December 5, 2021

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Virginia Tax Return Preparer Sentenced to Just Over 12 Months for Evading Her Own Taxes

15 min read
<div>A Richmond, Virginia, tax return preparer was sentenced yesterday to one year and a day in prison for evading her own taxes.</div>
A Richmond, Virginia, tax return preparer was sentenced yesterday to one year and a day in prison for evading her own taxes.

More from: July 16, 2021

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  • U.S. Special Envoy for the Horn of Africa Feltman Visits Qatar, Saudi Arabia, UAE, Kenya
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    In U.S GAO News
    The Department of Defense (DOD), in its response to unconventional threats from terrorists, uses biometrics technologies that identify physical attributes, including fingerprints and iris scans. However, coordinating the development and implementation of biometrics and ensuring interoperability across DOD has been difficult to achieve. Biometrics also is an enabling technology for identity management, a concept that seeks to manage personally identifiable information to enable improved governmentwide sharing and analysis of identity information. GAO was asked to examine the extent to which DOD has established biometrics goals and objectives, implementing guidance for managing biometrics activities, and a designated budget. To address these objectives, GAO reviewed documentation, including DOD biometrics policy and directives, and interviewed key DOD officials involved with making policy and funding decisions regarding biometrics.DOD established, in October 2006, the Principal Staff Assistant, who is the Director of Defense Research and Engineering, and an Executive Committee as part of its attempts to improve the management of its biometrics activities. However, as of August 2008, it had not established management practices that include clearly defined goals and objectives, implementing guidance that clarifies decision-making procedures for the Executive Committee, and a designated biometrics budget. First, while DOD has stated some general goals for biometrics, such as providing recognized leadership and comprehensive planning policy, it has not articulated specific program objectives, the steps needed to achieve those objectives, and the priorities, milestones, and performance measures needed to gauge results. Second, DOD issued a directive in 2008 to establish biometrics policy and assigned general responsibilities to the Executive Committee and the Principal Staff Assistant but has not issued implementing guidance that clarifies decision-making procedures. The Executive Committee is chaired by the Principal Staff Assistant and includes a wide array of representatives from DOD communities such as intelligence, acquisitions, networks and information integration, personnel, and policy and the military services. The Executive Committee is responsible for resolving biometrics management issues, such as issues between the military services and joint interests resulting in duplications of effort. However, the committee does not have guidance for making decisions that can resolve management issues. Past DOD reports have noted difficulties in decision making and accountability in the management of its biometrics activities. Third, DOD also has not established a designated budget for biometrics that links resources to specific objectives and provides a consolidated view of the resources devoted to biometrics activities. Instead, it has relied on initiative-by-initiative requests for supplemental funding, which may not provide a predictable stream of funding for biometrics. Prior GAO work on performance management demonstrates that successful programs incorporate such key management practices, and for several years, DOD reports and studies have also called for DOD to establish such practices for its biometrics activities. Similarly, a new presidential directive issued in June 2008 supports the establishment of these practices in addition to calling for a governmentwide framework for the sharing of biometrics data. DOD officials have said that DOD's focus has been on quickly fielding biometrics systems and maximizing existing systems to address immediate warfighting needs in Afghanistan and Iraq. This focus on responding to immediate warfighting needs and the absence of the essential management practices have contributed to operational inefficiencies in managing DOD's biometrics activities, such as DOD's difficulties in sharing biometrics data within and outside the department. For example, in May 2008 GAO recommended that DOD establish guidance specifying a standard set of biometrics data for collection during military operations in the field. These shortcomings may also impede DOD's implementation of the June 2008 presidential directive and the overall identity management operating concept.
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  • The Nation’s Fiscal Health: Information on the Spending and Revenue Implications of Potential Debt Targets
    In U.S GAO News
    The COVID-19 pandemic has necessitated major federal spending to respond to the national public health emergency and resulting economic turmoil. This response and the severe economic contraction from the pandemic have led to increased federal debt. Once the COVID-19 pandemic abates and the economy has substantially recovered, Congress and the administration will need to address the federal government’s fiscal challenges. To help change the long-term fiscal path, in September 2020 GAO recommended that Congress consider establishing a long-term fiscal plan that includes fiscal rules and targets, such as a debt-to-gross domestic product (GDP) target. In this report, GAO analyzed the changes in spending and revenue needed to reach six potential debt-to-GDP targets at the end of a 30-year period (2020-2049). To reach any of the targets, policymakers will need to cut program spending, increase revenue, or, most likely, a combination of both (see table). Illustrative Examples of Changes Needed to Achieve Debt-to-GDP Targets Debt target, percent of GDP (end of 30 years) Spending and revenue: total change over 30 years Program spending alone: Immediate and permanent decrease needed in annual projected program spendinga Revenue alone: Immediate and permanent increase needed in annual projected revenue Percent Dollars, trillions Percent Percent 140 25.4 13.8 18.5 120 31.2 16.9 22.8 100 37 20 27 80 42.8 23.1 31.2 60 48.5 26.3 35.4 0 (paying off all debt) 65.9 35.7 48.1 Source: GAO