U.S. GOVERNMENT PUBLISHING OFFICE

32–491 PDF WASHINGTON : 2019

S. Hrg. 115–575 

PENDING NOMINATIONS 

HEARING 

BEFORE THE

COMMITTEE ON 

HOMELAND SECURITY AND 

GOVERNMENTAL AFFAIRS 

UNITED STATES SENATE 

ONE HUNDRED FIFTEENTH CONGRESS 

SECOND SESSION 

NOMINATION OF WILLIAM N. BRYAN TO BE UNDER SECRETARY FOR 

SCIENCE AND TECHNOLOGY, U.S. DEPARTMENT OF HOMELAND 

SECURITY AND PETER T. GAYNOR TO BE DEPUTY ADMINISTRATOR, 

FEDERAL EMERGENCY MANAGEMENT AGENCY, U.S. DEPARTMENT OF 

HOMELAND SECURITY 

AUGUST 22, 2018 

Available via the World Wide Web: http://www.Govinfo.gov/ 

Printed for the use of the 

Committee on Homeland Security and Governmental Affairs 

( 
(II) 

COMMITTEE ON HOMELAND SECURITY AND GOVERNMENTAL AFFAIRS 

RON JOHNSON, Wisconsin, Chairman 

JOHN MCCAIN, Arizona 

ROB PORTMAN, Ohio 

RAND PAUL, Kentucky 

JAMES LANKFORD, Oklahoma 

MICHAEL B. ENZI, Wyoming 

JOHN HOEVEN, North Dakota 

STEVE DAINES, Montana 

CLAIRE MCCASKILL, Missouri 

THOMAS R. CARPER, Delaware 

HEIDI HEITKAMP, North Dakota 

GARY C. PETERS, Michigan 

MAGGIE HASSAN, New Hampshire 

KAMALA D. HARRIS, California 

DOUG JONES, Alabama 

CHRISTOPHER R. HIXON, Staff Director 

GABRIELLE D’ADAMO SINGER, Chief Counsel 

MARGARET E. DAUM, Minority Staff Director 

MICHAEL J. BROOME, Minority Counsel 

LAURA W. KILBRIDE, Chief Clerk 
(III) 

C O N T E N T S 

Opening statements: Page 

Senator Johnson ............................................................................................... 1 

Senator McCaskill ............................................................................................ 3 

Senator Peters .................................................................................................. 10 

Senator Hassan ................................................................................................. 12 

Senator Lankford .............................................................................................. 14 

Senator Jones .................................................................................................... 17 

Senator Carper ................................................................................................. 19 

Senator Daines ................................................................................................. 22 

Prepared statements: 

Senator Johnson ............................................................................................... 31 

Senator McCaskill ............................................................................................ 32 

Senator Reed ..................................................................................................... 37 

WITNESSES 

WEDNESDAY, AUGUST 22, 2018 

Hon. Jack Reed, a U.S. Senator from the State of Rhode Island ........................ 1 

William N. Bryan to be Under Secretary for Science and Technolgoy, U.S. 

Department of Homeland Security 

Testimony .......................................................................................................... 6 

Prepared statement .......................................................................................... 39 

Biographical and financial information .......................................................... 42 

Letter from the Office of Government Ethics ................................................. 59 

Responses to pre-hearing questions ................................................................ 62 

Responses to post-hearing questions .............................................................. 88 

Peter T. Gaynor to be Deputy Administrator, Federal Emergency Management Agency, U.S. Department of Homeland Security 

Testimony .......................................................................................................... 8 

Prepared statement .......................................................................................... 99 

Biographical and financial information .......................................................... 102 

Letter from the Office of Government Ethics ................................................. 122 

Responses to pre-hearing questions ................................................................ 125 

Responses to post-hearing questions .............................................................. 155 

Letters of support ............................................................................................. 160 

Letter referenced by Senator Reed ......................................................................... 174 

(1) 

1The prepared statement of Senator Johnson appears in the Appendix on page 31. 

2The prepared statement of Senator Reed appears in the Appendix on page 37. 

NOMINATION HEARING 

WEDNESDAY, AUGUST 22, 2018 

U.S. SENATE, COMMITTEE ON HOMELAND SECURITY

AND GOVERNMENTAL AFFAIRS, Washington, DC. 

The Committee met, pursuant to notice, at 10 a.m., in room 342, 

Dirksen Senate Office Building, Hon. Ron Johnson presiding. 

Present: Senators Johnson, Lankford, Daines, McCaskill, Carper, 

Heitkamp, Peters, Hassan, Harris, and Jones. 

OPENING STATEMENT OF CHAIRMAN JOHNSON1

Chairman JOHNSON. Good morning. This hearing will come to 

order. We are pleased to welcome two distinguished nominees, one 

for Under Secretary for Science and Technology (S&T) of the U.S. 

Department of Homeland Security (DHS), and the other to be Deputy Administrator for the Federal Emergency Management Agency 

(FEMA), U.S. Department of Homeland Security, and that nominee, Mr. Peter Gaynor, is from the great State of Rhode Island, and 

we have the distinguished Senator from Rhode Island who is going 

to introduce Mr. Gaynor. So without further ado and out of respect 

for the Senator’s schedule, Senator Reed, the floor is yours. 

STATEMENT OF THE HONORABLE JACK REED,2 A UNITED 

STATES SENATOR FROM THE STATE OF RHODE ISLAND 

Senator REED. All right. Thank you, Chairman Johnson, Ranking 

Member McCaskill, and Senator Peters. Thank you for this opportunity to introduce Peter Gaynor, whom the President has nominated to serve as Deputy Administrator of the Federal Emergency 

Management Agency. 

Before I begin, let me acknowledge Director Gaynor’s family. His 

daughter, Grace, and his brother, Paul, are here today, and his 

wife, Sue, who could not attend but is very much here in spirit. I 

want to thank them for their support and sacrifice. 

Mr. Chairman, as the Committee examines Director Gaynor and 

his record I hope you find, as I have, that he is a dedicated and 

capable leader of high integrity. In more than two decades as a 

member of the United States Marine Corps (USMC), he rose from 

the rank of Private to Lieutenant Colonel, serving at Headquarters 

Marine Corps on September 11, 2001 (9/11) and later in Iraq in 

2006. After witnessing the attack on the Pentagon on 9/11, Director 

Gaynor and his team worked to reestablish the Naval Operations 
2 

1The letter referenced by Senator Reed appears in the Appendix on page 174. 

Command which had been destroyed in the attack, allowing the 

Chief of Naval Operations to seamlessly direct the Navy’s service 

missions and their response to the attack on 9/11. 

In 2006, Director Gaynor was deployed in support of Operation 

Iraqi Freedom, with the First Marine Expeditionary Force, and assisted with the coordination of combat operations in Al-Anbar Province. 

After retiring from the Marine Corps, Director Gaynor was 

tapped to lead the city of Providence Emergency Management 

Agency (EMA). In this role, he modernized the city’s emergency operation center, coordinated its response and recovery efforts, including those three federally declared disasters. He also led Providence through the Emergency Management Accreditation Program 

(E–MAP) in 2010, making it the first city to learn this accreditation. 

Because of his recognized leadership within city government, he 

was twice temporarily assigned to the Providence Public School Department to help direct and guide operations of the school system, 

which includes 24,000 students, 2,200 employees, and 40 facilities. 

In 2015, Director Gaynor was appointed by Governor Gina 

Raimondo to serve as the cabinet-level director of the Rhode Island 

Emergency Management Agency (RIEMA). In this role, he has been 

responsible for developing and coordinating the response in natural, man-made, and technological disasters. He has also worked to 

manage the recovery from several previous federally declared disasters, and as the leader for emergency management in the Ocean 

State, he has worked to help communities become more prepared 

and resilient, which is part of the reason that the Rhode Island 

League of Cities and Towns has enthusiastically endorsed his nomination, and I would ask that a letter1 to the effect be included in 

the record. 

