Federal Election Commissi

Strategic Pla

FY 2008 – 2013

Pursuant to GPRA and OMB
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Federal Election Commission Strategic Plan FY 2008–2013

A Message from the Chairman

Leading and managing change has never been more important than it is today at the 

Federal Election Commission (FEC). The record-breaking campaign spending, extensive 

legislative activity and significant judicial decisions of the last several years have made this 

among the most dynamic periods in the history of electoral politics in America. In order 

to meet the challenges arising in this environment, the FEC must have a clear vision of its 

goals and objectives and a solid plan for achieving them.

This strategic plan represents a year-long effort and provides the framework for the FEC’s 

use of resources to administer and enforce the federal campaign finance laws. A significant departure from prior efforts, this plan includes initial performance measures and 

an enhanced emphasis on results. We continue to build on the foundation developed in 

previous years by setting a higher bar for performance and by recognizing the importance 

of initiatives that support our goals and objectives. 

In developing this strategic plan, our primary focus has been on the FEC mission – to 

prevent corruption or the appearance of corruption in the federal campaign process by 

administering and enforcing federal campaign finance laws. As we implement this plan, 

accomplishing this important mission will be our guiding principle. We are grateful for 

the opportunity to serve the American people and for our role in building and maintaining public confidence in America’s electoral process. 

David M. Mason

Chairman
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Federal Election Commission Strategic Plan FY 2008–2013

A Message from the Staff Director and the General Counsel

We are delighted to join the Chairman in presenting this Strategic Plan. The Plan is the 

result of a comprehensive analysis of the Commission’s role in helping to prevent corruption in the federal campaign process. Congress has entrusted the agency with the responsibility to administer, enforce, and interpret the federal campaign finance statutes. The 

Strategic Plan explains how the agency will fulfill this important responsibility over the 

next several years, and how it will ensure that its efforts are effective and efficient.

The performance measures and outcomes contained in the Plan will serve as clear and 

meaningful benchmarks to assure Congress, the regulated community, the general public, 

and the agency’s staff that the Commission is meeting its goals. We will undertake to 

foster a professional environment in which the agency’s employees, at every level of the organization, are empowered to understand how their work helps achieve the Commission’s 

mission. Through an emphasis on performance management, internal communication, 

constant improvement, and leading through example, we are certain that the Commission 

will fulfill its statutory role to preserve transparency and prevent corruption in federal 

elections. 

This is a time when the Commission’s work seems ever more crucial. The Strategic Plan 

will enable the agency to undertake that work in a way that maximizes resources and emphasizes results. We look forward to its successful implementation.

Patrina M. Clark Thomasenia P. Duncan

Staff Director General Counsel
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Federal Election Commission Strategic Plan FY 2008–2013

ments of the Act remains a principal focus of 

the Commission’s efforts. Because of the large 

and rising number of political committees and 

the ever-growing number and complexity of 

financial disclosure reports filed with the FEC, it 

would be cost-prohibitive to enforce the requirements of the Act without significant voluntary 

compliance. Accordingly, the Commission 

devotes significant resources to encouraging 

voluntary compliance through the widespread 

dissemination to the public, the press, political committees, and to State election officials 

of educational materials related to campaign 

finance laws.

Beyond contribution limits and prohibitions, 

the Act also requires accurate and comprehensive public disclosure by federal candidates and 

political committees of all contributions and 

expenditures. In any given election cycle, nearly 

8,000 committees file between 85,000 and 90,000 

statutorily required campaign finance reports, 

which contain between 2.5 and 3.0 million 

contributions. These contributions are, and have 

historically been, included in the Commission’s 

disclosure database along with millions of other 

itemized disbursements, receipts and other 

payments that are now also entered into Commission databases. The Commission facilitates 

transparency in the federal campaign finance 

system through a state-of-the-art, 

web-based public disclosure 

system for all campaign 

finance activity, ensuring that this vast quantity 

of campaign finance data is 

available to the public quickly and in 

a manner that is easy for the general public, as 

well as the regulated community, to sort, search 

and comprehend.

Administering and enforcing the FECA includes 

facilitating public disclosure of campaign finance activity; providing information and policy 

guidance on the law and Commission regulations to the public, media, political committees 

and election officials; encouraging voluntary 

Introduction

The Federal Election Commission’s (FEC) 

Strategic Plan for Fiscal Years (FYs) 2008-2013 

describes the FEC’s plan for meeting its strategic 

goal and objectives. It also describes some of the 

challenges facing the FEC and discusses future 

trends that may affect the achievement of the 

agency goal.

The mission of the Federal Election Commission 

is to prevent corruption in the federal campaign 

process by administering, enforcing and formulating policy with respect to federal campaign 

finance statutes.

This mission is about nothing less than the 

health of American democracy. The Federal 

Election Campaign Act (FECA/the Act) reflects 

a belief that democracy works best when voters 

can make informed decisions in the political 

process, decisions based in part on knowing the 

sources of candidates’ financial support – hence, 

the focus on transparency. Public confidence in 

the political process depends not only on laws 

and regulations to assure transparency and limits and prohibitions on the amounts and sources 

of contributions, but also on the knowledge that 

those who disregard campaign finance regulations will face 

real consequences for 

non-compliance – hence the focus on effective 

and fair enforcement to maintain the integrity of 

campaign financing.

