other regulators, the industry, the public, and other stakeholders through a variety of media and forums.

    In addition, outside scholars participate in the Corporation’s risk analysis program, and risk-focused examination training has been incorporated into the FDIC’s examination schools. The FDIC also uses examiners and other staff located throughout the country to conduct banker outreach sessions.

    Information Technology:
    The FDIC’s Web site (www.fdic.gov) is a centralized source of information on FDIC research and analysis on potential areas of risk for the industry, the public, and other regulators.  Databases and reports provide comprehensive financial and structural information about every FDIC-insured institution.  The data are provided in multiple formats, including eXtensible Business Reporting Language (XBRL), to provide faster access to financial institution information for all users of the data, including financial institutions, bank regulators, and the public.

Verification and Validation
Timely analyses of banking industry risks are included in regular publications or issued as ad hoc reports.  Industry outreach activities aimed at the banking community and industry trade groups promote discussion of current trends and concerns and inform bankers about available FDIC resources.  Publications and outreach events are documented through established reporting processes.

2012 Performance Results
This annual performance goal and its associated indicator and targets are unchanged from 2012. The FDIC successfully met the performance targets for this annual performance goal in 2012.


STRATEGIC OBJECTIVE 1.3
The DIF and the deposit insurance system remain strong and adequately financed.

Annual Performance Goal 1.3-1
Adjust assessment rates, as necessary, to achieve a DIF reserve ratio of at least 1.35 percent of estimated insured deposits by September 30, 2020.

Indicator and Targets

  1. Updated fund balance projections and recommended changes to assessment rates
    • Provide updated fund balance projections to the FDIC Board of Directors by June 30, 2013, and December 31, 2013 .
    • Recommend changes to deposit insurance assessment rates to the FDIC Board of Directors as necessary.

  2. Demonstrated progress in achieving the goals of the Restoration Plan
    • Provide progress reports to the FDIC Board of Directors by June 30, 2013, and December 31, 2013.

Means and Strategies

    Operational Processes (initiatives and strategies):
    This goal reflects a requirement of DFA. 
    At the end of 2012, the fund balance had risen to $33.0 billion and, cumulatively, the DIF balance had risen by almost $54 billion from its negative $20.9 billion low point at the end of 2009.  The reserve ratio at the end of 2012 was 0.45 percent.  The fund is projected to reach 1.15 percent of estimated insured deposits in 2018 and achieve the required 1.35 percent of estimated insured deposits by 2020 under the Restoration Plan adopted by the FDIC Board of Directors.

    The FDIC’s Financial Risk Committee (FRC) develops quarterly failure projections and loss estimates to establish contingent loss reserves for the DIF.  The FRC consults with the other federal banking agencies in its deliberations.  Models that forecast failures and failure resolution costs are maintained and enhanced, as necessary.  The FRC regularly reviews adverse events to identify lessons or implications for monitoring and addressing risks.  Based on an analysis of projected failed bank assets and other pertinent information, the FRC recommends to the Chief Financial Officer (CFO) the level of the contingent loss reserve for the DIF.

    FDIC staff use the FRC’s projections on insurance losses to help determine the level of assessment revenue necessary to maintain adequate funding in the DIF.  Projected insurance losses, as well as projections of investment revenue, operating expenses, and insured deposit growth, are key elements in estimating assessment revenue needs.  In addition, the FDIC continues to enhance the techniques and methodologies used to analyze the nature of risk exposure, including scenario analysis and stress testing.

    Human Resources (staffing and training):
    FDIC staff performs the analytical work associated with deposit insurance pricing.  The FDIC will continue to expand its ties to the academic community to broaden the information and analytical perspectives available to it as steward of the DIF.

    Information Technology:
    The Risk-Rated Premium System (RRPS), the information system supporting the assessment process, calculates the premiums that financial institutions are assessed for deposit insurance.  RRPS is updated and tested when there are changes to the insurance assessment pricing structure.

Verification and Validation
To ensure that the RRPS identifies higher risk institutions and appropriately assesses higher insurance premiums, a Federal Information Security Management Act (FISMA) self-assessment of RRPS is conducted annually.  In addition, the Government Accountability Office (GAO) reviews annually the methodology used to determine the contingent loss reserve.