Chairman JOHNSON. Without objection. 

Senator REED. As he did in Providence, Director Gaynor also 

worked to completely modernize the Rhode Island EMA. With a 

new organizational framework, he assembled a trained team with 

skills to meet emergencies and challenges, and Director Gaynor’s 

success in reorganizing the agency was recognized with an accreditation under E–MAP in 2017. 

In sum, Director Gaynor has earned the respect and admiration 

of the people who worked alongside him. That reputation is why it 

is difficult for us in Rhode Island to see him leave, but it also why 

we know that he will do an excellent job at FEMA. With the countless challenges FEMA faces, particularly now during the height of 

hurricane season, we need Director Gaynor on the job. 

So, Mr. Chairman, I will not delay the proceeding any further. 

Thank you very much for your kindness. 

Chairman JOHNSON. Well, thank you, Senator Reed. That was a 

great introduction, so again, we appreciate you coming here and 

making that. 

Our hearing today is on two nominations. I want to thank the 

nominees, first of all, for your prior service to this Nation and your 

willingness to serve again in these capacities. These are incredibly 
3 

1The prepared statement of Senator McCaskill appears in the Appendix on page 32. 

important jobs, from my standpoint. I also want to thank your families. Working for the Federal Government in this capacity, you will 

definitely be taking some time away from your families. So I hope 

in your opening remarks you can introduce those family members 

that are also making that exact same sacrifice. 

The two positions we are holding this nomination hearing for, 

first the Deputy Administrator of FEMA is responsible for assisting 

the Administration in leading the agencies, which includes advising 

the President and Secretary of Homeland Security in directing the 

government’s response to major disasters and terrorist attacks. We 

have Hurricane Lane bearing down on Hawaii today, as we speak, 

so I think this is a pretty timely hearing. We had a freak rainfall 

in Madison, Wisconsin. It dumped, by one report, 15 inches. Tragically, a 70-year-old gentleman, a Wisconsite, died in that. So these 

types of emergencies can occur anywhere in this Nation, almost at 

any point in time. 

The Deputy Administrator also supports the Administrator in 

overseeing FEMA’s various assistance programs, including the National Flood Insurance Program, Homeland Security grants and 

disaster assistance. In all, FEMA’s Deputy Administrator helps 

oversee approximately 9,700 employees as well as reservists activated to respond to a disaster. FEMA makes up 22 percent of the 

DHS’s overall budget. 

Our second position is the Under Secretary for Science and Technology. That position is responsible for advising the Secretary regarding research and development and leading the Science and 

Technology Directorate. The Science and Technology Directorate researches and develops tools and products to enhance the work of 

the Department’s components. The Under Secretary oversees about 

485 employees. 

So again, I am looking forward to your testimony. I certainly appreciate your willingness to serve. And with that I will turn it over 

to our Ranking Member, Senator McCaskill. 

OPENING STATEMENT OF SENATOR MCCASKILL1

Senator MCCASKILL. Thank you, Mr. Chairman. I think these are 

both very important positions within DHS. Mr. Bryan is nominated 

to head S&T Directorate. It was established to administer the research and development (R&D) activities at DHS and to ensure the 

men and women defending the homeland have access to the best 

available technology. 

You come to the Committee having already spent more than a 

year working at S&T in an acting capacity, where you have been 

working closely with Democratic and Republican staff of this Committee on the DHS authorization and on finding solutions to problems which the Directorate has struggled with since its establishment. Before joining DHS, you already had a long and distinguished career in the United States Army and the Department of 

Energy (DOE), and we appreciate your willingness to reenter public service. 

I look forward to hearing from you today about how you plan to 

reshape S&T to make it a more effective advocate for research and 
4 

development. S&T can be a powerful force ensuring that technology 

acquisitions at DHS are not wasteful and enhance our security, 

and I hope that you will make S&T a partner in improving the 

technology and acquisition process at DHS. 

As you know, there has been some money wasted. We have sometimes lurched from one technology decision to another, leaving in 

its wake hundreds and millions of dollars of taxpayer money wasted. 

I am also very interested to hear from you about the Administration’s plans to move the National Bio and Agro-Defense Facility 

(NBAF) from DHS to the Department of Agriculture (USDA). 

Chairman Johnson and I, along with a bipartisan group of Senators, have requested a Government Accountability Office (GAO) 

review of this transfer, and I will be looking for a clear explanation 

of how S&T expects to handle the move and whether the plans for 

construction of a new facility are staying on target and are adequately funded. 

Mr. Gaynor, I am glad to see you. I got a card from one of my 

oldest and smartest friends, Carol Grant, that evidently knows you 

personally. That is a pretty darn high recommendation in my book, 

so I was pleased to hear that she knows you and has a great deal 

of confidence in you. 

I know you come with over 30 years of experience as a public 

servant, first in the Marine Corps and then with city of Providence. 

Your recommendation by Senator Reed is almost as important as 

Carol Grant’s. From all accounts, you are a leader in the emergency management field and a no-nonsense manager. 

You have a big job ahead of you, and I need to know you are up 

to the task. There are a number of management challenges you will 

face, if confirmed, none more important than ensuring that the 

FEMA employees have a workplace free from harassment, discrimination, and unfair hiring practices. That appears to have not been 

the case in the recent past, at least in FEMA’s human resources 

(HR) division. According to results of an internal investigation, 

which was recently shared with me and the Chairman of the Committee, the former head of HR at FEMA was engaged in improper 

sexual relationships with subordinates, promised promotions in exchange for continuing those relationships, and improperly hired or 

assisted in the hiring of personal friends who were unqualified for 

the positions they received. 

According to FEMA and the Department of Homeland Security 

Office of Inspector General (OIG), there had been nearly two dozen 

complaints about the former HR director dating back to 2013. However, when the complaints were referred to FEMA by the Inspector 

General’s (IGs) office, it is unclear what, if anything, FEMA did 

about them. This is the exact same thing that the GAO took FEMA 

to task for in a report issued last year. GAO found that, among 

other things, FEMA was not investigating and did not have a good 

system for tracking misconduct referrals. I know, Mr. Gaynor, you 

did not make this mess, but confirmed, you are responsible for 

cleaning it up. I would like to hear from you about how you intend 

on doing that. 

Another topic on FEMA personnel, one of the major findings of 

the 2017 After-Action Report was that FEMA experienced severe 
5 

staffing shortages when responding to back-to-back hurricanes, 

coupled with historic wildfires and other outstanding disaster recoveries in States like Missouri. At one point last year, more than 

70 percent of FEMA’s workforce was deployed to disaster-affected 

areas. The agency had to pull staff from other components and 

from non-DHS departments. These were folks who were not typically trained in disaster response and recovery. While FEMA has 

made strides in hiring over the past year, the agency is still 5,000 

employees short of its targeted staffing goals, and many of the employees on board at FEMA today do not meet the qualification 

standards the agency has set for itself. 

I worry if whether FEMA is ready to respond if, God forbid, we 

have another disaster year like 2017. I want to hear about your 

plans for hiring, retaining, and training qualified employees. 

And finally I would like to touch on the issue that was hardly 

mentioned in FEMA’s After-Action Report, which was surprising to 

me, and that is disaster contracting. I realize that FEMA is not 

built to handle everything in-house. In some cases, contractors are 

needed. But the very least we can do going forward is to make sure 

that communities have the contracts and commodities pre-positioned if they need those kinds of contract work when disaster 

strikes. The worst time to be soliciting bids for goods and services 

is in the aftermath of one of these disasters. As we have seen time 

and time again, in the response to Hurricanes Harvey, Irma, and 

Maria, this can lead to cost overruns, contract cancellations, unnecessary delays, and outright fraud, which ultimately impact disaster 

survivors and the American taxpayer. I hope if you are confirmed 

you will take a close look at what FEMA can do to improve preevent contracting at the Federal, State, and local levels. 