Despite a vigorous enforcement program designed to ensure compliance with both the Act’s 

contribution restrictions and disclosure provisions, voluntary compliance with the requireThe mission of the 

Federal Election Commission is to prevent corruption 

in the federal campaign process by administering, enforcing 

and formulating policy with respect to federal campaign 

finance statutes.
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Federal Election Commission Strategic Plan FY 2008–2013

compliance with all FECA requirements; and enforcing the statute through audits, investigations 

and civil litigation. The FEC also administers 

and enforces the Presidential Election Campaign 

Fund Act and the Presidential Primary Matching Payment Account Act, and thus implements 

the public funding programs for Presidential 

campaigns and conventions. In this capacity the 

FEC certifies and audits participating candidates 

and committees and enforces public funding 

legislation.

Development of this Strategic Plan

Representatives from throughout the agency reviewed the Commission’s existing strategic plan 

and, drawing heavily from internal expertise, 

made several recommendations. The Office of 

Management and Budget’s Circular A-11 and its 

supplements provided additional guidance.

Upon completion of the initial draft of this Strategic Plan, all agency staff had an opportunity to 

provide comment. Based on those, comments a 

revised draft was prepared and circulated to the 

Staff Director, the General Counsel, the Chief 

Financial Officer and the Inspector General 

to ensure alignment throughout the agency. 

Following this procedure, this Strategic Plan 

was presented to the full Commission and was 

unanimously approved.

FEC’s Strategic Framework

The FEC’s strategic framework consists of a mission statement supported by a single, overarching 

strategic goal. The three Objectives and Strategic 

Activities reflect how the Commission will achieve 

its goal and provide an improved methodology for 

measuring the Commission’s success in achieving 

this goal.

The following framework summarizes the Strategic 

Goal, Objectives and Strategic Activities that will 

guide the Commission in its performance:
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Federal Election Commission Strategic Plan FY 2008–2013

FEC’s FY 2008 – 2013 Strategic Framework

Strategic Goal: To protect the integrity of the Federal campaign process by providing transparency, 

enforcing contribution restrictions, and fairly administering the FECA and related statutes.

OBJECTIVE A: TRANSPARENCY – Receiving Accurate and Complete 

Campaign Finance Disclosure Reports and Making Them Available to the 

Public

Strategic Activity A1: Public Disclosure

•	 Creating and maintaining a state-of-the-art electronic filing system for collecting financial 

disclosure reports from federal candidates and political committees

•	 Making financial disclosure reports available to the public in a timely, efficient and useful 

manner

Strategic Activity A2: Assuring Accurate and Complete Reports

•	 Reviewing financial disclosure reports to ensure that the reports are accurate and complete

•	 Encouraging candidates and political committees to correct inaccurate or incomplete 

reports

OBJECTIVE B: COMPLIANCE – Education and Enforcement

Strategic Activity B1: Information and Outreach

•	 Expanding awareness of the campaign finance laws through creation and dissemination of 

educational materials, and instructional conferences and workshops

Strategic Activity B2: Communications and Media Relations

•	 Issuing press releases containing summaries of campaign finance data, along with highlights 

of data subsets as applicable

•	 Making findings in completed compliance matters available to the public in a timely and 

useful manner

Strategic Activity B3: Enforcement

•	 Responding to complaints alleging violations of the campaign finance laws

•	 Processing cases in a timely and efficient manner through each stage of the enforcement 

process

•	 Bringing federal court actions in appropriate cases to obtain civil penalties, injunctions, and 

other judicial relief

•	 Working with the Department of Justice regarding prosecution of criminal violations of the 

Act
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Federal Election Commission Strategic Plan FY 2008–2013

Strategic Activity B4: Alternative Dispute Resolution

•	 Exploring methods for resolving cases that provide strategic settlement terms designed to 

increase future compliance

Strategic Activity B5: Administrative Fines

•	 Imposing civil penalties for late-filed and non-filed disclosure reports

•	 Continuing outreach efforts to respondents to ensure reports are filed timely

Strategic Activity B6: Audits

•	 Conducting audits in a timely and efficient manner

OBJECTIVE C: DEVELOPMENT OF THE LAW – Interpreting and Administering the Act

Strategic Activity C1: Rulemakings

•	 Initiating, conducting, and completing all rulemakings in accordance with all legal 

requirements

Strategic Activity C2: Advisory Opinions

•	 Issuing all advisory opinions in accordance with all legal requirements and established time 

limits

Strategic Activity C3: Litigation

•	 Defending challenges to the Act, Commission regulations or actions

•	 Meeting the time limits imposed by court rule or order, including the evolving court rules 

for electronic and paper filing, and maintaining appropriate systems to comply with those 

rules

Strategic Activity C4: Administering the Public Funding Program

•	 Processing all public funding payments in the correct amounts within established time 

frames
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Federal Election Commission Strategic Plan FY 2008–2013

filed by federal political committees easily and 

readily accessible to the general public, the media, academics and students.

