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OFFICE OF MANAGING DIRECTOR

OFFICE OF MANAGING DIRECTOR. 2003 Accomplishments. MODERNIZE THE FCC: Outcome Indicators. Increase efficiency in the processing of workload. Employ appropriate number of attorneys, engineers and economists. All FCC employees participate in appropriate career development activities.

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OFFICE OF MANAGING DIRECTOR

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  1. OFFICE OF MANAGING DIRECTOR 2003 Accomplishments

  2. MODERNIZE THE FCC: Outcome Indicators • Increase efficiency in the processing of workload. • Employ appropriate number of attorneys, engineers and economists. • All FCC employees participate in appropriate career development activities. • Increase rate of agency achievement of strategic objectives.

  3. Agency Goal Agency Goal INCREASE EFFICIENCY Actions Disposed Of Within Goal

  4. REDUCE TIME TO COMPLETION Average Time Required to CompleteRulemakings

  5. INCREASE EFFICIENCY PercentageOf Actions Filed Electronically

  6. External Validation of Success • Storage Network Industry Association “Best Practices” award • Brown University recognition as one of top federal websites

  7. APPROPRIATE STAFF MIX • Completed formal Workforce Analysis. • Continued EIE recruitment program.

  8. External Validation of Success • Training Officers Conference “Distinguished Service Award.” • Prince George’s County Public Schools “Outstanding Work Experiences for Students.” • EPA and DOT “National Standard of Excellence” foroutstanding commuter benefits.

  9. EXCELLENT STAFF DEVELOPMENT • FCC University expansion continues. • Knowledge and developmental needs baseline. • Individual development plans for all employees.

  10. GREATER STRATEGIC GOAL IMPLEMENTATION • The FCC initiated a performance-based budgeting system to integrate budget, performance goals, and resources. • As of March 2003, the FCC linked all SES performance plans to the FCC Strategic Plan.

  11. FY 2004 COMMITMENTS • IMPACT pilot. • Bureau/Office efficiency initiatives, including backlog reductions. • Ensure appropriate staffing mix. • Employee career development discussions. • Performance plans and awards tied to the Strategic Plan. • Performance-based budgeting. • Conduct audits, assessments, and evaluations.

  12. CONCLUSION • Much to be proud of • Much to do

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