Thank you both for being here today and thank you for your willingness to serve the public. 

Chairman JOHNSON. Thank you, Senator McCaskill. It is the tradition of this Committee to swear in witnesses, so if you will both 

stand and raise your right hand. 

Do you swear the testimony you will give before this Committee 

today will be the truth, the whole truth, and nothing but the truth, 

so help you, God? 

Mr. BRYAN. I do. 

Mr. GAYNOR. I do. 

Chairman JOHNSON. Please be seated. 

Our first nominee will be William Bryan. Mr. Bryan is currently 

serving as the Senior Official Performing the Duties of the Under 

Secretary for Science and Technology (SOPDUSST). Prior to joining 

DHS, Mr. Bryan was the President of ValueBridge International’s 

Energy Group. He previously served in several senior leadership 

positions within the Departments of Energy and Defense (DOD), 

including serving as the Director for Critical Infrastructure Protection within the Department of Defense’s Office of the Under Secretary for Defense Policy. 

Mr. Bryan honorably served for 17 years in the U.S. Army and 

3 years in the Virginia National Guard. Mr. Bryan. 
6 

1The prepared statement of Mr. Bryan appears in the Appendix on page 39. 

TESTIMONY OF WILLIAM N. BRYAN,1 TO BE UNDER SECRETARY FOR SCIENCE AND TECHNOLOGY, U.S. DEPARTMENT OF HOMELAND SECURITY 

Mr. BRYAN. Chairman Johnson, Ranking Member McCaskill, and 

distinguished Members of the Committee, I appreciate the opportunity to be here today as you consider my nomination by the 

President to be the Under Secretary for Science and Technology 

within the Department of Homeland Security. 

I would like to begin by thanking both the President and the Secretary for their trust and confidence in me to be nominated for this 

position. 

I would also like to thank my family, friends, and colleagues who 

are here today to offer their strength and support. I first want to 

express my deepest admiration and appreciation for my bride of 39 

years, Darlene. Together, we have laid a foundation built on faith 

in Christ, love of family, and trust—a foundation that has supported me throughout my career. We have been blessed with four 

children and eight grandchildren. Most of them are with me today. 

I will try to introduce them. I may not get the order right, because 

I cannot see all the way behind me. But you have Jadon, Evan, 

Liam, and my daughter, Lindsay, and then in the second or third 

row back there you have Matthew, Titus, Benjamin, and Lydia, as 

well as Kohana. Those are all my grandchildren. My daughter, 

Lauren, is also back there with my son-in-law, Jeff, my daughterin-law, Hannah, and assorted other members of close friends and 

colleagues of mine. I have two sons who could not be here today, 

for work reasons. 

Throughout their lives, they have supported me as I have embarked on many opportunities to serve our country, including living 

in foreign lands and relocating the family multiple times. And 

today, they are standing by me for my greatest honor to date, being 

nominated by the President to serve DHS. They are my joy and I 

love them very much and thank them for their love and commitment along life’s journey. We are a team and I would not be here 

today if it was not for them. 

My career over the past 40 years has prepared me for this moment, beginning at the age of 19 in a suburban Detroit steel factory 

supervising 60 individuals and culminating with my current position as the Senior Official Performing the Duties of the Under Secretary for Science and Technology. I have been fortunate to work 

in the private sector as well as having had the honor of serving the 

Nation, including 17 years in the active military, serving in the 

Army, and 3 years in the Virginia National Guard. 

My comprehensive experience as a leader, manager, technician, 

and program architect has spanned the areas of infrastructure security, energy restoration, homeland defense, critical infrastructure 

protection, and risk management. At the core of achieving these 

national security objectives was my ability to effectively communicate, collaborate, coordinate, and build consensus within my organization and in partnership with local, State, and tribal governments, external agencies, and the defense and utility industries. 
7 

My role, should I be confirmed, is to serve as the science advisor 

to the Secretary and ensure that S&T delivers results by applying 

timely scientific, engineering, and innovation solutions through research, design, test and evaluation, and acquisition support. To accomplish this, I will assure we have revitalized structures, processes, and procedures in place to enable S&T to provide impactful 

solutions to whatever the threats facing our customers. We must 

provide a deliberate approach to program execution that ensures a 

timely delivery and a solid return on investment of our Nation’s 

taxpayers. 

Technology innovation cycles are rapidly changing and the nature of the threats we see is dynamic. This combination presents 

a significant challenge to traditional R&D. I believe my operational 

background and experience working with our national labs provide 

me the foundation needed to operationalize S&T’s R&D activities, 

to better support the missions of the Department and the Nation’s 

first responders. 

As a leader, I am committed to servant-leadership and honoring 

the value of the talented men and women of S&T. Should I be confirmed, I will effectively communicate a vision for the organization 

and seek the resources and tools necessary to achieve that vision. 

It is my duty to describe what success looks like and allow them 

the flexibility to achieve it. I will empower my leadership team to 

make decisions while emphasizing the importance of ensuring that 

those decisions are well informed. 

S&T’s customers put their lives on the line every day to keep our 

Nation safe. If confirmed, it will be my mission to ensure an efficient and effective organization is in place to address their R&D 

needs for today and into the future, and it would be my honor to 

serve with them. 

Finally, I would like to thank the Chairman, Ranking Member, 

and the Senators on this Committee for your recent legislative actions on behalf of the Department, and specifically S&T, regarding 

S. 2836, the Preventing Emerging Threats Act, which would enable 

us to actively research, develop, and verify that any unmanned aircraft system (UAS) used by our law enforcement officers to counter 

other nefarious unmanned aircraft is effective, efficient, and safe. 

Chairman Johnson, Ranking Member McCaskill, and distinguished Members of the Committee, thank you again for your consideration. I look forward to answering your questions. 

Chairman JOHNSON. Thank you, Mr. Bryan. 

Our next nominee is Peter Gaynor. Mr. Gaynor is currently serving as the Director of the Rhode Island Emergency Management 

Agency. Mr. Gaynor previously served as the Director of the Providence Emergency Management Agency and Office of Homeland Security, where he was responsible for coordinating the disaster response and recovery efforts. Mr. Gaynor honorably served for nearly 30 years in the United States Marine Corps, retiring with the 

rank of lieutenant colonel. Mr. Gaynor. 
8 

1The prepared statement of Mr. Gaynor appears in the Appendix on page 99. 

TESTIMONY OF PETER T. GAYNOR,1 TO BE DEPUTY ADMINISTRATOR, FEDERAL EMERGENCY MANAGEMENT AGENCY, 

U.S. DEPARTMENT OF HOMELAND SECURITY 

Mr. GAYNOR. Good morning Chairman Johnson, Ranking Member McCaskill, and distinguished Members of the Committee. My 

name is Pete Gaynor, and it is a privilege to appear before you 

today as the President’s nominee to the position of Deputy Administrator for FEMA. I am honored to have been nominated by President Trump for this very important emergency management leadership role. If confirmed, I look forward to working with Secretary 

Kirstjen Nielsen, Administrator Brock Long, and the entire team at 

the Department of Homeland Security on building a more resilient 

and prepared nation. 

I would like to recognize a few members of my family that are 

here today, my daughter, Grace, and my brother, Paul. Unfortunately, my wife is working and could not be here. And other members that are supporting me today, thank you for being here today 

with me. 

I would also like to acknowledge the efforts of the men and 

women of FEMA and the thousands of civilian employees and military service members, from more than 30 agencies and departments across the Federal Government who were deployed this past 

year, for the singular purpose of helping others. If confirmed, it 

would be my sincere privilege to face the challenges of emergency 

response alongside these dedicated public safety professionals. 

