Strategic Goal Five
Strategic Goal Five Promote Commission excellence through executive direction and leadership, organizational and individual performance management, and effective management of resources. |
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Net Cost: $25.9 Million Staffing: 92 FTE |
Commission excellence reflected in the achievement of the agency's strategic mission and goals depends on clear executive direction, strong and focused management, and a well-resourced, dedicated and productive workforce. These attributes of a high-performing organization combine to support and drive the critical work of the Commission to provide a sound regulatory oversight and enforcement program for the American people. To ensure the Commission's continued success, continuity of operations and adaptation to the ever-changing markets it is charged with regulating, the Commission must maintain a well-qualified workforce supported by a modern information technology infrastructure and working environment.
During the next five years, the Commission will develop and implement a host of rules many of which address the Dodd-Frank requirements and many of which will also alter and expand the Commission's mission and operation. To successfully develop, implement and manage these rules, the Commission requires unambiguous and timely direction, the right quantity and quality of staff, aligned in an optimal operating structure supported by the necessary training and development, tools and resources.
Goal Five Key Results
- The Commission met its performance target by approving and adopting a reorganization, which established DSIO and ODT, in order to ensure that the Commission is structured, aligned and streamlined to successfully carry out its mission while flexible and adaptable to changes to its mission and available resources.
- In response to the Dodd-Frank Act authority for oversight of the swaps marketplace, the reorganization created the Division of Swaps and Intermediary Oversight and realigned a number of existing functions to accommodate the Commission's expanded scope.
- In order to effectively incorporate Dodd-Frank Act with the Commission's existing responsibilities, a new Strategic Plan was developed with the aide of interdivisional leadership forums and released in February 2011.
- The Commission began implementing a Management Framework Approach and developed a Planning Process manual. While currently under review, many of the guidelines in the manual have already been successfully implemented. It effectively develops and implements a resource management program to support the optimal operation and maintenance of the growing agency (scope and staff) with the capability and tools to achieve its mission.
- In addition to hiring a number of talented new staff, Commission developed a CFTC-wide learning strategy to ensure all staff receives enriched training and development opportunities throughout the employee lifecycle.
- The Commission met its performance target by reducing the time to hire by over 10 percent in FY 2011.
- The Commission substantially completed the first phase of a three-phase effort to improve business continuity. The Commission established an Alternate Computing Facility (ACF) and will complete Phase 1 with the replication of mission critical and mission essential data to the ACF. The second phase will implement the capability to restore mission critical and mission essential systems from the ACF in accordance with recovery time and recovery point objectives. Phase 3, which will begin in FY 2013, will implement recovery capability for all Commission systems.
- In support of Commission transparency initiatives, the CFTC.gov public website was moved to a new hosting facility. As a result, time-sensitive information is posted much more rapidly. The new site will also better support future improvements to online services for industry and the public. Also, the ‘This Month in Futures Report' was redesigned to improve usability, increase transparency, and reduce report preparation time.
- The CFTC designed, developed, and implemented a Budget Process Activity Code repository to better manage and report the Commission's financial and human resources.