Key Outcome

By successfully engaging in this Strategic Activity, the Commission enables the public to make 

educated, informed decisions in the political 

process based on federal candidates’ sources and 

amounts of financial support.

Means and Strategies

•	 Creating and maintaining a state-of-theart electronic filing system for collecting 

financial disclosure reports from federal 

candidates and political committees; and

•	 Making financial disclosure reports 

available to the public in a timely, 

efficient and useful manner

Strategic Activity A2: Assuring Accurate 

and Complete Reports

The Commission reviews reports for compliance 

with the campaign finance laws and to ensure 

that the information reported is both accurate 

and complete. The review process supports 

the Commission’s efforts to provide the public 

with a complete picture of all federal campaign 

finance activity.

Key Outcome

By successfully engaging in this Strategic Activity, 

the Commission ensures that the public record 

of campaign disclosure reports accurately reflects 

the campaign finance activity of all candidates, 

committees and other persons engaging in activities covered by the campaign finance laws.

Overview

One of the FEC’s most important duties is to 

receive campaign finance reports and to make 

these reports available to the public quickly and 

in a format that is easy to access and understand. 

During the 2006 election cycle, the Commission received over 127,000 financial disclosure 

reports and statements, the equivalent of 3.9 

million pages of financial data, disclosing approximately $4.1 billion in spending related to 

Federal elections. This represents an increase 

in the number of report and statements of approximately five percent from the 2004 election 

cycle. The Commission anticipates that the 2008 

election cycle will produce an even a greater 

increase, especially since there is no incumbent 

running for the Presidency. Along with this increase in the number of filings, the Commission 

has seen a dramatic increase in the complexity 

of these filings and the number of transactions 

reported, as each election cycle since 1990 has 

set a new record for total election fundraising 

and spending. In addition to receiving reports 

and making them available to the public, the 

Commission reviews all reports to ensure they 

comply with the law and to verify that the 

information is accurate and complete. This 

review ensures that the public is provided a full 

representation of all candidates’ and committees’ 

campaign finance activity. The Commission is 

committed to continuing to review reports in a 

timely manner even as the volume and complexity of reports filed continue to increase.

Strategic Activity A1: Public Disclosure

Providing a transparent system that timely and 

accurately discloses the sources and amounts of 

funds used to finance federal elections is one of 

the FEC’s most significant responsibilities. The 

Commission relies heavily upon its information 

technology systems to make financial reports 

OBJECTIVE A: TRANSPARENCY—

Receiving Accurate and Complete Campaign Finance Disclosure 

Reports and Making Them Available to the Public
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Federal Election Commission Strategic Plan FY 2008–2013

Means and Strategies

•	 Reviewing financial disclosure reports to 

ensure that the reports are accurate and 

complete

•	 Encouraging candidates and political 

committees to correct inaccurate or 

incomplete reports

Performance measures for objective a

— Process 95% of reports within 30 days of receipt as measured quarterly

— Meet the statutory requirement to make reports and statements filed on paper with the FEC 

available to the public within 48 hours of receipt 100% of the time
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Federal Election Commission Strategic Plan FY 2008–2013

Overview

The FEC has developed and implemented a 

number of programs intended to foster and 

maintain a high level of voluntary compliance 

within the regulated community. The agency 

strives to reduce the number of inadvertent 

violations by issuing clear guidance to the public 

and regulated community through information and outreach activities, such as the weekly 

update, “Tips for Treasurers,” and the Commission’s monthly newsletter, the Record. Communication and media relations activities allow 

for the publication of agency rules and other 

guidance, as well as enforcement actions, in the 

interest of deterring future violations.

In addition to its programs designed to encourage voluntary compliance, the FEC maintains 

a robust program to ensure that the campaign 

finance laws are rigorously, swiftly and fairly 

enforced. FEC’s Enforcement Program consists 

of three components: traditional enforcement. 

Administrative Fines, and Alternative Dispute 

Resolution. Each addresses a different segment 

of the agency’s enforcement actions and uses different mechanisms to resolve matters.

Strategic Activity B1: Information and 

Outreach

The Commission conducts educational conferences throughout the United States and offers 

seminars on the campaign finance laws at its 

headquarters in Washington, DC. The FEC proactively provides educational opportunities for 

interested individuals, political committees, state 

and local governments and foreign dignitaries 

and officials. The Commission also publishes a 

monthly newsletter, the Record, which is mailed 

to over 8,000 registered political committees and 

is available on the Commission’s website. The

Record provides monthly updates to the regulated community and to the public.

Key Outcome

Effective outreach and information programs 

increase voluntary compliance by limiting violations caused by a lack of understanding of the 

law.

Means and Strategies

Expanding awareness of campaign finance laws 

through creation and dissemination of educational materials, and instructional conferences 

and workshops

Strategic Activity B2: Communication and 

Media Relations

Timely and informative communication and 

professional media relations support the FEC’s 

goal. By providing information on significant 

activities undertaken by the Commission, the 

agency assures the public that the FECA is fairly 

and swiftly enforced and provides guidance to 

the regulated community. As a repository for 

other FEC and campaign finance topics, the 

Press Office web pages serve as a convenient 

source for members of the media to obtain information on campaign finance matters.

