Goal Five—Promote Commission excellence through executive direction and leadership, organizational and individual performance management, and effective management of resources.
Goal Five Performance Summary
Strategic Goal Five addresses those areas that enable the Commission to execute its mission of protecting market users and the public from fraud, manipulation, and abusive practices. Excellence in this area is reflected in strong and focused planning and governance, top notch IT and infrastructure, superb facilities, efficient execution of resources, and an educated and productive workforce. FY 2012 proved exceptionally challenging as financial resources grew slower than mission need causing the CFTC to carefully prioritize requirements to meet Dodd-Frank Act initiatives while maintaining excellence monitoring the futures market. The key results summarize CFTC's mission support strategy.
The CFTC implemented a new automated hiring system to replace the labor intensive and slower manual hiring process. The new system will significantly increase hiring efficiency and speed, allow the CFTC to effectively meet projected hiring goals, and remain competitive in the labor market.
The Commission implemented the Strategic Learning Initiative, which included the development and deployment of a division-specific training needs assessment process. In addition, the Commission designed and implemented instructor-led courses and launched new e-learning campaigns to meet the Commission's regulatory, management, and leadership training and development requirements.
The CFTC reengineered its Budget Program Activity Codes (BPACs) to provide a method for collecting time, labor, and expense data that is aligned with the Commission's budget and mission-critical activities. During FY 2012, the Commission successfully standardized a structure that reflects the requirements of CFTC programs and functions through a multi-divisional working group; put into place a governance framework and provided for future changes to the structure in accordance with best practices; and implemented a comprehensive training program for supervisors, timekeepers, and each employee to support front-end data integrity.
To expand CFTC's compliance with the Federal Information Security Management Act, the Commission entered into a contract for a Personally Identifiable Information inventory, a review of NFA's privacy policies, and other privacy support. The Commission also removed social security numbers from all CFTC forms and developed a new privacy threshold analysis that allows the procurement staff to determine which contracts require a privacy impact assessment.
To help the effective transition of its workforce to the Dodd-Frank Act regulatory environment, the Commission leveraged cloud-based, software-as-a-service (SaaS) solutions to improve the hiring, training, and learning management, and staff time reporting processes. To increase the use and effectiveness of SaaS to support management and administration, the Commission also consolidated administrative and staff data into a central database supported by web services. In addition to allowing the Commission to streamline vendor management, staff and contractor, and ethics compliance processes, this has also allowed for the consolidation and increased control over sensitive personally identifiable information.
Goal Five performance measure results are depicted in the following table: