STATEMENT BEFORE THE COMMITTEE ON HOUSE ADMINISTRATION 

Statement by: Christopher Skinner 

Inspector General for the 

Federal Election Commission 

September 20, 2023 

INTRODUCTION 

Good morning, Chairman Steil, Ranking Member Morelle, and distinguished Members of the 

Committee. Thank you for inviting me to appear before you today to testify about the work of 

the Office of Inspector General for the Federal Election Commission. We appreciate your 

interest and continued support for our work. 

Our mission is to detect and prevent fraud, waste, abuse, and other violations of the law, and to 

promote economy, efficiency, and effectiveness in the operations of the FEC. The OIG strives to 

promote improvements to FEC operations, programs, and initiatives by independently 

conducting value-added engagements that include audits, evaluations, and investigations. 

Each year we are required to identify the most serious management and performance challenges 

facing the Commission. Accordingly, I’d like to spend a few minutes speaking to the most 

significant challenges facing the Commission that my office has identified and reported. 

Next year will mark the 50th anniversary of the FEC. Needless to say, much has changed in that 

half century. In 1976, the first presidential election cycle after the FEC was established, federal 

campaigns raised and spent around $300 million total. In the 2020 presidential election cycle 

that number was $14.4 billion. 

Much of that increase in campaign fundraising and spending has occurred since the U.S. 

Supreme Court’s 2010 decision in Citizens United v. FEC. That decision significantly altered 

the legal landscape regulated by the FEC and led to a rapid growth in contributions to 

campaigns and committees, both in total dollars and in the number of transactions subject to 

FEC oversight. 

As shown in Figure 1, total spending on federal campaigns during presidential election cycles 

increased from $6.3 billion in 2012 to approximately $14.4 billion in 2020. Expenditures during 

mid-term elections increased from $3.6 billion in 2010 to $8.9 billion in 2022. Similarly, the 

number of transactions subject to FEC oversight increased more than 20-fold, from 28 million to 

616 million during the same period. 

1050 First Street NE Washington, DC 20463 | www.fec.gov/oig 
Figure 1: Campaign Expenditures and Transactions 

Despite those increased obligations, the FEC’s resources have diminished over the same time 

frame. As you’ll see in Figure 2, the Commission’s budget has increased by an average of only 

1.6% per year. 

Figure 2: FEC Annual Appropriations FY 2010 – 2023 

2 
As shown in Figure 3, the agency’s annual budget has decreased when adjusted for inflation. 

The FEC’s 2023 budget was approximately 10.6% less than its 2010 budget in current dollars. 

Figure 3: FEC Annual appropriations adjusted for inflation FY 2010 – 2023 

These limitations have had significant impacts on the agency. Most notably, it has caused a 

reduction in the size of the FEC’s workforce. As shown in Figure 4, from 2010 to present, the 

agency’s workforce decreased from 348 to 305 staff.

Figure 4: FEC Staff on Board FY 2010 – FY 2023 

3 
In summary, the agency has lost 12% of its workforce during a period in which its workload has 

skyrocketed. These reductions have been entirely among career agency staff. They include 

campaign finance analysts, attorneys, and auditors who carry out the essential functions of the 

FEC. One impact is that the FEC ranked last among comparable agencies in a 2021 survey of 

employee satisfaction and engagement.

In addition, having worked in the federal OIG community for 15 years, I can tell you from 

experience that agencies are reluctant to report performance challenges. As such, it is 

significant that the FEC has done just that and has reported that performance has been adversely 

impacted by staff shortages and that performance targets have been reduced as a result. For 

example, the agency reported that it has not met performance goals to complete audits and 

process committee reports on time due to staff shortages. 

Agency resource limitations affect the implementation of OIG recommendations. As detailed 

further in my written testimony and our Semi-Annual Reports to Congress, the OIG has 

addressed 173 hotline inquiries, conducted numerous evaluations and audits, and issued 25 

recommendations in the past three years. Currently, there remain 20 open recommendations. 

Those recommendations cover agency operations and programs ranging from improvements in 

campaign finance oversight, stronger regulation of unlawful foreign contributions, and 

improvements to agency financial and human capital management. 