Key Outcome

The news media can use FEC data to disclose 

campaign finance information more widely, 

thereby providing the electorate with additional 

information in their consideration of candidates 

for federal office. Media coverage of completed 

compliance matters also promotes public confidence in the FEC in its oversight function.

OBJECTIVE B: COMPLIANCE – 

Edua
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Federal Election Commission Strategic Plan FY 2008–2013

Means and Strategies

•	 Issuing press releases summarizing 

completed compliance matters;

•	 Issuing press releases containing 

summaries of campaign finance data, 

along with highlights of data subsets as 

applicable; and

•	 Making findings in completed 

compliance matters available to the 

public in a timely and useful manner.

Strategic Activity B3: Enforcement

Other than those matters addressed through the 

Alternative Dispute Resolution and Administrative Fine programs, all enforcement matters are 

handled by the Office of General Counsel pursuant to the procedures set forth in 2 U.S.C. §437g. 

Enforcement matters, referred to as Matters 

Under Review (“MUR”), are initiated through 

sworn complaints filed by individuals and entities; referrals from other agencies, both federal 

and state; self-reports from individuals and entities seeking to cooperate with the Commission; 

and internal referrals from other offices within 

the agency. The majority of cases (65 percent 

since 1995) are the result of complaints filed by 

persons outside of the agency. The Commission 

brings enforcement suits in U.S. District Courts 

when matters are not satisfactorily resolved 

through the administrative enforcement process; 

it also initiates legal actions to enforce administrative subpoenas during the investigative 

process.

A number of management and organizational 

changes have increased the quality and efficiency of the Commission’s enforcement work, and 

several policy initiatives have been implemented 

to facilitate the processing of MURs. The result 

is an expedited process, with meaningful fines 

proportionate to the violation, as well as other 

remedies.

Key Outcome

Effective and fair enforcement of campaign 

finance laws ensures the public’s trust in the nation’s political process.

Means and Strategies

•	 Responding to complaints alleging 

violations of the campaign finance laws;

•	 Processing cases in a timely and efficient 

manner through each stage of the 

enforcement process;

•	 Bringing federal court actions in 

appropriate cases to obtain civil penalties, 

injunctions, and other judicial relief; and

•	 Working with the Department of Justice 

regarding prosecution of criminal 

violations of the Act.

Strategic Activity B4: Alternative Dispute 

Resolution

The FEC implemented an Alternative Dispute 

Resolution (ADR) program in FY 2001 to 

facilitate settlements outside of the traditional 

enforcement or litigation processes. The ADR 

program’s primary objective is to enhance the 

agency’s overall effectiveness by:

•	 Expeditiously resolving enforcement 

matters without engaging the 

Commission’s full enforcement 

mechanism;

•	 Resolving complaints and internal 

referrals that reduce Commission 

costs and processing time compared to 

traditional enforcement cases;

•	 Reaching settlements that enhance future 

compliance through remedial measures 

rather than emphasizing the imposition 

of civil penalties;
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Federal Election Commission Strategic Plan FY 2008–2013

•	 Increasing complainants’ and 

respondents’ satisfaction with the 

Commission’s handling of complaints 

and referrals with participant evaluations 

and suggestions requested upon 

conclusion of the process;

•	 Increasing the number of complaints and 

referrals processed by the Commission 

with substantive action;

•	 Engaging in direct negotiations at the 

earliest stage of the process; and

•	 Promoting a respondent-centered 

approach which fosters jointly developed, 

tailored remedial measures between the 

Commission and respondents.

Key Outcome

This streamlined approach to handling less 

egregious enforcement matters focuses on 

encouraging remedial activities to ensure future 

compliance.

Means and Strategies

•	 Exploring methods for resolving cases 

that provide strategic settlement terms 

designed to increase future compliance.

Strategic Activity B5: Administrative Fines

The Administrative Fine program was established in July 2000 after statutory amendments 

permitted the Commission to impose civil monetary penalties for filing reports late or not at all, 

rather than negotiating conciliation agreements 

under the traditional enforcement process. 

The program facilitates expeditious resolution 

of relatively straightforward violations, which 

allows the agency to devote more resources 

to more complex cases. The Reports Analysis 

Division (RAD), the Office of Administrative 

Review (OAR) and the General Law and Advice 

(GLA) Division and Litigation Division of the 

Office of General Counsel are responsible for the 

program’s operations. RAD handles all reasonto-believe findings and all final determination 

findings for non-challenges. OAR handles all 

challenges (appeals) and is the liaison with the 

U.S. Department of the Treasury on debt collection for the program’s unpaid fines and on the 

program’s lockbox operation. GLA advises RAD 

and OAR on these matters as needed, and the 

Litigation division defends these cases if they 

proceed to federal court.

Key Outcome

Streamlined processing, the inclusion in Commission regulations of acceptable defenses and 

a published schedule of fines, allow for efficient 

and transparent processing of straightforward 

violations.

Means and Strategies

•	 Imposing civil penalties for late-filed and 

non-filed disclosure reports; and

•	 Continuing outreach efforts to 

respondents to ensure reports are filed 

timely.