I spent 26 years serving my country in the Marine Corps, first 

as an enlisted Marine then as a Commissioned Officer. I may be 

biased, but I would like to believe I have attended the finest, most 

demanding leadership academy in the world. From Private to Lieutenant Colonel, I have followed and led some of the most exceptional men and women this country has produced, in some of the 

most inhospitable and dangerous corners of the globe. I have 

learned how to thrive in chaos, use intellect to overcome daunting 

obstacles, to never ever quit, and most importantly, that your personal integrity is everything. 

I know from first-hand experience the significance of the Homeland Security mission and emergency response. In 2006, I deployed 

in support of Iraqi Freedom with the 1st Marine Expeditionary 

Force (Forward) and assisted with the coordination of combat operations for multinational and Marine forces, including mass casualty 

evacuations and recovery of downed and missing aircraft and personnel. 

Prior to my tour in Iraq, I served as the head of Current Operations at Headquarters Marine Corps. I had been on the job for approximately 30 days when I witnessed, again, first-hand, the attack 

on the Pentagon and our country on September 11, 2001. As a result of that attack, the Navy Operations Center (NOC) of our sister 

service was destroyed. My team and I quickly reconfigured our Crisis Response Center to accommodate and reestablish the NOC with 

new equipment, personnel, and operational support, ensuring the 

Chief of Naval Operations could seamlessly maintain operations 

across the globe. 
9 

Following the attack, I managed around-the-clock operations supporting the Marine Corps around the world. This included Continuity of Operations and the Joint Emergency Evacuation Plans 

for Headquarters Marine Corps in support of the Global War on 

Terror. Prior to September 11, 2001, I served as the Executive Officer responsible for the security of the President at Camp David. 

After retiring from the Marine Corps in 2007, I transitioned to 

my current profession of emergency management, taking with me 

those valuable leadership skills, training, and experiences which 

proved to be indispensable in leading local-and State-level emergency operations and planning, again, first for the City of Providence and second, the State of Rhode Island. 

At the city level, I was responsible for coordinating response and 

recovery efforts, both large and small. During my tenure, I led 

Providence’s emergency management accreditation effort, which resulted in the city becoming the first municipality in the Nation to 

receive that distinction. At the mayor’s behest, I also served the 

Providence Public School District as the Acting Chief of Staff and 

later as the Acting Chief Operating Officer, in support of the superintendent and the 24,000 students and over 3,200 employees 

spread across 40 facilities. 

In 2015, I was appointed by Governor Gina M. Raimondo and 

had the high honor to serve as the Cabinet-level Director of the 

Rhode Island Emergency Management Agency. I am the senior policy advisor to the Governor on emergency management matters 

and the principal liaison between all local emergency management 

offices and FEMA. 

During my tenure, the agency responded to numerous disasters, 

including one Presidentially declared disaster and seven preexisting Federal disasters. I also spearheaded the effort to completely transform the State’s antiquated cold war-era civil defense 

job descriptions into a modern model to hire the best and brightest 

to meet today’s threats and hazards. And again, for a second time, 

I led the State to accreditation this past year. 

My experience in the Marine Corps and leading emergency management programs is directly relevant to the position of FEMA 

Deputy Administrator. Today we face a multitude of challenges 

that must be successfully navigated to ensure FEMA can deliver 

those critical services to the Nation when it counts the most. 

In conclusion, I believe we have seen, from recent experiences, 

that we cannot work alone in our efforts to diminish the impact of 

disasters. Without prepared residents no neighborhood can be truly 

prepared, without strong neighborhoods no municipality can be 

prepared, and there can be no strong State response, and without 

prepared States there cannot be a truly robust, effective Federal response and recovery effort. 

If confirmed, it would be my honor to serve in what I consider 

to be the most challenging job in government, helping communities 

reduce the risks associated with future disasters while assisting 

disaster survivors across the country. I will work relentlessly and 

with purpose to ready the Nation for catastrophic disasters, build 

a culture of preparedness, and reduce the complexity of FEMA. I 

can think of no higher honor than serving the American people. 
10 

Thank you for your consideration of my nomination and I look 

forward to answering any questions you may have. 

Chairman JOHNSON. Thank you, Mr. Gaynor. I think you can 

just tell how important this Committee believes these positions are, 

based on the attendance. 

We do ask three questions of every nominee. I will ask them and 

I will ask for a response from each one of you. 

Is there anything you are aware of in your background that 

might present a conflict of interest with the duties of the office to 

which you have been nominated. Mr. Bryan. 

Mr. BRYAN. No, Chairman. 

Chairman JOHNSON. Mr. Gaynor. 

Mr. GAYNOR. No, Chairman. 

Chairman JOHNSON. Do you know of anything, personal or otherwise, that would in any way prevent you from fully and honorably 

discharging the responsibilities of the office to which you have been 

nominated? Mr. Bryan. 

Mr. BRYAN. No, Chairman. 

Mr. GAYNOR. No, Mr. Chairman. 

Chairman JOHNSON. Do you agree, without reservation, to comply with any request or summons to appear and testify before any 

duly constituted committee of Congress if you are confirmed? Mr. 

Bryan. 

Mr. BRYAN. Yes, Mr. Chairman. 

Mr. GAYNOR. Yes, Mr. Chairman. 

Chairman JOHNSON. Thank you. Again, I want to be respectful 

of my colleagues’ time here so I will defer my questions until the 

end, and I will go to Senator McCaskill. 

Senator MCCASKILL. I will go ahead and allow my colleagues to 

question also, since I intend to stay. 

Chairman JOHNSON. That would then be Senator Peters. 

OPENING STATEMENT OF SENATOR PETERS 

Senator PETERS. Thank you, Mr. Chairman, and congratulations, 

Mr. Bryan and Mr. Gaynor, for your nominations, and, if confirmed, your willingness to serve in these very important positions. 

Let us start with you, Mr. Gaynor. I certainly appreciated our 

meeting a few weeks back, and I wanted to followup on some of the 

issues that we discussed during that meeting. When we had a 

chance to meet we spoke about the ongoing response to devastating 

flooding that occurred in the Upper Peninsula of Michigan, probably very similar, I think, to what happened in Wisconsin, Mr. 

Chairman. And since our meeting, the President did approve a 

major disaster declaration for public assistance and we are in the 

process now of appealing the denial for individual assistance, and 

would hope that we could work with you as we continue through 

that process, if you are confirmed. 

I stressed with you the unique challenges that we face in the 

Upper Peninsula, as we are trying to deal with this situation, primarily the construction season, which is very short there. Winter 

comes very quickly and is just around the corner, as we are enjoying August weather now. Things are going to change pretty quickly 

in the Upper Peninsula. And as a result of that, it is very frustrating when we have bureaucratic layers that stand in the way of 
11 

getting the resources necessary to deal with a crisis, particularly 

small communities that have very limited resources and have huge 

costs involved, and they need those dollars very quickly. 

So my question to you is are there changes that FEMA can make 

in the way that we manage disaster grants, or can the agency be 

more flexible in the way it responds, particularly to rural and economically disadvantaged communities as they attempt to recover? 

Mr. GAYNOR. Thank you, Senator. It was really a pleasure talking to you a couple of weeks ago on these matters. 

Having been a local emergency manager and a State emergency 

manager, one thing that I have learned is that the bandwidth is 

not the same at the local level, at the State level, at the Federal 

level, so you have to right-size the response. You have to make sure 

that what you are asking a local community to do is within their 

means to do it. You want to make it as simple as possible. I think 

the Administrator is on track with his goal to reduce the complexity of FEMA. As a State director and a local director I have 

been perplexed sometimes at how complicated some simple things 

can be. So I will be a great proponent of making the delivery of disaster grants and help to make sure that locals can get back to near 

normal. Again, from my State and local perspective, that is where 

it all counts, down at the local level, and I will commit to you to 

work hard to simplify that process. 

Senator PETERS. Well, very good. If confirmed, I will look forward 

to working very closely with you to do this. It has become quite apparent that there is much work to be done in that area, as you 

know. 

