McALLEN, Texas – A 19-year-old man residing in San Juan has been indicted on charges of attempted coercion and enticement of a child, announced U.S. Attorney Jennifer B. Lowery.
Originally charged by criminal complaint, a federal grand jury returned the single-count indictment against Jorge Eduardo Naranjo today. He is expected to appear before a U.S. magistrate judge on the indictment in the near future.
According to the complaint, Naranjo began communicating via Kik with someone he thought had a nine-year-old child. Naranjo operated multiple accounts on the site with the username “Bored Dude,” distributed files of child pornography and requested to meet the individual’s “little,” according to the charges.
Naranjo allegedly exchanged multiple messages clarifying his intent to engage in criminal sexual activity with the child. Naranjo traveled to a McAllen hotel and planned to do so, according to the charges. Law enforcement took him immediately into custody upon his arrival.
At his detention hearing following the filing of the criminal complaint, Naranjo was found to be a danger to community and ordered him into custody pending future criminal proceedings.
The FBI conducted the investigation.
Assistant U.S. Attorney Devin V. Walker is prosecuting the case, which was brought as part of Project Safe Childhood (PSC), a nationwide initiative the Department of Justice (DOJ) launched in May 2006 to combat the growing epidemic of child sexual exploitation and abuse. U.S. Attorneys’ Offices and the Criminal Division’s Child Exploitation and Obscenity Section leads PSC, which marshals federal, state and local resources to locate, apprehend and prosecute individuals who sexually exploit children and identifies and rescues victims. For more information about PSC, please visit DOJ’s PSC page. For more information about internet safety education, please visit the resources link on that page.
An indictment is a formal accusation of criminal conduct, not evidence. A defendant is presumed innocent unless convicted through due process of law.
- Unmanned Aircraft Systems: DOD Needs to More Effectively Promote Interoperability and Improve Performance Assessments
August 31, 2021Unmanned aircraft systems (UAS) consist of an unmanned aircraft; sensor, communications, or weapons, carried on board the aircraft, collectively referred to as payloads; and ground controls. UAS have been used successfully in recent operations, and are in increasingly high demand by U.S. forces. To meet the demand, the Department of Defense (DOD) is increasing its investment in and reliance on UAS, and often deploying them while still in development. GAO has previously found that DOD’s approach to developing and fielding UAS risked interoperability problems which could undermine joint operations. GAO was asked to review (1) UAS performance in recent joint operations and (2) the soundness of DOD’s approach to evaluating joint UAS operational performance.DOD has achieved certain operational successes using UAS, including identifying time-critical targets in Iraq and Afghanistan, and striking enemy positions to defeat opposing forces. Some missions effectively supported joint operations, and in other cases, the missions were service-specific. DOD has encountered challenges which have hampered joint operations at times. First, some UAS cannot easily transmit and receive data with other communication systems because they are not interoperable. Although DOD guidance requires interoperability, detailed standards for interoperability have not been developed; DOD has relied on existing, more general standards; and the services developed differing systems. For now, U.S. forces have developed technical patches permitting transmission but slowing data flow, potentially hampering time-critical targeting. Second, some sensor payloads cannot be interchangeably used on different UAS because DOD has not adopted a payload commonality standard. Some UAS missions may have to be delayed if compatible unmanned aircraft and payloads are not available. Based on its experience with UAS in Persian Gulf operations, U.S. Central Command believes communications interoperability and payload commonality problems occur because the services’ UAS development programs have been service-specific and insufficiently attentive to joint needs. Lastly, the electromagnetic spectrum needed to control the flight of certain unmanned aircraft and to transmit data is constrained and no standard requiring the capability to change frequencies had been adopted because the problem was not foreseen. Thus, some systems cannot change to avoid congestion and consequently some missions have been delayed, potentially undermining time-critical targeting. In addition to the joint operational challenges, inclement weather can also hamper UAS operations. Unmanned aircraft are more likely to be grounded in inclement weather than manned aircraft and DOD had not decided whether to require all-weather capability. While DOD has acknowledged the need to improve UAS interoperability and address bandwidth and weather constraints, little progress has been made. Until DOD adopts and enforces interoperability and other standards, these challenges will likely remain and become more widespread as new UAS are developed and fielded. DOD’s approach to evaluating UAS joint operational performance has been unsound because it was not systematic or routine. DOD has deployed UAS before developing a joint operations performance measurement system, even though results-oriented performance measures can be used to monitor progress toward agency goals. DOD has generally relied on after-action and maintenance reports which have useful but not necessarily joint performance information. DOD has also relied on short-duration study teams for some performance information but had not established ongoing or routine reporting systems. Thus, while continuing to invest in UAS, DOD has incomplete performance information on joint operations on which to base acquisition or modification decisions. In May 2005, U.S. Strategic Command began developing joint performance measures.