Strategic Activity B6: Audits

The campaign finance laws require that all 

publicly funded Presidential campaigns, and all 

publicly funded Presidential nominating conventions, be audited to ensure that the use of all 

public funds are properly expended during the 

campaign and properly disclosed. Mandatory 

audits have historically required a large portion of the Audit Division’s resources. Over the 

past several years, the Audit Division has also 

worked to develop a forcause audit program for 

non-Presidential committees each election cycle 

to increase the audit presence in the regulated 

community. The Commission believes that an 

increased audit presence not only contributes to 

the Commission’s enforcement efforts, but also 

encourages voluntary compliance among the 

regulated community. Furthermore, the broader 

scope of the audit presence provides the Commission with information that can be used to 

refine internal procedures and regulation.
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Federal Election Commission Strategic Plan FY 2008–2013

Key Outcome

Timely audits of publicly funded campaigns 

increase confidence in the Public Funding program by assuring the public that these funds are 

fairly distributed and permissibly spent. The efficient use of Audit Division resources allows for 

an increased number of non-Presidential audits, 

encouraging compliance with the Act.

Means and Strategies

•	 Conducting audits in a timely and 

efficient manner.

Performance Measures for Objective B

— Conduct educational conferences and host roundtable workshops on the campaign finance 

law each election cycle, achieving a mean satisfaction rating of 4.0 on a 5.0 scale 100% of the 

time

— Issue press releases summarizing completed compliance matters within two weeks of a matter 

being made public by the Commission

— Issue quarterly press releases containing summaries of campaign finance data

— Process 100% of enforcement cases within an average of 15 months of receipt 

— Process 75% of the cases assigned to Alternative Dispute Resolution within 155 days of a case 

being assigned

— Process 75% of reason-to-believe recommendations for the Administrative Fines Program 

within 60 days of the original due date of the subject untimely or unfiled report 

— Process 75% of the challenges in the Administrative Fines Program within 60 days of a 

challenge being filed

— Conclude non-Presidential audits with findings in an average of 10 months , excluding time 

delays beyond the Commission’s control, such as subpoenas and extension requests

— Conclude non-Presidential audits with no findings in an average of 90 days from beginning of 

fieldwork 

— Conclude Presidential audits in an average of 24 months of the election, excluding time delays 

beyond the Commission’s control, such as subpoenas and extension requests
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Federal Election Commission Strategic Plan FY 2008–2013

As part of its mission to administer and interpret the campaign finance statutes, the Commission promulgates regulations and issues advisory 

opinions. The regulations, advisory opinions 

and other Commission statements and guidance 

form the basis for the Commission’s enforcement of the statutes and for the information and 

guidance provided to the public.

Through litigation, the Commission defends 

Congressional amendments to the campaign 

finance statutes, Commission regulations, Commission decisions to dismiss administrative 

complaints and other final agency action subject 

to judicial review. In recent years, the Commission successfully defended the key Bipartisan 

Campaign Reform Act of 2002 (BCRA) amendments in the landmark case of McConnell v. 

FEC. In the Spring of 2007, the Commission 

defended and as applied challenge to BCRA’s 

Electioneering Communications provisions in 

the case Wisconsin Right to Life v. FEC.

Strategic Activity C1: Rulemakings

Key Outcome

Provide complete, clear and timely guidance to 

all segments of the regulated community as to 

what the campaign finance laws require, prohibit, and permit.

Means and Strategies

•	 Initiating, conducting, and completing all 

rulemakings in accordance with all legal 

requirements.

Strategic Activity C2: Advisory Opinions

Key Outcome

Provide specific, clear and timely guidance to 

those requesting advisory opinions as to the 

application of the campaign finance laws to particular transactions and activities.

Means and Strategies

•	 Issuing all advisory opinions in 

accordance with all legal requirements 

and established time limits.

Strategic Activity C3: Litigation

Key Outcome

Litigate in federal court to defend the constitutionality of the campaign finance laws and the 

Commission’s im plementation of those acts.

Means and Strategies

•	 Defending challenges to the Act, 

Commission regulations or actions;

•	 Making the best available factual and 

legal arguments in court filings; and

•	 Meeting the time limits imposed by court 

rule or order, including the evolving 

court rules for electronic and paper 

filing, and maintaining appropriate 

systems to comply with those rules.

Strategic Activity C4: Administering the 

Public Funding Program

Public funding of Presidential elections has 

three components:

•	 Matching funds for qualified Presidential 

primary candidates;

•	 Public grants for the Presidential 

nominees of political parties in the 

general election; and

•	 Public grants to political parties to run 

their national Presidential nominating 

conventions.

OBJECTIVE C: DEVELOPMENT OF THE LAW – 

Interpreting and Administering the Act

Overview
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Federal Election Commission Strategic Plan FY 2008–2013

Congress created the Presidential Public Funding Program to achieve three key goals:

•	 Deterring corruption and the appearance 

of corruption by reducing the amount 

of private funds used for Presidential 

campaigns and replacing them with 

public funds;

•	 Facilitating communication by 

Presidential candidates to the electorate; 

and

•	 Freeing Presidential candidates from the 

financial and time burden of fundraising.

