Table Of Contents

Strategic Priority 2.1: Enhance CFTC’s international program capability.

Tasks:

• 2.1.1: Produce option paper for Commission on enhancement of the international program focusing on:
  • organizational structure and function
  • staff expertise required
  • budgetary investment required

Strategic Priority 2.2: Sustain personal relationships with CFTC counterparts in nations with developed markets, and enhance relationships where new growth is likely to be concentrated.

Tasks:

• 2.2.1: Cultivate relationships with U.S.-based international aid organizations to leverage their resources so CFTC can provide technical assistance to foreign institutions.
• 2.2.2: Upgrade and expand role in the International Organization of Securities Commissions (IOSCO) and other targeted international organizations and conferences.
• 2.2.3: Expand relationships with international market authorities to develop interpersonal relationships in nations with priority markets through on-site visits.

Strategic Priority 2.3: Promote CFTC’s flexible, principles-based regulatory philosophy with robust enforcement and global recognition capabilities.

Tasks:

• 2.3.1: Provide more technical training to foreign market regulators.
• 2.3.2: Develop and maintain a library of training and reference materials.

Strategic Priority 2.4: Improve U.S. access to global markets.

Tasks:

• 2.4.1: Identify and understand perceived obstacles to U.S. access to foreign markets.
• 2.4.2: Engage U.S. government and foreign market authorities to improve access to foreign markets.

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