My staff and I have good working relationships with the Commission and agency leadership, 

who have been open in their dialogue with us in response to OIG recommendations. A common 

refrain in that dialogue has been that the agency’s limited resources impede implementation of 

OIG recommendations. Despite these challenges, my office will continue to provide oversight 

of the FEC, to include developing actionable recommendations to improve agency operations 

and programs. 

Closing 

In closing, I want to thank Chairman Steil, Ranking Member Morelle, and the Members of the 

Committee for this opportunity to testify today. 

Going forward, the OIG remains committed to conducting engagements in support of the FEC. 

I look forward to continuing to work with my OIG team, the Commission, members of 

Congress, and CIGIE to provide oversight of the FEC on behalf of the American taxpayers. Our 

work to date reflects the exceptional efforts of the OIG team. It is my honor and privilege to lead 

such a talented group of individuals. Thank you again for this opportunity and if you have any 

questions, I will be happy to address them. 

4 
Appendix 1 – OIG Open Recommendations Statistics (October 2016 – September 2023) 

5 
FEC OIG Open Recommendations (1-20 of 20) as of September 8, 2023

Reporting Report 

Report Title Number Date Recommendation Text

Inspection of the FEC's disaster recovery

plan and continuity of operations plans. OIG-12-06 1/30/2013

Procure the necessary hardware/software to fully test the data entry application needed

for Disclosure by December 2013.

Ensure the disaster recovery Kofax server is updated to mirror the Kofax production

server by June 2013.

Allegations of Bias Against FEC Personnel

Reviewing 58Th Presidential Inaugural

Committee Reports

I21INV00037 7/29/2021

The OIG recommends that the Commission update the relevant standards to clarify the

criteria used to identify potential violations and provide measurable standards

concerning the review of inaugural committee reports.

The OIG recommends that the Commission update the inaugural committee review

process.

The OIG recommends that RAD memorialize a policy concerning the identification of

potential foreign donations and that the Commission consider updating relevant forms 

and instructions to ensure filers are aware of verification requirements imposed by

federal regulation.

The OIG further recommends that RAD’s policy include specific thresholds that will trigger

the issuance of requests for additional information (RFAIs) for donations with foreign 

addresses, notwithstanding purported verification by the relevant committees (political

and inaugural).

Management Letter for OIG Special

Review of the Federal Election

Commission (FEC) Contracting Officers

Representative (COR) Program

SR-22-01 5/26/2022 The Procurement Office should memorialize the COR certification tracking procedures it

has implemented.

OIG Review of Commission Directive 06,

Handling of Internally Generated Matters

2023-10-001 10/11/2022 Revise Directive 06 to include current FECA citations and guidance related to OIG referrals

of campaign finance related matters to OGC.

Independent Audit Report of FEC's FY 22

Financial Statements

OIG-22-01 11/15/2022

We recommend FEC OCIO remediate critical-level and high-level vulnerabilities according

to the FEC System Security Plan.

We recommend the FEC OCIO establish controls to ensure user accounts are deactivated

timely when employees separate from the agency.

We recommend the FEC OCIO document and maintain evidence that the controls for

identifying and obtaining management's approval for deviations from its established

configuration settings for Windows 10 devices is performed on a consistent basis.

Audit Report of the FEC's Human Capital

Management for FY2022

OIG-22-02 4/25/2023

We recommend that FEC’s senior management in collaboration with the FEC’s Director of

the Office of Human Resources and the FEC’s CHCO should develop a plan to strategically

manage human capital across the agency that is informed by the OPM HCOP and HCF

guidance. The HCM plan should include the salient elements of the OPM human capital

guidance and workforce planning activities that are scaled to the FEC’s size and needs.

We recommend that FEC’s management should develop a strategic human capital

management plan to include a process for conducting and documenting a skills gap

analysis of its workforce.

We recommend that FEC’s management should develop a strategic human capital

management plan to include a process for succession planning for senior leaders and

mission-critical positions.

We recommend that FEC’s management should develop a strategic human capital

management plan to include guidance on the development of training programs,

including formal training plans for appropriate employees (e.g., employees with skills

gaps and for succession planning purposes).