The Commission’s administration of the public 

funding system seeks to support these goals in 

ways that are consistent with the First Amendment and with its statutory obligation to protect 

the public trust by ensuring that, throughout 

the process, each candidate receives the amount 

to which he or she is entitled and guaranteeing 

that candidates use public funds for campaign 

purposes.

Administering the public funding program 

requires critical activities before, during and 

after Presidential election cycles. Responsibilities 

include reviewing matching fund submissions, 

certifying eligibility and auditing reports.

Key Outcome

Federal funds disbursed to eligible candidates 

for Presidential elections are properly accounted 

for and certified by the Commission. 

Means and Strategies

•	 Certifying all public funding eligibility 

and payments in the correct amounts 

within statutory time frames.

Performance Measures for Objective C

— Complete rulemakings within specific time frames that reflect the importance of the topics 

addressed, proximity to upcoming elections, and externally established deadlines 100% of the 

time 

— Issue all advisory opinions within 60-day and 20-day statutory deadlines 100% of the time

— Issue expedited advisory opinions for time-sensitive highly significant requests within 30 days 

of receiving a complete request, or a shorter time when warranted, 100% f the time

— Ensure that court filings meet all deadlines and rules imposed by the Courts 100% of the time 

— Process public funding payments in the correct amounts and within established time frames 

100% of the time
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Federal Election Commission Strategic Plan FY 2008–2013

FEC Organizational Chart

About the FEC

The Federal Election Commission (FEC) is an independent regulatory agency established in 1975 to 

administer and enforce the Federal Election Campaign Act. That statute limits the sources and amounts 

of the contributions used to finance federal elections, requires public disclosure of campaign finance 

information and—in tandem with the Primary Matching Payment Act and the Presidential Election 

Campaign Fund Act—provides for the public funding of Presidential elections.

History

Between 1907 and 1966 a variety of campaign finance laws were enacted which, taken together, sought 

to:

•	 Limit the disproportionate influence of wealthy individuals and special interest groups on the 

outcome of federal elections;

•	 Regulate spending in campaigns for federal office; and

•	 Deter abuses by mandating public disclosure of campaign finances.

In 1971, Congress consolidated its earlier reform efforts in the Federal Election Campaign Act, instituting more stringent disclosure requirements for federal candidates, political parties and political action 

committees. Still, without a central administrative authority, the campaign finance laws were difficult 

to enforce. Recognizing that fact, Congress established the FEC to enforce the law, facilitate disclosure 

and administer the public funding program. The agency opened its doors in April 1975.
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Federal Election Commission Strategic Plan FY 2008–2013

INITIATIVES SUPPORTING 

THE FEC’S GOALS AND 

OBJECTIVES

Overview

The Commission has initiatives underway and 

processes in place to support its strategic goal 

and objectives. These initiatives encompass 

the myriad resources required to support the 

FEC’s mission in the areas of (1) Human Capital 

Management, (2) Financial Management, (3) 

Information Technology and (4) Administrative 

Services. 

These activities will help the Commission work 

more effectively both within and across its offices and divisions. The Commission also relies 

on various methods to communicate its policies 

and actions to the public. Open lines of communication with affected parties are critical for 

effective functioning of the Commission’s operations.

Human Capital Management

No agency can be a success without engaging a 

skilled and dedicated workforce. The FEC’s principal resource is its staff. The agency possesses 

a diverse workforce that values respect, ethics 

and accountability. The staff is results-oriented 

and performance standards are aligned with the 

agency’s strategic goal and objectives. 

Developing a human capital plan that consists 

of strategic alignment and workforce planning, 

leadership development, knowledge transfer 

and results-oriented performance is critical to 

successfully accomplishing the FEC’s goal and 

objectives. The Commission’s human capital 

plan will outline workforce initiatives that will 

assist in achieving organizational excellence. The 

FEC is activity developing a human capital strategic plan and we anticipate completion of this 

plan in 2008. With high numbers of retirements 

anticipated over the next several years, the Commission will employ an aggressive outreach and 

recruitment program. Training sessions will also 

be available to ensure that employees maintain 

the necessary skills to accomplish the Commission’s strategic goal. The Commission recognizes 

the value of maintaining experienced, hardworking employees that contribute significantly 

to its mission. The Commission will employ 

performance systems that link performance and 

accomplishments with the agency’s strategic goal 

and objectives so employees who make significant contributions towards achieving those goals 

are rewarded.

The FEC will retain its status as one of “Best 

Places to Work in the Federal Government” 

and also be recognized as one of the “most 

improved” agencies in the next Federal Human 

Capital Survey. The staff will be positioned to 

efficiently and effectively carryout the President’s 

Management Agenda (PMA) and the mission of 

the agency. 

Financial Management

The Commission will enhance its internal 

processes, improve financial performance, and 

further budget and performance integration. 

The Commission will focus on effective internal 

controls, aligning Commission activities and 

costs to strategic goal and objectives in support 

of the PMA. In support of the eGovernment initiative, the Commission will convert its financial 

accounting transactions to a Line of Business 

provider, which includes implementing a new 

web-based time and attendance system and a 

new web-based travel system. This effort streamlines and consolidates operations by integrating 

application electronic workflow with the Commission’s financial management system. This will 

seamlessly integrate time and attendance and 

travel planning, authorization, and vouchering 

with the Commission’s core financial accounting 

and reporting processes.
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Federal Election Commission Strategic Plan FY 2008–2013

Information Technology

The FEC could not fulfill its mission without 

strong Information Technology (IT) resources. 