Mr. Bryan, the DHS authorization bill eliminated the Homeland 

Security Advanced Research Projects Agency (HSARPA) and replaced it with the Office of Chief Scientist (OCS). Conceivably, this 

office will be concerned with longer-term research and technologies. 

But I am curious how this fits with your model, that you have expressed, of being customer driven and having customer-driven 

projects. When we look at the technology like Clustered Regularly 

Interspaced Short Palindromic Repeats (CRISPR) and the potential 

for genetically modified threats for quicker development of vaccines 

and countermeasures, it is also difficult to conceive of the requirements for solutions when problems are not yet really fully defined, 

and that is certainly not unusual when you are dealing with 

emerging technologies and emerging technologies that are moving 

very rapidly. 

So my question is, will S&T be waiting for the new Countering 

Weapons of Mass Destruction (CWMD) office to come up with requirements for bio-surveillance and bio-security related to these 

technologies like CRISPR, or can S&T play an earlier role in the 

research and potentially inform CWMD on what problems they 

might see in the future, but are simply not contemplating yet because of rapid changes we are seeing in this area? 

Mr. BRYAN. Senator, thank you for those questions, and I will 

take each one as you laid them out. 

First, HSARPA. HSARPA, we have never really fully been funded or adequately resourced to really do ARPA kind of work. I do 

not think that is a surprise. I think we have been judged as an 

ARPA organization, but we really do not have that. We work for 
12 

a law enforcement agency. That is what DHS is. And the time it 

often takes in a traditional ARPA organization to get to the solution is often too much time that we have to be able to deal with, 

and we have to shorten that timeline up. 

I think the Office of the Chief Scientist is going to be a much better, more agile fit for us. As we focus on a lot of the more, and I 

will say, tactical issues and requirements within the Department 

will allow them to look over the horizon. What are the next advances in machine learning and artificial intelligence and other 

kinds of things to keep us informed? We cannot take our eye off 

the ball with future threats coming down the pike for us, and I believe in the reauthorization language. Getting away from HSARPA 

and going to an Office of the Chief Scientist is going to be much 

better for us. 

Regarding CRISPR, we are involved in CRISPR. CRISPR—merging genes, or Deoxyribonucleic acid (DNA), has traditionally been 

a challenge. CRISPR has helped to overcome that, as you well 

know, and there can be a good and a bad side to that. There can 

be a lot of advantages to the medical community, obviously, but 

any time we invent something or create something good for mankind there is always going to be that sector of people out there trying to use it against us. 

We are currently working at the NBAF right now to look at what 

some of those potential threats could be if this technology is used 

in the wrong way, and if confirmed, Senator, I would welcome you 

to come to the NBAF and have a classified briefing on some of the 

work that we are doing in this space. 

Regarding the stand-up of CWMD, they were stood up to help 

consolidate and coordinate the requirements for Chem/Bio. We 

serve them as we survey, though, the component, although traditionally not a component. They are a headquarter entity. We do 

look for them to provide us those requirements. It is still a growing 

organization. We are working with them very closely to help them 

structure what those requirements should be. The work that we 

have been doing in that space we are continuing to do, and as new 

requirements come in to replace them, then we will switch gears, 

based on the requirements coming out of CWMD. 

Senator PETERS. Great. Thank you, both of you gentlemen. 

Thank you. 

Chairman JOHNSON. Senator Hassan. 

OPENING STATEMENT OF SENATOR HASSAN 

Senator HASSAN. Thank you, Mr. Chair and Ranking Member, 

and thanks to the two nominees. Thank you for your willingness 

to serve and thank your families, too, because this is a family affair 

and we are very grateful to their support to the two of you in your 

already distinguished careers. 

Mr. Gaynor, I enjoyed our conversation now a few weeks ago as 

well, and I wanted to touch on FEMA’s new strategic plan. As you 

know, it was released by Administrator Long and says that emergency management is locally executed, State managed, and federally supported, and obviously that is all a concept that we support. 

However, we also have to be prepared for large-scale natural disasters that can wholly wipe out the local and State capacity to exe-
13 

cute and manage disaster response. Certainly at the State level we 

all know that there are times when single communities get hit particularly hard. At times a whole State can be hit particularly hard. 

When this happens it is up to the Federal Government to perform 

all three roles, and you had a conversation with Senator Peters just 

now about that. 

FEMA’s 2017 hurricane season after-action review detailed how 

FEMA was short-staffed during the responses to Hurricanes Maria 

and Irma. The after-action review also detailed how, in Puerto 

Rico, FEMA was required to step in and perform many of the roles 

that the State and local responders usually perform, yet the afteraction review does not make recommendations about how FEMA 

can strengthen its ability to perform these direct emergency response functions when major disasters wipe out the State and local 

response capabilities. 

So, Mr. Gaynor, how will you seek to prepare FEMA to be able 

to handle the next Puerto Rico-style emergency? What lessons have 

you learned for your time as a U.S. Marine and as Rhode Island’s 

emergency manager that will help you, and that you can apply to 

this task? 

Mr. GAYNOR. Thank you, Senator Hassan. It was a great pleasure to speak to you about a lot of things in common, I think, for 

States our size, in New England. And I will use my experience as 

a local and State director. Not all things are created equal, even 

among municipalities, even among States. Some of those are obvious. 

The Federal Government through preparedness grants has built 

a great capability across the country, encouraging local and States 

to have capacity, and that still has to go on. So again, from a local 

point of view we have a fire department and we have a police department and we have public works. We have a lot of capacity. As 

a State director, I am not necessarily a first responder so I am really relying on the capacity we have built at the local level to help 

me be successful. And it is the same at the Federal level. I mean, 

with States I am sure that the Administrator is relying on the capacity of States that we have invested in to make sure that they 

are ready to go. And again, State directors are prepared based on 

how prepared their local municipalities are. 

So there is always work to be done. We have to concentrate on 

it. We have to make sure that we right-size it. One size does not 

fit all, so you just cannot say it has to be like this across the country because it does not work. When it comes to the capacity of 

FEMA, I am not sure if FEMA was really built for a catastrophic 

season like we had in 2017. I am not sure that was the original 

design of it. 

Senator HASSAN. Right. And that is really what I am trying to 

get at here. We have an After-Action Report. We had an extraordinary season in 2017. And we had moments when some of us on 

the phone with the Director who said that Hurricane Maria has 

wiped out the local response capacity, and it did not seem to me 

that FEMA was prepared, at the level that every American citizen 

should expect it to be prepared at, to get in there and do the job 

when the natural disaster was so huge that the local-and even 

State-level response, or territory-level response could not do it. 
14 

And I have seen it in towns in New Hampshire. When a flood 

wipes out an entire town, you cannot turn around and say, ‘‘Get 

your fire trucks out.’’ The fire trucks are under water. 

So we are looking at more extreme weather. We are going to 

have more seasons like this. What is FEMA doing to ramp up that 

reserve capacity? Because at the end of the day this is about lives 

and property, and FEMA has to be the last resort, when everything 

else has been wiped out. 

Mr. GAYNOR. Having spoken to the Administrator on a couple of 

these matters I think one of his focuses is to increase the surge capacity force. I think it is really originally designed to use the bandwidth of DHS directly. I think after this last season we have all 

come to realize that it probably needs to be more. It needs to be 

all of government, I think, that needs to contribute to these efforts. 

And again I go back to my State role. I always say to my customers, my boss, the Governor even though this is an emergency, 

it is really not an emergency management-only task. This is a 

whole community task where every department has to participate. 

It is just not emergency management we coordinate. That is our 

role, to coordinate and integrate what goes on out in the community, to make sure we deliver those services. But it requires everyone to participate. 

So expanding the surge force to other departments I think is a 

good start. 