We recommend that FEC’s management should develop a strategic human capital

management plan to include a more consistent and efficient performance management 

process and negotiate with the BU to:

• Transition BU employees to the electronic performance management system and

require the same templates be completed as the NBU employees.

• Move all employees to the same standard performance period instead of evaluating BU

employees’ performance on their hired anniversary date.

Review of the FEC Travel and Purchase 

Card Programs

Special Review 

23-02 8/1/2023

That the agency follows the general purchase card training requirements from OMB A123, Appendix B and GSA SmartPay guidelines, to ensure all program participants have

completed training requirements and maintain training certifications as required.

That the agency negotiate with the NTEU to update the LMA to include the travel voucher

requirements documented in the Federal Travel Regulations § 301–52.7.

That the agency monitor that the travel voucher is submitted within five working days

according to FTR § 301-52.7.

That the agency update and finalize the travel policy, travel manual, and procurement 

office policies and procedures.
Appendix II - Hotline and Investigations Activity (FY 2021 – FY 2023) 

6 
Additional Hotline and Investigations Statistics: 

Contacts 

The hotline logged 179 contacts in addition to the 175 complaints received during the period 

FY 2021 to 2023. These are general communications and inquiries that do not allege specific 

wrongdoing. 

Closing Reports 

Of the 10 investigations closed during the three-year period FY 2021 to FY 2023, seven resulted 

in Reports of Investigation released to the FEC Commissioners. Three were closed with a 

Closing Memorandum that was not provided to management due to insufficient evidence. 

Referrals for Criminal Prosecution 

During the three-year period FY 2021 to FY 2023, the FEC OIG made one (1) referral to DOJ 

for potential criminal prosecution and one (1) referral to state and local prosecuting authorities. 

Investigations Recommendations 

The FEC OIG made 11 recommendations that resulted from investigations activity during the 

three-year period FY 2021 to FY 2023. Seven of those recommendations were closed leaving 

four recommendations that remain open. 

7 
Appendix III – Management and Performance Challenges Facing the FEC for FY 2023

Management and 

Performance Challenges 

Facing the FEC for FY 2023 

October 26, 2022 
Table of Contents 

Introduction and Approach ............................................................................................................................ 1 

Management and Performance Challenge: Growth of Election Spending ....................................................1 

Management and Performance Challenge: Identifying and Regulating Unlawful Foreign Contributions ...4 

Management and Performance Challenge: Continuity of Operations...........................................................5 

Management and Performance Challenge: Human Capital Management .....................................................6 

Management and Performance Challenge: Cybersecurity ............................................................................ 8 

FY 2022 Management Challenges Not Included in FY 2023 Report ...........................................................8 

Appendix: Hotline Poster ............................................................................................................................. 9 
Introduction and Approach 

Why do we publish this report? 

In accordance with the Reports Consolidation Act of 2000, the Federal Election Commission 

(the “FEC” or “Commission”) Office of Inspector General (OIG) identifies the most serious 

management and performance challenges facing the Commission and provides a brief 

assessment of the Commission’s progress in addressing those challenges. By statute, this report 

is required to be included in the FEC’s Agency Financial Report. 

What are management challenges? 

The Government Performance and Results Modernization Act of 2010 identifies major 

management challenges as programs or management functions that are vulnerable to waste, 

fraud, abuse, and mismanagement, and where a failure to perform well could seriously affect the 

ability of the agency to achieve its mission objectives. Each challenge area is related to the 

agency’s mission and reflects both continuing vulnerabilities and emerging issues. The FEC 

OIG identified the top management and performance challenges facing the Commission as the 

following: 

• Growth of election spending 

• Identifying and regulating unlawful foreign contributions 

• Continuity of operations 

• Human capital management 

• Cybersecurity 

How did we identify these challenges? 

We identified the Commission’s major management and performance challenges by 

recognizing and assessing key themes from OIG audits, special reviews, hotline complaints, 

investigations, and an internal risk assessment, as well as reports published by external oversight 

bodies, such as the Office of Personnel Management (OPM) and the Government Accountability 

Office (GAO). Additionally, we reviewed previous management challenge reports to determine 

if those challenges remain significant for this submission. Finally, we considered publicly 

available information and internal Commission records. As a result, we identified five key 

management and performance challenges, which are detailed herein. 

