Bill Overview
Title: FAUCI Act
Description: This bill broadens the scope of executive branch employees and officers whose financial disclosures are subject to automatic electronic publication by including highly compensated executive branch officers and employees. The bill also requires the Office of Government Ethics to provide public access to a list of highly compensated executive branch officers and employees who file confidential financial disclosures under existing law, including the specific types of information disclosed in the confidential report.
Sponsors: Sen. Marshall, Roger [R-KS]
Target Audience
Population: Highly compensated executive branch employees in the US
Estimated Size: 10000
- The FAUCI Act specifically targets executive branch employees and officers who are highly compensated, as it requires more transparency in their financial disclosures.
- Highly compensated executive branch officers and employees are a relatively small, specialized group compared to the entire U.S. population.
- As of recent government data, the U.S. federal government employs approximately 4 million people across all its branches, but not all are 'highly compensated' or in executive roles.
- Only a fraction of these are in the executive branch and even fewer are 'highly compensated,' possibly those in senior positions or leadership roles.
- Published data or estimates of senior executives (SES) or comparable roles suggests approximately 8,000 to 10,000 individuals might qualify as highly compensated.
Reasoning
- The FAUCI Act specifically targets a small segment of the population: highly compensated executive branch employees. Due to its narrow scope, a large portion of the general population will be unaffected or only indirectly influenced by this policy.
- The estimated cost allocation suggests a focus on transparency and ethical governance, with funds likely directed towards the technical infrastructure for disclosure and public access rather than direct aid or services impacting a broader audience.
- Given the target is approximately 10,000 individuals, the policy's direct impact might concentrate on transparency and accountability improvements rather than changing wellbeing through financial or service-based interventions.
- Although the policy aims for transparency and might affect the decision-making or behavior of these executives, its impact in terms of self-reported wellbeing may be muted, as disclosure does not necessarily correlate with personal satisfaction or happiness.
- Wellbeing assessments could vary based on individuals' views on privacy, transparency, and governmental oversight, potentially affecting those in relevant positions differently depending on their attitudes toward these matters.
Simulated Interviews
Senior Executive Service Officer (Washington, D.C.)
Age: 50 | Gender: male
Wellbeing Before Policy: 8
Duration of Impact: 10.0 years
Commonness: 3/20
Statement of Opinion:
- Increased transparency is necessary for public trust.
- Concerns about privacy and potential misuse of disclosed information.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 8 |
| Year 2 | 7 | 8 |
| Year 3 | 7 | 8 |
| Year 5 | 6 | 8 |
| Year 10 | 6 | 8 |
| Year 20 | 6 | 8 |
Law-specific Executive Advisor (New York, NY)
Age: 38 | Gender: female
Wellbeing Before Policy: 7
Duration of Impact: 20.0 years
Commonness: 5/20
Statement of Opinion:
- Supportive of measures promoting transparency.
- Believes it could deter unethical behavior.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 8 | 7 |
| Year 2 | 8 | 7 |
| Year 3 | 9 | 7 |
| Year 5 | 9 | 7 |
| Year 10 | 9 | 7 |
| Year 20 | 9 | 7 |
Policy Analyst (Los Angeles, CA)
Age: 45 | Gender: female
Wellbeing Before Policy: 6
Duration of Impact: 5.0 years
Commonness: 4/20
Statement of Opinion:
- The Act is a step forward in ethical governance.
- Unsure about the long-term effects on administrative efficiency.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 7 | 6 |
| Year 10 | 6 | 6 |
| Year 20 | 6 | 6 |
Retired Federal Employee (Chicago, IL)
Age: 60 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 5.0 years
Commonness: 8/20
Statement of Opinion:
- Worried about privacy implications.
- Sees less personal benefit now that retired.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 5 | 6 |
| Year 2 | 5 | 6 |
| Year 3 | 5 | 6 |
| Year 5 | 5 | 6 |
| Year 10 | 5 | 6 |
| Year 20 | 5 | 6 |
Government Relations Officer (San Francisco, CA)
Age: 48 | Gender: other
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 4/20
Statement of Opinion:
- Supports the policy for increasing trust in government.
- Skeptical about comprehensive impact on behavior.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 8 | 7 |
| Year 3 | 8 | 7 |
| Year 5 | 8 | 7 |
| Year 10 | 8 | 7 |
| Year 20 | 8 | 7 |
Public Policy Student (Boston, MA)
Age: 29 | Gender: female
Wellbeing Before Policy: 5
Duration of Impact: 20.0 years
Commonness: 10/20
Statement of Opinion:
- Believes the Act is foundational for future transparency.
- Hopes for more comprehensive accountability measures.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 5 | 5 |
| Year 2 | 5 | 5 |
| Year 3 | 6 | 5 |
| Year 5 | 6 | 5 |
| Year 10 | 6 | 5 |
| Year 20 | 6 | 5 |
Federal Financial Auditor (Houston, TX)
Age: 55 | Gender: male
Wellbeing Before Policy: 8
Duration of Impact: 10.0 years
Commonness: 6/20
Statement of Opinion:
- Policy enhances fairness and integrity.
- Concerns about bureaucratic red tape.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 8 | 8 |
| Year 2 | 8 | 8 |
| Year 3 | 9 | 8 |
| Year 5 | 9 | 8 |
| Year 10 | 8 | 8 |
| Year 20 | 8 | 8 |
Ethics Compliance Officer (Atlanta, GA)
Age: 43 | Gender: male
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 3/20
Statement of Opinion:
- Sees this as a victory for ethical oversight.
- Predicts positive change in governmental culture.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 8 | 7 |
| Year 2 | 8 | 7 |
| Year 3 | 8 | 7 |
| Year 5 | 8 | 7 |
| Year 10 | 8 | 7 |
| Year 20 | 8 | 7 |
Federal Employee in Technology (Seattle, WA)
Age: 52 | Gender: female
Wellbeing Before Policy: 6
Duration of Impact: 5.0 years
Commonness: 7/20
Statement of Opinion:
- Privacy concerns about published disclosures.
- Questions about data management and security.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 6 |
| Year 2 | 6 | 6 |
| Year 3 | 6 | 6 |
| Year 5 | 6 | 6 |
| Year 10 | 6 | 6 |
| Year 20 | 6 | 6 |
Junior Scientific Advisor (Denver, CO)
Age: 36 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 5.0 years
Commonness: 9/20
Statement of Opinion:
- Wonders if increased transparency might lead to better opportunities.
- Concerned about administrative burden on junior employees.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 6 |
| Year 2 | 6 | 6 |
| Year 3 | 6 | 6 |
| Year 5 | 6 | 6 |
| Year 10 | 6 | 6 |
| Year 20 | 6 | 6 |
Cost Estimates
Year 1: $5000000 (Low: $3000000, High: $7000000)
Year 2: $4500000 (Low: $2500000, High: $6500000)
Year 3: $4500000 (Low: $2500000, High: $6500000)
Year 5: $4000000 (Low: $2000000, High: $6000000)
Year 10: $3500000 (Low: $1500000, High: $5500000)
Year 100: $3000000 (Low: $1000000, High: $5000000)
Key Considerations
- Implementation will require significant IT development and support, including cybersecurity measures to protect sensitive financial information.
- Coordination between multiple branches of the executive is necessary to identify and document all qualifying individuals.
- Some savings could occur through improved oversight, reducing fraud or misallocation within top executive roles.
- The total cost over an extended period may decrease as initial setup costs are a one-time expenditure, with ongoing costs primarily in maintenance.