simulation. | GAO-21-211. Note: The simulation used for this analysis generally reflect historical trends, such as the extension of tax provisions scheduled to expire. It does not account for potential macroeconomic effects of fiscal policy changes over time. aProgram spending consists of all spending except interest payments on debt held by the public. When considering the spending and revenue changes needed to achieve various debt-to-GDP targets, policymakers may also consider how changes in assumptions about key variables—such as discretionary spending, revenue, and GDP—affect these fiscal outcomes. For example, if GDP growth is greater than expected, policymakers may have to make smaller spending cuts or revenue increases to reach a selected debt-to-GDP target than those that would be needed based on GAO’s standard assumptions. GAO created an interactive web tool accompanying this report to allow users to enter different assumptions for each of these variables. This tool illustrates how these changes would affect the different debt-to-GDP targets over time, as well as the changes in spending and revenue needed to achieve various targets. This tool can be found at https://www.gao.gov/products/GAO-21-211. Even before the fiscal and economic effects resulting from COVID-19, an imbalance between federal revenue and spending that is built into current law and policy was contributing to the growing federal debt. The Congressional Budget Office projects that by 2023 federal debt held by the public will reach 107 percent of GDP, its highest point in U.S. history. This situation—in which federal debt grows faster than GDP—means that our nation is on an unsustainable fiscal path. GAO was asked to review issues related to fiscal rules and targets and the federal fiscal condition. In response to this request, in September 2020, GAO issued a report (GAO-20-561) on key considerations for the design, implementation, and enforcement of fiscal rules and targets. This report supplements that work and describes how changes in assumptions of future spending and revenue affect the federal government’s projected fiscal condition. GAO updated its long-term simulations of federal revenue and spending to (1) analyze six potential debt-to-GDP targets and (2) measure the fiscal gap—the policy change needed to reach a given debt-to-GDP fiscal target from the start to the end of 30-years. GAO also analyzed how changes in key variables affected the debt-to-GDP targets and the fiscal gap. For more information, contact Jeff Arkin at (202) 512-6806 or arkinj@gao.gov.
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    In U.S GAO News
    The Department of Defense (DOD) is closer to being able to use military code (M-code)—a stronger, more secure signal for the Global Positioning System (GPS) designed to meet military needs. However, due to the complexity of the technology, M-code remains years away from being widely fielded across DOD. M-code-capable receiver equipment includes different components, and the development and manufacture of each is key to the modernization effort. These include: special M-code application-specific integrated circuit chips, special M-code receiver cards, being developed under the Air Force Military GPS User Equipment (MGUE) programs, and the next generation of GPS receivers capable of using M-code signals from GPS satellites. DOD will need to integrate all of these components into different types of weapon systems (see figure for notional depiction of integration for one system). Integration across DOD will be a considerable effort involving hundreds of different weapon systems, including some with complex and unique integration needs or configurations. Global Positioning System User Equipment Integration The Air Force is almost finished—approximately one year behind schedule—developing and testing one M-code card for testing on the Marine Corps Joint Light Tactical Vehicle and the Army Stryker vehicle. However, one card intended for use in aircraft and ships is significantly delayed and missed key program deadlines. The Air Force is revising its schedule for testing this card. The M-code card development delays have had ripple effects on GPS receiver modernization efforts and the weapon systems that intend to use them. For example, an Air Force receiver modernization effort that depends on the new technology will likely breach its schedule and incur additional costs because of the delay. In turn, DOD planned to incorporate that receiver into its F/A-18 fighter aircraft, AV-8B strike aircraft, and the MH-53E helicopter, but it no longer plans to do so because of the delay. DOD has not yet determined the full extent of the development effort to widely integrate and field M-code receivers across the department. The amount of additional development and integration work is expected to vary for each weapon system and could range from a few weeks to several years. DOD is taking steps to enable fielding modernized receivers that use M-code cards by working to identify integration and production challenges. DOD has been developing the capability to use its more jam-resistant military-specific GPS signal for 2 decades. The Air Force launched the first GPS satellite capable of broadcasting the M-code signal in 2005, but is only now completing development of the software and other equipment needed to use it. The GPS modernization effort spans DOD and the military services, but an Air Force program office is developing M-code cards for eventual production and integration into weapon systems. The National Defense Authorization Act for Fiscal Year 2016 included a provision that the Air Force provide quarterly reports to GAO on next-generation GPS acquisition programs, and that GAO brief congressional defense committees. Since 2016, GAO has provided briefings and reported on various aspects of GPS. This report discusses DOD's progress and challenges (1) developing M-code receiver cards, and (2) developing receivers and taking other steps to make M-code-capable receivers available for fielding. GAO reviewed schedules and cost estimates for the Air Force's MGUE programs; military service and DOD M-code implementation data; and test and integration plans for aircraft, ships, and ground vehicles. GAO also reviewed strategies for continued access to microelectronics and interviewed officials from the MGUE programs, military services, and DOD, and representatives from microelectronics developers. For more information, contact Jon Ludwigson at (202) 512-4841 or ludwigsonj@gao.gov.
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