Management and Performance Challenge: Growth of Election Spending 

In recent years, federal campaign fundraising and spending have increased dramatically, 

particularly since the U.S. Supreme Court’s decision in Citizens United v. FEC in 2010. The 

rapid growth of contributions to campaigns and committees, both in total dollars and in the 

number of contributions, has not been met with corresponding budgetary resources for the FEC 

to provide campaign finance oversight. 

Management and Performance Challenges Facing the FEC in FY 2023 1 
Federal Election Spending: 1998 - 2022

 $16.0

 $14.0

 $12.0

 $10.0 

partial cycle

 $-

$2.0

 $4.0

BILLIONS

 $6.0

projection: 

7.7 B $8.0 

1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022* 

*2022 actual through September 30, 2022; light blue indicates mid-term election cycles 

 

 

Total spending on federal election campaigns during presidential years increased from $3.1 

billion in 2000 to approximately $14.4 billion for the 2020 election cycle, nearly a 5-fold 

increase. Spending on the 2022 mid-term elections reached $5.6 billion through September 30, 

2022, nearly equaling the $5.7 billion spent for the entirety of the 2018 mid-term election cycle. 

Projected spending for the full 2022 mid-term is $7.7 billion based on historical precedents. 

Figure: Total spending on congressional, presidential, and party committees per election cycle 

reported to the FEC by all filers. The totals in this figure include PAC expenditures to campaign 

committees. All data is obtained from FEC filings. The 2022 projection is based on 2018 percentages. 

The total number of transactions subject to FEC regulation and oversight has also dramatically 

increased, especially in recent years. Transactions are reported in mandatory filings with the FEC 

and are comprised of itemized details of receipts (including contributions), disbursements (including 

expenditures), and other financial activity. 

Some highlights of transaction growth, which is illustrated on the following page, include: 

• Between 1980 and 2002, the total number of transactions subject to FEC regulation and 

oversight increased from approximately 602,000 to nearly 3.0 million per election cycle. 

• In the 2018 election cycle, the FEC handled nearly 270 million transactions. 

• That number exceed 616 million transactions in the 2020 election cycle. 

• The number of transactions for the 2022 mid-term cycle is expected to surpass the 2020 

presidential cycle. 

Management and Performance Challenges Facing the FEC in FY 2023 2 
FEC Total Transactions (1980 - 2022) 

0.6M 

3.0M 

3.5M 3.0M2.5M2.0M1.5M1.0M0.5M0.0M

1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 

1980 - 2002 

Between 1980 and 2002, the total number of transactions subject to 

that in 

616 

to 

transactions 

exceeded 

cted e

22. 

handled 

exp

20

is 

for 

FEC 

million 

number

and 0 

million 

the 

202

270 

That 

2018, 

n

629 

i

By nearly cycle. million surpass 

FEC regulation and oversight increasedfrom approximately 602,000 to nearly3.0 million per election cycle. 

3.0 M 

616 M 

433M through 09/30/22 

Projected 629 M 

0 M

700 M 600 M500 M400 M300 M200 M100 M

2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 

Continued: 2002 - 2022 

Management and Performance Challenges Facing the FEC in FY 2023 3 
 

Despite dramatic increases in campaign expenditures and the number of transactions subject 

to FEC regulation and oversight, the Commission’s budget has remained largely static and has 

even faced recent reductions. Since 2008, the FEC’s budget has increased by an average of only 

1.4% per year. Those increases have not kept up with inflation, which has averaged 

approximately 2.5% per year over the same period. Indeed, the FEC’s 2022 budget was 

approximately 14.3% less than its 2008 budget when adjusted for inflation.1 

Figure: Annual congressional budget appropriations to the FEC, as reported in Congressional budget 

justifications. Inflation adjustment from Bureau of Labor Statistics published annual CPI data. 