In 2013, the FRC will again conduct semiannual reviews of the contingent loss reserve methodology by analyzing the variance between projected and actual losses.  In addition, FDIC staff will report semi-annually to the FDIC Board of Directors on progress made in meeting the goals of the Restoration Plan.

2012 Performance Results
This annual performance goal and its associated performance indicators and targets have been updated for 2012.  The FDIC successfully met the performance targets established for the related 2012 annual performance goal.  The 2012 performance target on analyzing possible refinements to the deposit insurance pricing methodology was completed, and there is no successor performance target for 2013. 


Annual Performance Goal 1.3-2
Expand and strengthen the FDIC’s participation and leadership role in supporting robust international deposit insurance and banking systems.

Indicator and Targets

  1. Initiatives to advance the FDIC’s global leadership and participation
    • Maintain open dialogue with counterparts in strategically important countries as well as international financial institutions and partner U.S. agencies.
    • Conduct workshops and assessments of deposit insurance systems based on the methodology for assessment of compliance with the Basel Committee on Bank Supervision (BCBS) and the International Association of Depositor Insurers (IADI) Core Principles for Effective Deposit Insurance Systems.
  1. Provision of technical assistance to foreign counterparts
    • Support visits, study tours, and longer-term technical assistance and training programs for foreign jurisdictions to strengthen their deposit insurance organizations, central banks, and bank supervisors.

Means and Strategies

    Operational Processes (initiatives and strategies):
    The FDIC is a recognized global leader in promoting sound deposit insurance, bank supervision, and bank resolution practices by providing technical guidance, training, consulting services, and information to governmental banking and deposit insurance organizations around the world.  The FDIC provides guidance and technical assistance through its partnerships with international financial institutions and leadership roles in ASBA and IADI.  In 2013, the FDIC will continue to support IADI in the advancement of the 2009 IADI and BCBS Core Principles for Effective Deposit Insurance Systems (Core Principles).

    Adopted by the FSB as a key standard for sound financial systems in 2011, the Core Principles are used by the IMF and World Bank in their Financial Sector Assessment Program (FSAP) and Reports on the Observance of Standards and Codes.  The FDIC will work closely with World Bank and IMF officials to support the deposit insurance section of FSAP reviews.  Additionally, the FDIC will lead the IADI effort to provide training to deposit insurers and other safety-net organizations on the methodology for assessment of compliance with the Core Principles.  The FDIC will also provide subject matter experts (SMEs) as instructors for ASBA-sponsored training and support the ASBA secondment program at the FDIC.

    Human Resources (staffing and training):
    Available resources include a small permanent staff in the FDIC’s Office of International Affairs (OIA), supplemented by other FDIC employees on temporary assignments to OIA.  Subject matter experts are also identified from elsewhere within the Corporation to support technical assistance missions overseas and study tour visits in the United States.

    Information Technology:
    Information about international governmental bank regulatory and deposit insurance activities, as well as the FDIC’s international outreach program, is communicated through the FDIC’s Web site.

Verification and Validation
Progress in meeting this annual goal will be tracked by the FDIC’s International Affairs Working Group through established reporting processes.  Quarterly statistical reports will document trends in the number of foreign visitors, foreign officials trained, technical assistance missions, and FDIC participation and leadership in key international organizations.

2012 Performance Results
This annual performance goal is unchanged from 2012.  The performance targets and associated performance indicators have been updated for 2013.


STRATEGIC OBJECTIVE 1.4
The FDIC resolves the failure of insured depository institutions in the manner least costly to the DIF.

Annual Performance Goal 1.4-1
Market failing institutions to all known qualified and interested potential bidders.

Indicator and Targets

  1. Scope of qualified and interested bidders solicited
    • Contact all known qualified and interested bidders.

Means and Strategies

    Operational Processes (initiatives and strategies):
    The FDIC markets the deposits and assets of failing institutions to all known qualified and interested potential bidders to stimulate as much competition as possible.  The FDIC maintains an inventory of qualified financial institutions that may potentially be interested in bidding to purchase a failing institution.  In preparing a list of potential bidders for each failing institution, the FDIC takes into account the failed institution’s geographic location, competitive environment, minority-owned status, financial condition, asset size, capital level, and regulatory ratings.  Potential bidders are then given the opportunity to perform due diligence on the failing institution’s assets and liabilities before determining whether to submit bids.