Every objective discussed in this Strategic Plan 

relies upon state of the art, secure, accessible 

and cost effective systems. Because IT is integral 

to the agency’s mission, a Strategic Activity is 

devoted to ensuring a focus on this important 

resource. 

The Commission continues to align its IT to 

support the agency’s operations more effectively and efficiently. The FEC also recognizes 

the critical nature of responding quickly to the 

ever-changing regulatory and computer environment by providing innovative solutions to 

meet the needs of internal and external customers. To meet this challenge, the Commission is 

constantly improving the stability, reliability, and 

security of its IT infrastructure and data repositories. The Commission is in the early stages 

of developing a complete, integrated enterprise 

architecture consisting of infrastructure and applications that serve the agency’s business needs. 

To further build and implement this architecture, resources will be focused on enhancements, modifications, and deployments of FEC 

systems. These include, but are not limited to: 

eReview (electronic review of campaign finance 

filings); electronic document management; 

enhancing detection and analysis capabilities of 

compliance data (e.g., data mining); and enabling the public to search, view, download, and 

comment on Federal agency rulemaking documents in one central online system. 

The IT investments further support the PMA by 

reducing time and costs for federal candidates 

and committees with preparation and filing of 

their campaign finance disclosure reports and 

for the Commission to receive and process those 

filings. To deal with the possibility of disruptions 

to agency operations, the Commission continues to improve its Continuity of Operations 

Planning and disaster recovery procedures. The 

Commission will continue to upgrade its operations and maintenance capabilities, configuration management procedures, and computer 

security program.

Administrative Services

The FEC’s mission and workforce are supported 

through the effective management and delivery 

of administrative services, further improving 

employee satisfaction. The Commission will 

implement and evaluate response systems for 

internal customer requests. By evaluating and 

making appropriate changes, the FEC will be 

able to improve its continuity of operations and 

employee health and safety.

Summary

Addressing the broad array of challenges facing the FEC in achieving its strategic goal and 

objectives rests on the recruiting, hiring, training, motivating, and retaining qualified staff. 

In addition, resources must be available to 

provide technological support to enforcement 

and education initiatives, as well as performance-enhancing technologies that facilitate the 

transparent and accountable management of all 

resources. This requires the FEC to put in place 

processes for timely introduction, upgrade, and 

replacement of technologies. Audit and litigation activities also require that funds be available 

for travel, experts, witnesses, and administrative 

support services. A qualified staff and an organizational culture that values communication and 

accountability will lead to the achievement of 

the FEC’s strategic goal and objectives.
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Federal Election Commission Strategic Plan FY 2008–2013

Key External Factors 

Influencing Success

This Strategic Plan includes an assessment of 

significant external factors that may influence 

the success we will have in achieving our goal, 

objectives and key outcomes. Despite such political, economic, technological and legal factors, 

we are committed to successfully administering 

and enforcing the FECA. 

In our examination of these external factors we 

considered a broad range of possible outcomes 

and alternative futures, for example: the possibility for significant and/or substantive amendments to the FECA may result in a change in 

the nature of the FEC’s work. A review of past 

changes to the FECA and the resulting increase 

in workload for FEC staff, provide historical 

context for planning purposes. 

FEC operations are influenced by a variety of 

external factors. Some of the most critical of 

these are:

•	 The number of candidates who run for 

federal office and the amount of money 

involved in the political process

•	 Significant and substantive amendments 

to the FECA and significant judicial 

opinions construing the FECA, the 

Commission’s regulations, or other final 

agency action taken by the Commission

•	 The number of taxpayers who 

designate $3 of their tax payment to the 

Presidential Election Campaign fund 

by checking a box on their Federal tax 

returnand the number of Presidential 

candidates who participate in the 

public funding programs determine the 

solvency of the Presidential Election 

Campaign Fund 

•	 Significant changes in the level of 

competition in federal election 

campaigns, the volume and intensity 

of fundraising and the general political 

attitude, interest and awareness of the 

public, which can greatly influence the 

tone and competitiveness of elections

•	 Unfunded mandates, insufficient 

resources, or restricted resources 

affecting core mission activities, financial 

reporting standards and/or information 

technology requirements

•	 Conversion of the Administrative Fine 

program from a temporary program to 

a permanent program. This program 

could also be expanded to include other 

standard violations beyond late or nonfiling of reports.

The FEC has been without a quorum of four 

Commissioners beginning December 31, 2007, 

and this circumstance may prevent the agency 

from meeting certain performance goals. The 

Commission continues to perform all of the 

work it is statutorily authorized to conduct, but 

particular matters requiring the approval of a 

minimum of four Commissioners cannot go forward until the agency again retains a quorum. 