$61.5 M 

$74.5 M 

$52.7 M 

$0 

$10 

$20 

$30 

$40 

$50 

$60 

$70 

$80 

$90 

$100 

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 

MILLIONS 

FEC Annual Appropriations: 2008 - 2022 

Appropriation (Actual) Adjusted for Inflation (2008 $'s) 

In addition, the nature of federal campaigns has evolved in recent years. Online fundraising, 

the influence of dark money, and potential foreign electoral influence continue to place further 

strain on the FEC’s ability to provide oversight of federal campaigns. As such, absent additional 

resources, the FEC faces challenges in successfully regulating campaign finance. 

Management and Performance Challenge: Identifying and 

Regulating Unlawful Foreign Contributions 

Identifying and regulating unlawful foreign campaign contributions continues to pose a 

significant challenge to the FEC. As campaign expenditures and the number of transactions 

subject to FEC regulation and oversight increase, potential contributions by foreign nationals 

also increase, which demands greater scrutiny by agency regulators. However, an August 2021 

OIG report found that the FEC’s practice of relying on filers’ self-certifications concerning 

potential foreign contributions poses a national security risk and provides insufficient oversight 

1

 This is not merely due to recent inflation during 2021-2022. As shown in the accompanying chart, the FEC’s annual 

budget evinces a pattern of decline dating back to 2011 when adjusted for inflation. 

Management and Performance Challenges Facing the FEC in FY 2023 4 
of possible illegal foreign donations. Indeed, numerous recent cases highlight the risk of 

unlawful foreign influence in U.S. elections. 

The Federal Election Campaign Act of 1971 (FECA), related statutes, and implementing 

regulations prohibit direct and indirect contributions to candidates, political committees, and 

inaugural committees by foreign nationals. As noted above, campaign expenditures and 

transactions subject to FEC regulation and oversight have dramatically increased in recent years. 

However, as previously noted, the FEC’s budget has remained static, if not reduced, over the 

same period. Indeed, the FEC’s FY 2022 budget was approximately 14% less than its 2008 

budget when adjusted for inflation. The increase in transactions subject to review, in conjunction 

with declining resources (in real terms), poses a challenge for the FEC in identifying and 

regulating unlawful contributions. 

Moreover, recent cases demonstrate that the risk of foreign electoral influence is real and not 

hypothetical. For example, a matter that came before the Commission in 2016, and was decided 

in October 2021, involved a consultant for a super PAC that supported a presidential candidate. 

The consultant allegedly solicited a $2 million contribution from representatives of a foreign 

national. The Commission ultimately reached a settlement with the super PAC. Numerous other 

reported cases further illustrate the risk. 

Notwithstanding these risks, an August 2021 investigative report by the OIG found that the 

FEC’s current practices provide limited oversight of potential foreign contributions. 

Specifically, the OIG investigation found that the FEC identifies many potential foreign national 

donations based on the reported addresses of donors, but generally defers to a committee’s selfcertification that it verified the U.S. citizenship of those donors. However, that practice does not 

appear to be memorialized in policy and relies heavily on the good faith and due diligence of 

filers. 

Accordingly, the OIG recommended that the FEC update and memorialize its practice 

concerning donors with foreign addresses to identify unlawful foreign donations more 

effectively. However, we recognize that the FEC’s resources are significantly constrained as 

detailed above. As such, identifying and regulating foreign contributions will likely continue to 

challenge the FEC. 

Management and Performance Challenge: Continuity of Operations 

Recent and dramatic changes in workplace dynamics due to the COVID-19 pandemic pose 

many management and performance challenges for the FEC. Federal agencies, including the 

FEC, have implemented various return-to-office policies after the expiration of evacuation orders 

that mandated remote work during the height of the pandemic. However, substantial uncertainty 

remains regarding how the post-pandemic work environment will look for the FEC, how the 

FEC’s telework policies will affect retention and recruitment, and how the agency would respond 

to a future pandemic or similar event that disrupts operations. 

The FEC implemented a pilot program that provides more telework opportunities than were 

available to most employees prior to the pandemic. However, that pilot program will end in 

March 2023. Significant disagreements remain among stakeholders, including the 

Commissioners, FEC managers, and the FEC workforce, concerning the degree to which the 

Management and Performance Challenges Facing the FEC in FY 2023 5 
FEC should permanently embrace telework and remote work. Moreover, if the Commissioners 

themselves are unable to agree upon permanent changes to agency policies, it may result in much 

more limited telework and remote work options for FEC employees. 