Senator HASSAN. And I appreciate that answer, but, what I am 

trying to get at here is sometimes even the best intended, best prepared locality is going to face moments where they cannot all participate because of the nature of the disaster, and that is where a 

belt-and-suspenders approach is really important. And I would look 

forward to continuing this discussion and working with you. 

I also had a question on the systemic sexual harassment that has 

recently been uncovered and discussed, and the beginnings of a response by the Administrator at FEMA. What I will do is submit 

that question for the record because I am realizing I am just about 

out of time. And again, I thank you for your service and look forward to working with you. 

Mr. GAYNOR. Thank you, Senator. 

Chairman JOHNSON. Senator Lankford. 

OPENING STATEMENT OF SENATOR LANKFORD 

Senator LANKFORD. Thank you, Mr. Chairman. 

Mr. Bryan, let me ask you a couple of questions. One of them is 

when you are dealing with research and technology across all of 

DHS you have a very unique role and you have lots of different law 

enforcement groups that all have specific requests, and they want 

one that is specific for their agency, and it has to have a certain 

widget on it that does exactly what they are looking for on it. But 

you also know other agencies need something similar to that. 

So let me give you a practical example. I was down with the 

Coast Guard and U.S. Customs and Border Protection (CBP) and 

noticed that Customs and Border Protection has some non-lethal 

devices to be able to help board a ship, that the Coast Guard does 

not have. They are both in DHS but one of them has the non-lethal 

device and the Coast Guard does not have it yet. 
15 

So how do we deal with technology development across agencies 

to make sure that we are not reinventing the wheel, and what one 

area has access to another area can have access to as well? 

Mr. BRYAN. Senator, thank you for that question, and it is, frankly, a great question, because part of the value-add that S&T should 

bring to the Department is to look at those activities going across 

the Department and minimize duplication of effort. We have to 

streamline some of these activities and we have to identify those 

activities that are cross-cutting and utilized them. 

The oversight that I have over the Department, fortunately the 

common appropriations structure has allowed us a little more insight into what some of the other components and activities are 

doing in this space to allow us to be able to identify those things. 

Not every activity has to come to S&T for their R&D needs, but 

as we identify and determine where some of these areas are that 

we can leverage and bring together, that is one of the priorities we 

are having to have. As we revitalize our own organization we are 

going to be in a better position to be more agile and responsive to 

be able to do those kinds of things. 

Senator LANKFORD. OK. We are going to count on you because 

the individuals that are in the field that need access to those tools 

do not need to wait on technology to be developed that another 

agency already has. And sometimes another agency has it and they 

just do not know how to be able to share it back and forth. 

Mr. BRYAN. And Senator, if I may add, a big focus of the organization going forward is in our tech foraging. I truly believe that 

probably 60 to 70 percent of our solutions are already developed in 

some way, shape, or form, somewhere, and they are out there. And 

we have to have a mature, robust, and systemic way of going out 

and bringing that technology in, doing the Testing and Evaluation 

(T&E) on it. It may actually meet the requirement, just off the 

shelf. We may have to do some additional R&D. But that is going 

to significantly streamline the acquisition process in getting it out 

to the field. 

Senator LANKFORD. OK. So let me flip the script on you. The bad 

guys, as you mentioned before, with development like CRISPR and 

other things, can get access to good technology off-the-shelf. Unmanned aerial systems, drones, are also off-the-shelf, the bad guys 

can use in some pretty horrible ways. One of the areas that law 

enforcement and, quite frankly, our military is looking for is ways 

to be able to secure the air above them now, and in civilian events, 

whether that be a New Year’s Day event, or whether that be a 

Fourth of July event, where we have a tremendous number of people that are out there, they are counting on technology also being 

able to protect them overhead as well. 

Tell me about your priority of trying to be able to counter drones, 

taken by a bad guy, used in a public setting. 

Mr. BRYAN. Senator, again, I appreciate that question. Senate 

Bill 2836 actually addresses that and it helps us fit that bill. Currently, right now, we have the ability to be able to detect and to 

track UASs, but we are not able to take any mitigation action. 

That is a concern. That is a significant concern across the entire 

Department. We cannot even do research, development, testing, 

and evaluation in an operational environment. 
16 

Senator LANKFORD. OK. So let me back up there. What research 

can you do at this point, because there are a lot of different options 

on how to be able to stop a UAS, whether that be jamming them, 

whether it be trying to be able to knock them down, whether it be 

trying to be able to take over their system, be able to redirect it. 

There are a lot of different things that are in research. Can you 

do the research on that? 

Mr. BRYAN. We have been doing some limited research in that 

particular space. We are well aware of what those technologies are. 

It is our ability to actually test them in an operational environment 

that is a challenge. We do some work with the Secret Service, and 

I would ask that you get a detailed, classified briefing from the Secret Service on some of those technologies. But for the broader use, 

we can go to Federal land where it does not replicate an operational environment at all and actually do some of this testing. But 

when you get into a city environment where the buildings are taller, technology is going to react very differently, and that is the 

challenge we face by not having the ability to do an RDT&E in 

that. 

Senator LANKFORD. So that is an issue that this Committee has 

met and worked on already, and worked on pieces of legislation to 

be able to help with, and hopefully we can help get that done completely. I appreciate your tenacity for that, and your whole family 

being here and being very supportive of you in what you are doing. 

Mr. Gaynor, we have had the opportunity to be able to visit as 

well, and I appreciate that time. Let me back up on one of the 

things that we talked about. As you know, working with any disaster, the first response will be local individuals, and that is not 

just local governments but it is local nonprofits, it is faith-based entities, it is neighbors. Tell me about FEMA’s interaction with faithbased entities, nonprofits, and neighbors who step up, who may not 

have been trained in a FEMA response, but they show up with 

buckets and shovels and coffee cups, and say, ‘‘I want to be able 

to help on that.’’ Tell me about the coordination and trying to be 

able to work with local people that are not FEMA-trained, but that 

are able bodied and willing to be able to help. 

Mr. GAYNOR. Senator, thank you, and again, a pleasure to talk 

with you a couple of weeks ago. 

And I will just give you some of the things that we are doing in 

Rhode Island. A FEMA program that addresses that exact problem 

is called ‘‘You Are the Help Until Help Arrives,’’ and it is really 

aimed at untrained civilians, to really take action when there are 

not first responders around. And it spans any citizen, so whether 

it is faith-based or it is just a spontaneous volunteer. Now we are 

really working hard to make sure that we develop that capacity at 

the grassroots level. I think it is a wonderful program. We have 

had great feedback on it. Another great program is ‘‘Stop the 

Bleed,’’ kind of a sister program to that, really aimed at law enforcement and others. But we have had some great programs. 

Again, I go back to my local and State experience. This is a team 

sport, and I realize, over the past 10 years, that this is not a single 

department working on that challenge alone. It takes everyone. It 

takes individuals. It takes faith-based. It takes CERT teams and 

others to make success. And I think FEMA has been on the right 
17 

track. I am sure it will get better. Especially after last season, you 

have to increase that bandwidth. 

Senator LANKFORD. As we have talked about before, we had, in 

Oklahoma, obviously some major tornadoes and such that have occurred at different times, in different years. And several years ago, 

after one of those major tornadoes, the media coined a term, saying 

before FEMA arrived ‘‘faith FEMA’’ had already showed up. And 

churches and everybody was jumping in to be able to help. What 

we do not want to have is a situation where FEMA shows up and 

says, ‘‘We have it,’’ and pushing help away that is nonprofits, faithbased, neighbors, and communities. They have to be able to help 

form that ring around their local community. 

Mr. GAYNOR. If I could just follow up, one of the best successes 

we had at the local level is, it is really hard to attract individual 

volunteers. It is really easy to attract volunteer groups that are already pre-organized. So we had some great success with faithbased organizations. They come ready, trained, motivated, and they 

want to do specific missions that fit right into what a local or State 

needs to do. So I think it is all compatible with the end goal. 

