October 21, 2021

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Man Sentenced to 55 Years in Prison for Sexual Exploitation of Multiple Children Through Social Media Apps

16 min read
<div>A California man was sentenced today to 55 years in prison followed by a lifetime of supervised release for sexual exploitation of a minor and distribution of child pornography.</div>
A California man was sentenced today to 55 years in prison followed by a lifetime of supervised release for sexual exploitation of a minor and distribution of child pornography.

More from: October 8, 2021

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  • Government Performance Management: Key Considerations for Implementing Cross-Agency Priority Goals and Progress Addressing GAO Recommendations
    In U.S GAO News
    What GAO Found The enactment of the GPRA Modernization Act of 2010 (GPRAMA) aimed to create an integrated, crosscutting federal performance planning and reporting framework. The act requires the establishment of 4-year outcome-oriented goals known as cross-agency priority (CAP) goals. CAP goals cover a limited number of mission and management areas, such as improving customer experiences with federal services. The next set of CAP goals is due no later than February 2022. GAO identified key considerations to facilitate CAP goal implementation, for example: Establish the goal: Establish a balanced set of outcome-oriented mission and management-focused goals that reflect the government's highest policy priorities. Identify goal leaders and contributors: Identify co-leaders and sub-goal leaders to facilitate leadership, continuity, and agency buy-in. Identify resources to support implementation: Dedicate resources to goal implementation, including funding, staffing, and technology. Use performance information: Focus on improving the quality and use of data to routinely assess goal progress and a shared commitment to continuous improvement. Report results: Develop communications strategies to help share success stories and outcomes of the goals. The Office of Management and Budget (OMB) and agencies have made notable progress in implementing 82 of 106 GAO GPRAMA-related recommendations made since 2012 (see figure). Status of GAO Recommendations Related to Implementation of the GPRA Modernization Act of 2010, from Fiscal Year 2012-2021 as of July 2021 For example, OMB issued guidance to agencies to expand the use of data-driven performance reviews, and agencies took steps to report on the quality of their performance information. However, OMB and agencies have not fully implemented 24 GAO recommendations in areas such as creating an inventory of federal programs and improving the transparency of publicly reported performance information. Implementing remaining recommendations would help OMB and agencies more effectively manage performance. Why GAO Did This Study The nation faces unprecedented challenges that require the federal government to perform better, be more responsive to the American people, and achieve greater results. GPRAMA provides important tools that can help decision makers address crosscutting challenges facing the federal government. GPRAMA includes a provision for GAO to periodically report on the act's implementation. This report (1) identifies key considerations that can facilitate CAP goal implementation; and (2) assesses OMB's and agencies' progress in addressing GAO recommendations related to GPRAMA. To identify key considerations, GAO conducted focus groups with subject matter specialists with expertise in performance management and with White House Leadership Development fellows who had a role in implementing CAP goals. GAO also obtained views from OMB staff and reviewed information on OMB's role in CAP goal implementation. GAO also reviewed prior work on GPRAMA implementation. To identify progress made to address GAO recommendations, GAO reviewed actions OMB and agencies took since 2012.
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  • Justice Department Releases Report On Modernizing The Administrative Procedure Act
    In Crime News
    WASHINGTON – The Justice Department released a report today on the need for Congress to update and improve the Administrative Procedure Act (APA), the 74-year-old statute setting forth the procedures agencies must follow when regulating individuals, businesses, non-profits, and state and local government entities. The report, entitled Modernizing the Administrative Procedure Act, discusses how the administrative state has developed in ways not foreseen by the APA in 1946, how the APA might be legislatively improved, and how this Administration’s improvements to agencies’ regulatory processes could inform modernizing the APA. The Justice Department, which significantly shaped the original APA, hopes that the ideas and insights discussed in the report will encourage and inform much needed action by Congress to modernize the APA.
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    A New York man pleaded guilty today to tax evasion and employment tax fraud.
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    NaphCare Inc., headquartered in Birmingham, Alabama, has agreed to pay $694,593 to resolve allegations that the company violated the False Claims Act by knowingly submitting false claims to the Federal Bureau of Prisons (BOP) in connection with health care services provided to BOP inmates. 
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    A former civilian employee of the Department of Defense arrived in the United States Friday from Germany to face a charge for assaulting a U.S. military member in the Republic of Korea last year.
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    In Crime News
    Kaiser Foundation Health Plan of Washington, formerly known as Group Health Cooperative (GHC), agreed to pay $6,375,000 to resolve allegations that it submitted invalid diagnoses to Medicare for Medicare Advantage beneficiaries and received inflated payments from Medicare as a result, the Justice Department announced today.  Kaiser Foundation Health Plan is headquartered in Oakland, California.    