The OIG has observed concerns about the impact of limited telework and remote work 

options on employee morale and attrition in the course of numerous recent engagements. 

Concerns include potential employee turnover, given that greater telework and remote work 

options appear to be permanent expectations for the modern public and private sector 

workplaces. As such, many stakeholders at the FEC have expressed concerns that, absent 

continued telework and remote work flexibilities, FEC employees may seek telework and remote 

employment options elsewhere, resign, or retire, if eligible. The OIG will further evaluate this 

issue in future engagements; however, FEC leadership should prioritize further study of this and 

related concerns. 

Management and Performance Challenge: Human Capital Management 

Human capital management is the process of acquiring, training, managing, and retaining 

employees to effectively execute the agency’s mission. In prior management challenge reports 

the OIG identified, among other things, the unusual salary structure of certain senior leaders at 

the Commission (including Commissioners), the practice of agency personnel serving in acting 

positions for extended periods of time, and the Commission’s attempt to address these issues 

through repeated legislative recommendations to Congress. 

These challenges have a direct impact on the Commission’s management of human capital. 

For example, the problems brought about by the challenged senior salary structure, coupled with 

declining staffing levels and increased workload, appear to have contributed to the recent 29th 

out of 29 ranking among small agencies that the FEC received in the Partnership for Public 

Service’s 2021 Best Places to Work in the Federal Government report.2 

 

Commissioner Pay: The FECA specifies that FEC Commissioners are to be paid equivalent 

to level IV of the Executive Schedule; however, pay for political appointees at the FEC has been 

frozen since 2019 with little increases over the last 10 years. As a result, some personnel in the 

GS 15 and Senior Level (SL) positions earn higher salaries than the FEC Commissioners. This 

unique salary structure has a direct impact on Commissioner morale and may indirectly impact 

staff morale throughout the agency. The problem is intensified by the high costs of living and 

working in Washington, D.C. that commissioners must bear to serve term appointments. 

Salary Structure (Staff Director and General Counsel): Currently, the senior leadership 

roles of the Staff Director and Chief Information Officer (CIO) are occupied by the same 

individual and have been since August 2011. Information technology is ever evolving, which 

affects all government agencies. Without a fully dedicated CIO to focus on technological issues, 

to ensure resources are properly allocated, and that adequate processes are in place for the 

protection and safeguards of the agency, the agency will remain at risk. 

2

 See Partnership for Public Service Survey Results and Rankings. 

Management and Performance Challenges Facing the FEC in FY 2023 6 
 

 

Similarly, the Deputy General Counsel for Law is concurrently serving as the Acting General 

Counsel and has been doing so since September 2016.3 This has potential to put the agency at 

risk of not effectively and efficiently meeting its mission requirements, as robust internal 

dialogue and diversity of opinion are essential to ensuring the agency considers competing legal 

theories and courses of action. 

The FECA requires the Staff Director to be paid at Level IV and the General Counsel to be 

paid at Level V of the Executive Schedule. Further, this statutory requirement provides that both 

positions supervise personnel at the GS 15 and SL pay scales, who may have higher salaries than 

Levels IV or V of the Executive Schedule. This disparity creates significant challenges in 

recruitment and retention of talent for two of the most senior career positions at the FEC. 

Management previously reported that the Commission adopted legislative recommendations 

in 2021, 2018, 2017, 2016, 2015, 2014, 2013 and 2011 that urged Congress to remove the 

statutory references to the Executive Schedule in FECA with respect to the FEC Staff Director 

and General Counsel Positions. The removal of that reference would ensure the two positions be 

compensated under the same schedule as the Commission’s other senior managers. 

Declining Staffing Levels: Despite dramatic increases in campaign expenditures and the 

number of transactions subject to FEC regulation and oversight (see management challenge #1), 

the Commission reported that staffing levels have decreased by over 17.5% since 2012.4 The 

agency maintained an average of 295-296 employees throughout FY 2022. The increase in 

workload combined with declining staffing levels has resulted in performance benchmark and 

morale challenges. Additionally, the FEC must focus on employee retention challenges as the 

Commission continues to define its new normal in a hybrid work environment. 