Senator LANKFORD. Great. Thank you. 

Chairman JOHNSON. Senator Jones. 

OPENING STATEMENT OF SENATOR JONES 

Senator JONES. Thank you, Mr. Chairman, and thank you both 

for your careers and your willingness to serve in the capacities to 

which you have been nominated. 

Mr. Bryan, I want to especially congratulate you because you obviously came prepared. You have watched a lot of the hearings and 

know that sometimes Trump Administration nominees get grilled 

pretty hard, so you came prepared to play the grandchildren card, 

if necessary. And I often play that myself, so I appreciate it very 

much. 

Senator MCCASKILL. Me too. I have 11. There you go. 

Senator JONES. I would like to ask you, Mr. Bryan, in the Homeland Security Act of 2002, it directed S&T to set up a network of 

university centers to enhance the Nation’s homeland security. This 

is called a Centers of Excellence network. So I would like to get 

just your general thoughts on the program, how the centers may 

have contributed to the mission of S&T, and if you can think of any 

improvements or changes to the programs you would suggest. 

Mr. BRYAN. Yes, Senator. Thank you for that question. The Centers of Excellence, in my view, have been very successful. They 

have allowed us to have access to a whole different set of minds, 

for lack of a better term, at different levels. I think in this space 

of research and development and science and technology, you can 

never close a door on your specter of influence and who can contribute to that. Our Centers of Excellence do that. They also provide a great tool for the customers, the components within the Department of Homeland Security, to be able to tap into them for 

some of their research needs. They have been very valuable. 

We have had a couple of successes coming out of our Centers of 

Excellence. One of them has been our storm surge modeling come 

out of the University of North Carolina. It is a well-used model. It 

is used by the Coast Guard very frequently. It is used by others 
18 

in predicting a storm surge. Traffic Cop is also a success that came 

out of a former Center of Excellence, out of Rutgers. We are actually able to identify perpetrators of child sex trafficking, and not 

just the perpetrators but we are able to recover the victims of child 

sex trafficking, and we have been able to recover them by the hundreds. So there have been very successful programs out of our Centers of Excellence. 

Senator JONES. Great. Thank you. Thank you, sir. Mr. Gaynor, 

are you familiar with the Center for Domestic Preparedness (CDP) 

in Anniston, Alabama? 

Well, I think it is the only U.S. Federal facility chartered to provide real comprehensive preparedness training programs for emergency response providers. In 2017, during the horrific hurricane 

season, the CDP had to stop all training programs for a period of 

months in order to devote its full resources to just immediate preparation for first responders in the different areas. 

So I would like to ask you if you would consider an expansion 

of the CDP in some way in order for that not to happen. I think 

we can all agree that, as much as we do not like to admit it, it is 

going to happen again at some point. Would you consider an expansion or other models that would allow the center to continue its operations while maybe deploying first responding training outside of 

that facility? 

Mr. GAYNOR. Senator, I do not know all the details of the Anniston problem but I will commit to you that if nominated I will take 

a deep dive into that and see what some of the solution sets may 

be. 

Senator JONES. Great. Well, if you would stay in touch with us, 

and maybe when you get a moment come over and we can kind of 

brief you a little bit and talk about that and work together on that, 

I would appreciate it. 

Mr. GAYNOR. I would be happy to do that. 

Senator JONES. I would like to ask this question, though. It 

seems to me. Mr. Gaynor, that one of the things that we have to 

do in order to prepare for future disasters is an education program, 

and you have talked about, in your testimony, educating and trying 

to prepare for future disasters and not just responding to those 

that have happened. 

But it seems to me that one of the things that we need to do is 

also recognize the causes of these disasters. And I have been a little bit concerned that you might not recognize the global warming 

issue that I think, scientifically, is a fact these days. Should that 

be a component of community education about the need for preparedness in the future? 

Mr. GAYNOR. If I go back to just, again, to my State and local 

experience, we do these things called ‘‘Hazard Identification Risk 

Analysis (HIRA) Plans,’’ and we examine all impacts for hazards in 

Rhode Island or New England—all different kinds of data sets 

whether it be human caused or environmental, to really understand what the impacts may be and what preparations we need to 

do at the local and State level. 

So I think we already do it. The other thing that is a challenge 

is preparedness for the community. In some cases, if you live far 

away from Florida or the Gulf Coast, where you see hurricane after 
19 

hurricane, year after year, in a community that may not have an 

impact, it is hard to get people to just prepare themselves, prepare 

their family, prepare their business for what may happen. It is a 

constant goal of ours to make sure people are as prepared as possible. 

Human nature is, I have seen that on TV. It only happens on TV. 

It does not happen to me. I do not have to prepare. We have to 

change that culture in the United States to make sure that people 

understand what the risks are and what they need to do to reduce 

those risks, to make sure they can save lives and property. 

Senator JONES. Well, let me ask you this, because—and regardless of the cause, which can be debated, I guess, is global warming 

real and should that be a consideration for FEMA as you go forward? 

Mr. GAYNOR. Well, I think if you look at some of the studies, and 

I forget the name of it, but, as far back as the 1970s, you see the 

increase of storms and disasters on the rise. So you cannot escape 

the fact that the impact of disasters on communities has increased. 

I think we need to just stipulate that the climate has changed. 

And from a practical point of view, as an emergency manager 

practitioner, what can we do to reduce loss of live and reduce the 

loss of property, and let us do more on pre-disaster mitigation. We 

spend an awful lot of money, post-disaster, because that is how we 

do it in this Nation. I have run some numbers in Rhode Island for 

the last 8 or 10 years, and we spend about 15 percent of disaster, 

or pre-disaster mitigation dollars before the disaster and 85 after. 

I think if we can work on a program to flip that around, I think 

the result will be much better for everyone, to include, economically, to save money post-disaster. 

Senator JONES. Great. Well, thank you. Thank you both for being 

here today, and thank you, Mr. Chairman. 

Chairman JOHNSON. Senator Carper, are you ready? Then take 

it away. 

OPENING STATEMENT OF SENATOR CARPER 

Senator CARPER. Good morning. How is it going? 

Mr. BRYAN. Excellent. 

Senator CARPER. How are they doing? 

Mr. GAYNOR. Outstanding. 

Chairman JOHNSON. They are doing great. 

Senator CARPER. That is good. 

Chairman JOHNSON. Highly qualified. 

Senator CARPER. That is great. 

As you know, FEMA grant programs help States. I am from 

Delaware, but we have a wonderful relationship with FEMA. We 

very much value that, and I am speaking for all of our folks at 

Delaware Emergency Management Agency (DEMA). We convey our 

gratitude. 

But the FEMA grant programs help, as you know, States, localities prepare for natural and man-made disasters. There are plenty 

of both right now. And it can help save lives. In Delaware, many 

different organizations make full use of these important programs. 

Last year, I think the Administration’s budget request for fiscal 

2019 called for reductions in funding for FEMA State and local 
20 

grants. And I think, if I am not mistaken, the President’s budget 

decreases funding to programs that are important to us. We have 

the biggest banana port in the country. We are top banana. And 

we are right on the East Coast, and bringing a lot of other commodities as well. But as I recall, the President’s budget called for 

decreases in port security grant programs and State homeland security grant programs. 

With this in mind, my question would be, in considering your experience in emergency management and preparedness efforts, what 

are your thoughts with respect to the President’s budget and the 

importance of FEMA grant programs? And, Mr. Gaynor, would you 

go first? 

Mr. GAYNOR. Yes, sir. Thank you. It was a pleasure meeting with 

you and your staff a couple of weeks ago. 

Back to my State and local role, we are the recipient of many different Federal grant programs—non-disaster grant programs, from 

Emergency Management Performance Grant (EMPG), to homeland 

security grants and many others. It really provides much needed 

capacity to locals who do not really have the ability to do something innovative or to try to reduce that risk. 

