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The Commission’s ability to achieve its mission of protecting the public, derivative market participants, U.S. economy and the U.S. position in global markets is driven by well-informed and reasoned executive direction, strong and focused management, and an efficiently-resourced, dedicated, and productive workforce.  To ensure the Commission’s continued success, the Commission’s  Executive Director directs the effective and efficient allo­cation of CFTC resources,  develops, implements and provides oversight to  the manage­ment and administrative policy and programs, and ensures program performance is measured and tracked Commission-wide. Administration Management and Support is administered by the Office of the Executive Director, which includes the following offices: Business Management and Planning, Counsel to the Executive Director, Financial Management, Human Resources, Logistics and Operations, Privacy, Records, Proceedings (reparations), Secretariat and the Library.

The Commission’s expanded statutory mandate and accompanying increase in program resources requires a related expansion in critical planning and resource management functions.   

To support its expanded workforce, the Commission requests six additional FTE, with skills sets encompassing:

• Budget and resource management, to re-engineer its financial management processes to enhance funds control, increase the planning and predictability of its spending, and facilitate priority-driven resource allocation;
  
  
• Privacy and records, to ensure compliance with privacy and records-related legal requirements, and advice on new systems, data collections and proposed rulemakings, including matters pertaining to sensitive enforcement and internationally shared information;
  
  
• Compensation, to ensure a correct and timely payroll, implement automated time and attendance procedures, and to maintain pay parity with other financial regulatory agencies; and
  
  
• Operations, to provide logistical and security support for employees in the Commission’s  regional offices in New York and Kansas City, which have been expanded to enhance our oversight of continuity of operations, personnel and physical security, facilities and space management. 

These additional resources will provide the Commission with an enhanced ability to streamline its processes, prudently invest and implement automated solutions, and comply with Federal regulatory and legal requirements to ensure the effective, efficient allocation and use of Commission resources.

CFTC Reorganization approved and adopted.

CFTCnet (new Intranet) launched.

CFTC’s Management Framework Approach (Framework) developed, adoption initiated.

• Developed and implemented a set of governance processes to integrate strategic and operational planning with budget and resource management to ensure successful outcomes in support of mission delivery.
  
  
• Developed and began implementation of Planning Process guidelines.
  
  
• Utilized interdivisional leadership forums for strategic planning, priority setting and budget formulation.
  
  
• Designed, developed and implemented Budget Process Activity Code repository.

Facilities: Construction and expansion in Washington DC and Kansas City to accommodate Commission growth and modernization required to fulfill broadened mission scope

CFTC-wide learning strategy developed (See Strategic Plan Objective 5.3)

Achieve significant efficiencies through restructuring the Office of Proceedings and the elimination of two permanent Administrative Law Judge (ALJ) positions. The Commission will utilize borrowed, detailed or retired ALJs as needed to manage the proceedings formerly handled by the permanent ALJs, and will incorporate several other functions into existing and developing programs, e.g.,:

• Consumer Outreach;
  
  
• Secretariat;
  
  
• Division of Enforcement; and
  
  
• Reorganized Office of Proceedings.

Reorganization: Complete implementation of new organizational structure.

• Identify and hire key leadership positions.
  
  
• Assign/re-assign staff to new divisions and offices as required.
  
  
• Draft new career ladder and associated position descriptions as needed.

Management Framework:

• Track High level priorities and projects as defined through planning process.
  
  
• Reengineer Budget Project Activity Codes.

Learning & Development:

• Augment and expand in-house legal and technical training to a comprehensive CFTC regulatory training program.
  
  
• Develop leadership and management training curriculum.

Automate key business processes to improve efficiency and productivity.

• Pilot and implement web based time and attendance Implement automated hiring system.
  
  
• Explore risks/benefits of payroll conversion to different provider.

Electronic Records Document Management and CFTCnet Phase II.

• Pilot standardized record keeping governance processes.
  
  
• Increase utilization of agency intranet as collaborative workspace sharing and communication portal.

Management Framework and Governance – CFTC-wide annual operating plans developed and in place.

Implement new Budget Project Activity Codes.

Track all costs, including staff hours, against major projects & activities.

Optimize automated hiring system demonstrating a reduction in FTEs dedicated to recruiting and staffing.

Reduce time to hire by 10 percent over FY 2012.

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