Morale: The FEC ranked last (29/29) among small agency workplaces in the 2021 

Partnership for Public Service report. Each year, the Partnership for Public Service ranks federal 

workplaces by analyzing employee engagement and satisfaction scores across all federal 

agencies. Specifically, these results refer to the commitment of the workforce, job and 

organizational satisfaction, and employee desire to achieve results. The rankings are separated 

by large, medium, and small agencies and the data used for compiling these rankings is collected 

by OPM through its Federal Employee Viewpoint Survey (FEVS). Additionally, the OPM 

published preliminary results from the 2022 FEVS survey and the data indicated that employee 

morale across the federal government fell two points in 2022. 

The foregoing human capital challenges are impacting the FEC’s ability to achieve its 

mission objectives effectively and efficiently. Despite the internal resource constraints and 

emerging external issues beyond the Commission’s control, we encourage the Commission to 

continue to invest in the recruitment of quality employees, training employees, and motivating 

employees to complete mission objectives. 

3

 The FEC posted a job announcement for the General Counsel position on USAJOBS with an opening application 

date of September 30, 2021, and a closing date of October 22, 2021. As of October 26, 2022, the position remains 

unfilled. 

4

 The FEC reported 293 employees on board as of September 2022—a 17.5% decrease compared to FY 2012 (355). 

Management and Performance Challenges Facing the FEC in FY 2023 7 
Management and Performance Challenge: Cybersecurity 

Protecting data, systems, and networks from threats remains a top challenge. The FEC was 

established to protect the integrity of federal campaign finance by providing transparency and 

enforcing and administering federal campaign finance laws. In doing so, the FEC discloses 

campaign finance data to the public and as a result, encounters large volumes of webpage traffic 

from stakeholders and members of the public. In efforts to streamline transparency initiatives 

and improve business processes, the Commission is more technology reliant today, as is society; 

as such, it is imperative that the Commission continue to prioritize cybersecurity. 

Cybersecurity encompasses attempts from criminals and adversaries to obtain sensitive 

information linked to government networks, personal identifiable information, intellectual 

property, and other sensitive data. Cyber threats may arise from phishing, ransomware, or other 

malware attacks and can infiltrate any level within an organization. In response to ever-growing 

threats, the Commission has partnered with the Department of Homeland Security (DHS) and the 

Cybersecurity and Infrastructure Security Agency (CISA), an operational component under 

DHS, to improve its overall security posture by identifying, protecting, and responding to 

network vulnerabilities. We encourage the agency to continue to utilize these partnerships and 

work to develop the in-house expertise to protect the network. 

It is essential that the Commission continue to maintain the integrity and availability of its 

information, as it looks to modernize its systems, which includes moving towards a cloud 

environment. We recognize that federal agencies have struggled to compete with the private 

sector for cyber expertise and talent; however, the Commission should continue to seek and 

adequately compensate industry experts to manage the FEC’s cybersecurity requirements. We 

encourage the Commission to continue to be proactive in establishing a cybersecurity framework 

and strengthen internal controls to mitigate external threats from entering the FEC’s network. 

Conclusion 

The OIG presents these challenges as ongoing issues facing the FEC in FY 2023. These 

challenges impede efficiency and effectiveness in the management of FEC operations and 

programs. The OIG remains dedicated to independent oversight to ensure accountability of the 

mission of the FEC. 

FY 2022 Management Challenges Not Included in FY 2023 Report 

All FY 2022 management challenges have been included in this report although some have 

been updated, retitled, and/or consolidated. 

Management and Performance Challenges Facing the FEC in FY 2023 8 
OIG Hotline Portal OIG Hotline Phone 

https://f eco ig. a ins.com 202-694-1015 

* Available from 9:00 a.m. to 5:00 p.m. 

* Also accessible via: Eastern Standard Time, Monday through 

http://www.fec.gov/oig Friday, excluding federal holidays.