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- Information Technology: Federal Agencies Need to Take Urgent Action to Manage Supply Chain Risks
December 15, 2020Few of the 23 civilian Chief Financial Officers Act agencies had implemented seven selected foundational practices for managing information and communications technology (ICT) supply chain risks. Supply chain risk management (SCRM) is the process of identifying, assessing, and mitigating the risks associated with the global and distributed nature of ICT product and service supply chains. Many of the manufacturing inputs for these ICT products and services originate from a variety of sources throughout the world. (See figure 1.) Figure 1: Examples of Locations of Manufacturers or Suppliers of Information and Communications Technology Products and Services None of the 23 agencies fully implemented all of the SCRM practices and 14 of the 23 agencies had not implemented any of the practices. The practice with the highest rate of implementation was implemented by only six agencies. Conversely, none of the other practices were implemented by more than three agencies. Moreover, one practice had not been implemented by any of the agencies. (See figure 2.) Figure 2: Extent to Which the 23 Civilian Chief Financial Officers Act Agencies Implemented Information and Communications Technology (ICT) Supply Chain Risk Management (SCRM) Practices As a result of these weaknesses, these agencies are at a greater risk that malicious actors could exploit vulnerabilities in the ICT supply chain causing disruption to mission operations, harm to individuals, or theft of intellectual property. For example, without establishing executive oversight of SCRM activities, agencies are limited in their ability to make risk decisions across the organization about how to most effectively secure their ICT product and service supply chains. Moreover, agencies lack the ability to understand and manage risk and reduce the likelihood that adverse events will occur without reasonable visibility and traceability into supply chains. Officials from the 23 agencies cited various factors that limited their implementation of the foundational practices for managing supply chain risks. The most commonly cited factor was the lack of federal SCRM guidance. For example, several agencies reported that they were waiting for federal guidance to be issued from the Federal Acquisition Security Council—a cross-agency group responsible for providing direction and guidance to executive agencies to reduce their supply chain risks—before implementing one or more of the foundational practices. According to Office of Management and Budget (OMB) officials, the council expects to complete this effort by December 2020. While the additional direction and guidance from the council could further assist agencies with the implementation of these practices, federal agencies currently have guidance to assist with managing their ICT supply chain risks. Specifically, the National Institute of Standards and Technology (NIST) issued ICT SCRM-specific guidance in 2015 and OMB has required agencies to implement ICT SCRM since 2016. Until agencies implement all of the foundational ICT SCRM practices, they will be limited in their ability to address supply chain risks across their organizations effectively. Federal agencies rely extensively on ICT products and services (e.g., computing systems, software, and networks) to carry out their operations. However, agencies face numerous ICT supply chain risks, including threats posed by counterfeiters who may exploit vulnerabilities in the supply chain and, thus, compromise the confidentiality, integrity, or availability of an organization’s systems and the information they contain. For example, in September 2019, the Department of Homeland Security’s Cybersecurity and Infrastructure Security Agency reported that federal agencies faced approximately 180 different ICT supply chain-related threats. To address threats such as these, agencies must make risk-based ICT supply chain decisions about how to secure their systems. GAO was asked to conduct a review of federal agencies’ ICT SCRM practices. The specific objective was to determine the extent to which federal agencies have implemented foundational ICT SCRM practices. To do so, GAO identified seven practices from NIST guidance that are foundational for an organization-wide approach to ICT SCRM and compared them to policies, procedures, and other documentation from the 23 civilian Chief Financial Officers Act agencies. This is a public version of a sensitive report that GAO issued in October 2020. Information that agencies deemed sensitive was omitted and GAO substituted numeric identifiers that were randomly assigned for the names of the agencies due to sensitivity concerns. The foundational practices comprising ICT SCRM are: establishing executive oversight of ICT activities, including designating responsibility for leading agency-wide SCRM activities; developing an agency-wide ICT SCRM strategy for providing