The Secret Service Overtime Pay Extension Act includes a provision for the Government Accountability Office (GAO) to report on the extent of progress made by the Secret Service in implementing the panel's recommendations. This report addresses the progress that the Secret Service has made toward implementing the panel's recommendations. For this report, GAO reviewed relevant Secret Service planning and implementation documents, analyzed agency training data from fiscal years 2014 through 2020, and interviewed agency officials.
The U.S. nuclear enterprise comprises two portfolios managed by the Department of Defense (DOD) and the Department of Energy's (DOE) National Nuclear Security Administration (NNSA). DOD and NNSA have begun implementing some processes to improve risk management within their respective nuclear portfolios. However, they have not established joint processes to periodically identify, analyze, and respond to risks that affect the joint U.S. nuclear enterprise, and report information about these risks to stakeholders. DOD and NNSA have interdependencies among their nuclear programs, including among the weapon and delivery platform systems of the strategic nuclear triad. These interdependencies may result in additional risks to individual program schedules and costs. Absent a risk management process for the joint enterprise, senior leaders may not be able to effectively manage risks, make informed resource decisions, or accept risks.
A novel plan that offers partnership in keeping the United States electric grid stable and reliable could be a win-win for consumers and utility operators. The largest ever simulation of its kind, modeled on the Texas power grid, concluded that consumers stand to save about 15 percent on their annual electric bill by partnering with utilities. In this system, consumers would coordinate with their electric utility operator to dynamically control big energy users, like heat pumps, water heaters and electric vehicle charging stations.
The NAC strives for equitable, coordinated, and outcome-driven solutions for the emergency management field. Through important discussions, the report compiled by this diverse body confronts the critical issues facing the field and represents the NAC’s final consensus on them.
Based on GAO’s preliminary results, in fiscal year 2020, the effectiveness of federal agencies’ implementation of requirements set by the Federal Information Security Modernization Act of 2014 (FISMA) varied. For example, more agencies reported meeting goals related to capabilities for the detection and prevention of cybersecurity incidents, as well as those related to access management for users. However, inspectors general (IG) identified uneven implementation of cyber security policies and practices.
Virtual currency is increasingly used illicitly to facilitate human and drug trafficking, according to GAO’s review of agency documentation and data and interviews with officials. For example, the number of suspicious activity reports filed with the Financial Crimes Enforcement Network (FinCEN) that involve virtual currency and drug trafficking increased fivefold (from 252 to almost 1,432) from calendar year 2017 to 2020. However, in a sensitive version of this report, GAO found that data from selected federal agencies on virtual currency use for human and drug trafficking may not be consistently captured.
The 2021 National Preparedness Report summarizes progress made, and challenges that remain, in building and sustaining the capabilities needed to prevent, protect against, mitigate, respond to, and recover from the threats, hazards, and incidents that pose the greatest risk to the nation.
FEMA Administrator Deanne Criswell released the agency’s “2022-2026 FEMA Strategic Plan” today, outlining a bold vision and three ambitious goals designed to address key challenges the agency faces during a pivotal moment in the field of emergency management.
The goals are to instill equity as a foundation of emergency management, lead the whole of community in climate resilience and promote and sustain a ready FEMA and prepared nation. These goals position FEMA to address the increasing range and complexity of disasters, support the diversity of communities we serve and complement the nation’s growing expectations of the emergency management community.