These and other unanticipated events can influence the amount of money and specific types of 

activity to be regulated by the FEC each election 

cycle. FEC workloads are driven by such factors as the number of reports filed and transactions to be processed, the volume of requests for 

information, data and assistance, the number 

of advisory opinions requested and the number 

of complaints filed with the Commission. Of all 

these factors, the status of the Presidential Public 

Funding Program and the funding level for the 

FEC are perhaps currently the most salient. 
17

Federal Election Commission Strategic Plan FY 2008–2013

Annual Performance and 

Compliance Report

Consistent with the requirements of Executive Order 13450 (entitled Improving Government Program Performance, issued November 

13, 2007), the Commission shall, on or before 

December 31, 2008, and on or before December 

31 of each year thereafter, produce and place on 

its website an Annual Performance Report which 

shall report on the performance of the Commission under this Strategic Plan as of the end of 

the fiscal year in which the Report is issued. 

Commencing promptly upon the conclusion of 

each fiscal year, the Commission, through its 

staff, will undertake to review and evaluate the 

Performance Measures contained in this Plan, 

and will issue a draft Annual Performance Report

to the Commissioners on or before the end of 

the calendar year. The Annual Performance Report will include an analysis of the performance 

for each division having responsibilities under 

the Plan, including successes, shortfalls and 

challenges related to each Performance Measure 

and a plan for ensuring compliance with those 

Measures before the end of the following fiscal 

year. Upon approval of the Annual Performance 

Report, as may be modified by the Commission, 

the Report will be made available on the website 

of the Commission and available to the public 

upon request, and will also be delivered to OMB. 

Key Statutes

Federal Election Campaign Act Of 1971 

The FECA initiated fundamental changes in 

federal campaign finance laws. Effective April 7, 

1972, FECA not only required full reporting of 

campaign contributions, but also limited spending on media advertisements, which were later 

repealed. The FECA did not provide a single, 

independent body to monitor and enforce the 

law. Instead the Clerk of the House, the Secretary of the Senate and the Comptroller General 

of the United States General Accounting Office 

(GAO) monitored compliance with the FECA 

and the Justice Department was responsible for 

prosecuting violations.

The FECA also provided the basic legislative 

framework for separate segregated funds, popularly referred to as PACs (political action committees). Although the Tillman Act and the TaftHartley Act of 1947 banned direct contributions 

by corporations and labor unions to influence 

federal elections, the FECA provided an exception whereby corporations and unions could use 

treasury funds to establish, operate and solicit 

voluntary contributions for the organization’s 

PAC. These voluntary donations could then be 

used to contribute to federal elections.

1974 Amendments

Following reports of serious financial abuses 

in the 1972 Presidential campaign, Congress 

amended the FECA in 1974 to set limits on contributions by individuals, political parties and 

PACs. The 1974 amendments also established an 

independent agency, the Federal Election Commission, to enforce the law, facilitate disclosure 

and administer the public funding program.

1976 & 1979 Amendments

Congress enacted further amendments to the

FECA in 1976 following a constitutional challenge in the Supreme Court case Buckley v. 

Valeo; major amendments were also enacted in 
18

Federal Election Commission Strategic Plan FY 2008–2013

1979 to streamline the disclosure process and 

expand the role of political parties.

Presidential Election Campaign Fund 

Act & Presidential Primary Matching 

Payment Account Act

These laws implemented federal financing of 

Presidential elections by providing a check-off 

box on tax forms authorizing the federal government to use tax dollars to finance Presidential 

campaigns in the general election and matching 

funds in the primaries.

Bipartisan Campaign Finance Reform 

Act Of 2002 (BCRA)

BCRA was designed to end the use of nonfederal 

funds, or “soft money” (money raised outside 

the limits and prohibitions of federal campaign 

finance laws), for activity influencing federal 

elections. New restrictions imposed by BCRA 

included a general prohibition on national party 

committees receiving or spending “soft money.” 

The BCRA, and FEC rules, also contain provisions related to television and radio ads that 

refer to a clearly identified federal candidate and 

are distributed (targeted) to the relevant electorate within a particular time period before an 

election. Other provisions define when a communication is considered coordinated between 

a candidate or political committee and a person 

making a communication.

The BCRA increased limits on contributions 

made by individuals and some political committees, indexed certain contribution limits for inflation and further delineated and expanded the 

ban on contributions, donations, expenditures, 

independent expenditures and disbursements 

by foreign nationals. The new law also specified 

additional requirements accompanying radio, 

television, print and other campaign communications. The personal use regulations retained 

the existing prohibitions regarding personal 

use of campaign funds, but amended them in 

a few areas. Finally, the new law may raise the 

individual contribution limits for Senate and 

House candidates who are facing self-financed 

opponents if those opponents spend more than 

a specified amount of their own funds on the 

campaign.

Honest Leadership And Open 

Government Act Of 2007 (Hloga)

HLOGA amended the FECA by requiring political committees to disclose information about 

each lobbyist, and each political committee 

established or controlled by a lobbyist, that forwards, or is credited with raising, two or more 

bundled contributions aggregating in excess 

of $15,000 during a specific reporting period. 

HLOGA also amended FECA by restricting, and 

in some cases prohibiting, the expenditure of 

campaign funds by candidates for federal office 

for noncommercial travel aboard aircraft.