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  • Military Pay: Army National Guard Personnel Mobilized to Active Duty Experienced Significant Pay Problems
    In U.S GAO News
    In light of the recent mobilizations associated with the war on terrorism and homeland security, GAO was asked to determine if controls used to pay mobilized Army Guard personnel provided assurance that such pays were accurate and timely. GAO's audit used a case study approach to focus on controls over three key areas: processes, people (human capital), and systems.The existing processes and controls used to provide pay and allowances to mobilized Army Guard personnel are so cumbersome and complex that neither DOD nor, more importantly, the mobilized Army Guard soldiers could be reasonably assured of timely and accurate payroll payments. Weaknesses in these processes and controls resulted in over- and underpayments and late active duty payments and, in some cases, largely erroneous debt assessments to mobilized Army Guard personnel. The end result of these pay problems is to severely constrain DOD's ability to provide active duty pay to these personnel, many of whom were risking their lives in combat in Iraq and Afghanistan. In addition, these pay problems have had a profound financial impact on individual soldiers and their families. For example, many soldiers and their families were required to spend considerable time, sometimes while the soldiers were deployed in remote, combat environments overseas, seeking corrections to active duty pays and allowances. The pay process, involving potentially hundreds of DOD, Army, and Army Guard organizations and thousands of personnel, was not well understood or consistently applied with respect to determining (1) the actions required to make timely, accurate pays to mobilized soldiers, and (2) the organization responsible for taking the required actions. With respect to human capital, we found weaknesses including (1) insufficient resources allocated to pay processing, (2) inadequate training related to existing policies and procedures, and (3) poor customer service. Several systems issues were also a significant factor impeding accurate and timely payroll payments to mobilized Army Guard soldiers, including (1) non-integrated systems, (2) limitations in system processing capabilities, and (3) ineffective system edits.
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  • Texas Man Pleads Guilty to Hate Crime Charges After Using Dating App to Target Gay Men for Violent Crimes
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    A Texas man pleaded guilty yesterday to federal hate crime charges in the U.S. District Court for the Northern District of Texas.
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    In Crime News
    A Florida man was sentenced today to 21 months in prison for filing a false tax return. Jami Kopacz, of Fort Lauderdale, pleaded guilty to filing a false corporate tax return on Dec. 16, 2020. According to court documents and statements made in court, Kopacz worked as a paid escort for clients across the United States. Kopacz received payments directly from his escort clients, and from a private business for whom he worked as an independent contractor. From 2015 to 2018, Kopacz used his corporation, JK Training LLC, to receive income, and then filed false corporate tax returns (Forms 1120S) that substantially underreported the company’s gross receipts and total income.
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    In U.S GAO News
    Global Hawk offers significant military capabilities to capture and quickly transmit high-quality images of targets and terrain, day or night, and in adverse weather--without risk to an onboard pilot. Global Hawk first flew in the late 1990s as a demonstrator and supported recent combat operations in Afghanistan and Iraq. In 2001, the Air Force began an acquisition program to develop and produce improved Global Hawks. In 2002, the Department of Defense (DOD) restructured and accelerated the program to include a new, larger and more capable air vehicle. GAO was asked to review the program and discuss (1) the restructuring's effect on the Air Force's ability to deliver new capabilities to the warfighter and (2) whether its current business case and management approach is knowledge-based and can help forestall future risks.The restructuring of the Global Hawk program impacts the acquisition program in multiple ways. More and accelerated funding: Funding, which previously spanned 20 years, now is compressed in about half the time. The restructured plan requires $6.3 billion through fiscal year 2012; the original plan would have needed $3.4 billion by that time. The budget request is now three times higher for some years. Immature technologies: Several critical technologies needed to provide the advanced capabilities are immature and will not be tested on the new air vehicle until late in the program, after which most of the air vehicles will already have been bought. New requirements, new costs: DOD's desire to add additional Global Hawk capabilities tripled development costs. The program acquisition unit cost increased 44 percent since program start, yet fewer vehicles are to be produced than originally planned. Challenges, trade-offs, and delays: The addition of new capabilities has led to space, weight, and power constraints for the advanced Global Hawk model. These limitations may result in deferring some capabilities. Some key events and activities--many related to testing issues--have been delayed. Global Hawk's highly concurrent development and production strategy is risky and runs counter in important ways to a knowledge-based approach and to DOD's acquisition guidance. The restructuring caused gaps in product knowledge, increasing the likelihood of unsuccessful cost, schedule, quality, and performance outcomes. Because the restructured program is dramatically different from the initial plan for the basic model, the business case now seems out of sync with the realities of the acquisition program.
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