    Human Resources (staffing and training):
    Franchise marketing is carried out primarily by specialized FDIC personnel with support, as needed, from staff in other disciplines.  The FDIC’s Resolutions and Receiverships Commissioning Program ensures the future availability of trained and qualified personnel to handle this and other aspects of the resolutions and receivership management functions.  Staffing requirements are continually assessed within the context of current and projected workload to ensure that the FDIC is appropriately staffed.  The FDIC also uses contractor support, non-permanent employees, and employees temporarily assigned from divisions and offices throughout the organization to meet workload demands and mission responsibilities in this area.

    Information Technology:
    The FDIC documents franchise marketing activities through its automated Franchise Marketing System (FMS), which is supported by the 4C system.

Verification and Validation
Data from FMS are used to report on marketing and sales progress.

2012 Performance Results
This annual performance goal and its associated performance indicator and target are unchanged from 2012.  The performance target was successfully met for the 51 insured institution failures that occurred in 2012.


STRATEGIC OBJECTIVE 1.5
The public and FDIC-insured depository institutions have access to accurate and easily understood information about federal deposit insurance coverage.

Annual Performance Goal 1.5-1
Provide educational information to insured depository institutions and their customers to help them understand the rules for determining the amount of insurance coverage on deposit accounts.

Indicator and Targets

  1. Timeliness of responses to deposit insurance coverage inquiries
    • Respond within two weeks to 95 percent of written inquiries from consumers and bankers about FDIC deposit insurance coverage.
  1. Initiatives to increase public awareness of deposit insurance coverage changes
    • Conduct at least 15 telephone or in-person seminars for bankers on deposit insurance coverage.

Means and Strategies

    Operational Processes (initiatives and strategies):
    The FDIC uses various means to educate insured financial institution employees and depositors about FDIC deposit insurance coverage.  In addition to conducting seminars for bank employees, the FDIC encourages the dissemination of educational information through the banking industry and the media.

    The FDIC also (1) operates a toll-free call center (877-ASK-FDIC) to answer questions about FDIC deposit insurance coverage, (2) maintains educational and informational resources on the FDIC’s Web site, (3) publishes articles on deposit insurance coverage in the FDIC Consumer News (a quarterly newsletter for consumers published by the FDIC), and (4) works to raise awareness of deposit insurance coverage through the national and regional news media.   The call center is staffed by contractors who are trained to provide answers to many different questions about deposit insurance coverage.  Complex or unique issues, or those requiring additional analysis and review, are referred by the call center to FDIC employees who specialize in deposit insurance issues to research and respond.

    Human Resources (staffing and training):
    The FDIC has a dedicated staff of deposit insurance specialists and contract employees who respond to tens of thousands of telephone and written inquiries from consumers and bankers about deposit insurance coverage.  The call center is staffed by contractors, and the dedicated staff of specialists for deposit insurance issues are FDIC employees in the corporation’s Division of Depositor and Consumer Protection.

    In addition, the FDIC administers a public education program that includes developing and maintaining a wide range of written materials, videos, electronic calculators, and other tools to help consumers and bank employees understand how FDIC deposit insurance works.  The FDIC also provides training opportunities for employees of insured financial institutions.

    The FDIC regularly reviews staffing and training needs to ensure that the resources supporting deposit insurance educational initiatives are adequate and that employees possess the skills and knowledge to implement this program effectively and successfully.

    Information Technology:
    The FDIC tracks the receipt of and response to written banker and consumer inquiries about the FDIC’s deposit insurance program through the Specialized Tracking and Reporting System (STARS).  The FDIC also provides the Electronic Deposit Insurance Estimator (EDIE) on its Web site for use by consumers and bankers to estimate deposit insurance coverage.  The FDIC continues to use the Internet and the latest multi-media technology delivery mechanisms to reach large audiences of financial institution employees and to deliver deposit insurance educational tools and materials to the banking community and the public.

Verification and Validation
Progress in meeting the performance targets for this goal will be tracked through STARS and established reporting processes.

2012 Performance Results
This annual performance goal and the associated performance indicators and one target are unchanged from 2012.  One target has been increased for 2013.  The FDIC successfully met the performance targets for this annual performance goal in 2012.

 



Last Updated 07/30/2013 Finance@fdic.gov