the organizational context in which risk-based decisions will be made; establishing an approach to identify and document agency ICT supply chain(s); establishing a process to conduct agency-wide assessments of ICT supply chain risks that identify, aggregate, and prioritize ICT supply chain risks that are present across the organization; establishing a process to conduct a SCRM review of a potential supplier that may include reviews of the processes used by suppliers to design, develop, test, implement, verify, deliver, and support ICT products and services; developing organizational ICT SCRM requirements for suppliers to ensure that suppliers are adequately addressing risks associated with ICT products and services; and developing organizational procedures to detect counterfeit and compromised ICT products prior to their deployment. GAO also interviewed relevant agency officials. In the sensitive report, GAO made a total of 145 recommendations to the 23 agencies to fully implement foundational practices in their organization-wide approaches to ICT SCRM. Of the 23 agencies, 17 agreed with all of the recommendations made to them; two agencies agreed with most, but not all of the recommendations; one agency disagreed with all of the recommendations; two agencies neither agreed nor disagreed with the recommendations, but stated they would address them; and one agency had no comments. GAO continues to believe that all of the recommendations are warranted, as discussed in the sensitive report. For more information, contact Carol C. Harris at (202) 512-4456 or harrisCC@gao.gov.
- Indian Energy Service Center: Support Activities Have Been Provided, but Goals and Performance Measures Should Be Defined
March 10, 2022What GAO Found Since the Department of the Interior established the Indian Energy Service Center in fiscal year 2015, the Service Center has undertaken efforts to improve federal management of Indian energy resources through three major activities: Processing support. The Service Center provided staff assistance and funding to support some Interior offices involved in the management of Indian energy resources. For example, Service Center staff conducted engineering reviews for oil and gas drilling permits and processed backlogged revenue-sharing agreements that had delayed distribution of oil and gas royalties to tribes and individual Indian mineral owners. Collaboration. The Service Center helped establish federal partner groups to improve coordination among federal agencies involved in Indian energy development. These groups were established in six areas of the country where Indian energy development is located. Guidance and training. The Service Center developed and delivered training on the roles and responsibilities of Interior agencies involved in energy development to encourage consistency among agencies and field offices (see figure). The Indian Energy Service Center Provides Training on Oil and Gas Operating Procedures The Service Center has a comprehensive mission statement to guide its activities at a high level, but GAO found that the Service Center does not have shorter-term performance goals with related performance measures. GAO’s prior work highlights how goals and measures are important performance management practices because they help to focus activities and resources on achieving mission results. According to Service Center officials, they primarily track the Service Center’s progress through project completion reports and an annual accomplishments list, which includes outputs such as the number of tasks the Service Center completed for field offices. However, without performance goals and measures, it is not possible to tell whether the number of tasks completed exceeds or falls short of desired results. Establishing performance goals and measures should help the Service Center better assess how effectively it is performing and whether its actions have improved processes or outcomes for Indian energy development. Why GAO Did This Study Indian tribes and their members hold considerable energy resources and may use these resources to provide economic benefits and improve the well-being of their communities. To develop energy resources, tribes and their members work with multiple federal agencies involved in regulating development of Indian energy resources and distributing royalty payments. GAO and others have previously found that developing Indian energy resources has been hindered by Interior’s Bureau of Indian Affairs’ inefficient management. In fiscal year 2015, Interior established the Indian Energy Service Center to improve its management of energy development in Indian country and increase collaboration between federal agencies. This report examines (1) the Service Center’s activities since 2015 toward improving management of Indian energy resources, and (2) the extent to which the Service Center has followed performance management practices. GAO examined agency documentation and interviewed officials.
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