The challenge is really balancing what the priorities are all the 

time. After 9/11, we had lots of money to do lots of things that were 

needed. Grant funding has steadily decreased since that time, and 

again, speaking for myself, we try to be wiser about how we use 

that grant money, to make sure that it all does not go to 

sustainment. 

So I think the process has to be dynamic. It is not static. We 

need to change, over time, with what the threats are. And so the 

grants are designed to build capacity at the local level. So if you 

use that money, build that capacity, that is a success, and now the 

grant funding is designed to move on to the next priority. 

So again, facing budget constraints at the local and State level, 

I think it is just the way it works, is that you have to manage within the resources that you have, determine what your priorities are, 

and boldly try to achieve all those things with the resources that 

you have been given. So flexibility in grants, I think, is important 

from the local level all the way to the Federal Government. 

Senator CARPER. When you think about your experience at the 

State and local level, and you look to this particular position for 

which you have been nominated, what are some of the ways that 

it has been most helpful in preparing you for this? Your previous 

experience—how has it helped prepare you for this?What has been 

most helpful? 

Mr. GAYNOR. So I think the thing that I have learned the most, 

and I have derived the most from, is that you really have to 

make—and I will go back to grants. We buy a lot of stuff with 

grants. I call it bright, shiny objects. 

Sometimes it is cool to go buy the boat or the fire truck. I am 

not sure we have invested enough in people when it comes to making sure people are ready, willing, and able. And I will talk about 

emergency management and public safety professionals. You can 

write all the greatest plans that you want, but if you do not have 

the right trained people, with good leadership to execute that plan 

when the plan falls apart, the system really does not work. 
21 

So I think I have learned, let us put more investment in people 

to make sure that they are able to live up to the demands that the 

American people, or local or State, expect of them. So I would like 

to see more investment in making sure that people are well 

trained, well screened, and ready to be flexible, especially in this 

business, be flexible and adaptable to whatever the challenge may 

bring. 

Senator CARPER. Good. That makes a lot of sense. 

Mr. Bryan, I was walking down the hall, and as I was coming 

along I saw some baby carriages out there, and a very sweet little 

boy and a lovely little girl. And I think they might be related to 

you. 

Mr. BRYAN. I am responsible. Yes, Senator. 

Senator CARPER. Is anybody else in the room responsible for 

them? 

Mr. BRYAN. Right now I have a whole bunch that are kind of 

keeping a look out for each other. 

Senator CARPER. Anybody else in your family? 

Mr. BRYAN. Yes, Senator. I have my wife. 

Senator CARPER. Which one is your wife? 

Mr. BRYAN. This is my wife. 

Senator CARPER. How are you, ma’am? Nice to see you. 

Mr. BRYAN. I have two daughters that are here with me, as well 

as a daughter-in-law, and then eight grandchildren. 

Senator CARPER. You have us outnumbered. 

Mr. BRYAN. Yes. By design, Senator. 

Senator CARPER. All right. I want to ask one question of you, if 

I could. I have been blessed to be on this Committee for about 18 

years, and I have spent a fair amount of time with some of my colleagues to try to enhance the skills of folks who work at the Department of Homeland Security to better enable them and our 

country to deal with some of the cyber threats that we have faced 

and continue to face. And a big part of that, we talked about workforce and having a workforce that is able to help in a variety of 

ways, at FEMA. 

But with that in mind, how would you prioritize research and development in cybersecurity in order to better protect us and our 

critical infrastructure against the threats that we face today and 

in the future? Just talk with us a little bit about priorities assigned 

to research and development in cybersecurity. 

Mr. BRYAN. Yes, Senator. The role that we play is actually, and 

should be, in response to requirements from the customers. They 

actually drive our requirements. We happen to have a very good 

working relationship with National Protection and Programs Directorate (NPPD) right now. We have shared all of our cyber R&D activities going on within S&T with NPPD. They are not our only 

customer. We provide cyber support and security support across 

the enterprise. But they are a key partner for us in this business 

space, and they actually drive the priorities for us. 

Senator CARPER. The only other thing I would just note—how old 

is that young man, or these young guys over your right shoulder? 

How old are they? 

Mr. BRYAN. Jadon is 13, and Evan is 5. 
22 

Senator CARPER. All right. We have three boys, and when they 

were 13 and 5 there was no way in the world we would have 

brought them in this room.[Laughter.] 

I must say, I am impressed. 

Mr. BRYAN. I have lost a good number of them there somewhere. 

Senator CARPER. All right. Well, good to see you. Thanks so 

much. 

Mr. BRYAN. Thank you, Senator. 

Chairman JOHNSON. Senator Daines. 

OPENING STATEMENT OF SENATOR DAINES 

Senator DAINES. Thank you, Mr. Chairman. I think he is exhibiting exceptional homeland security skills here in this area, myself. 

I want to thank both the nominees for coming here today. Mr. 

Gaynor, Mr. Bryan, you are both exceptionally qualified for your 

respective positions, and frankly we should be grateful for your 

willingness to continue serving our country in these critical roles, 

despite the fact that it is taking the Senate way too long to get 

nominations through. You are patient with us, and we appreciate 

that. And thanks for the willingness to do the job. 

Mr. Gaynor, I appreciated our meeting that we had a few weeks 

ago and learning more about your extensive background. As the 

son of a U.S. Marine, I also want to thank you for your 26 years 

of service in the Marine Corps. We need this position filled sooner 

versus later, especially as hurricane season approaches, and I believe your knowledge, your experience, your proven track record 

makes you the right person for this job. 

It is getting late into August, which means it is wildfire season 

in Montana. I live just a couple of miles away from a beautiful 

mountain range, literally out my back window. I cannot see the 

bridge on some mornings right now because of all the smoke. We 

have had 918 wildfires in this fire season in Montana to date. Last 

year we had a devastating season—1.4 million acres burned in 

Montana alone. Fire management assistance grants are extremely 

helpful for large fires that exceed the State’s ability to cover that 

cost. In fact, last year FEMA issued eight of these grants for Montana, and I greatly appreciate Administrator Long’s assistance in 

getting these emergency funds for Montana. 

Quickly responding to Fire Management Assistance Grants 

(FMAG) requests and issuing reimbursements is critical for the recovery of Montana’s impacted communities. Furthermore, simplifying that process and providing clear guidance for grant eligibility, 

especially for more rural areas, would be very beneficial. As you 

mentioned, and I quote, ‘‘We cannot work alone in our efforts to diminish the impact of disasters. Effective dialogue between all levels 

of government certainly is needed.’’ 

Mr. Gaynor, will you commit to work with Montana to ensure 

that FMAG requests, and other forms of FEMA assistance, are considered and provided for in an efficient and fair manner? 

Mr. GAYNOR. I will, Senator, and I enjoyed our discussion, and 

I want to thank you for my crash course in wildfires. I appreciate 

that. 

I think FMAG is a really good program. It does a lot of the work 

up front, so when you need it, it is available. I think that is a pret-
23 

ty good model, and I know the Administrator is supportive of all 

things when it comes to wildfires. 

Senator DAINES. And unfortunately, wildfires are not the only 

natural disasters that we have in a place like Montana. We do not 

have hurricanes. We rarely have tornadoes. But we have fires and 

we have floods. In fact, this spring, due to a combination of factors 

including high levels of snowpack, you have to remember that the 

headwaters of the Missouri River form about 30 miles west of 

where I grew up, in Three Forks, Montana, where the Jefferson, 

the Madison, and the Gallatin come together and form the Missouri. So we really are, in many ways, the headwaters of the Nation’s key waterways, because that Missouri, of course, flows eventually into the Mississippi. 

But we had high levels of snowpack. We had heavy rains. We 

had severe flooding taking place throughout our State. Montana 

issued a major disaster declaration request in June, and I recently 

sent a letter, with Congressman Gianforte of Montana, strongly 

urging Administrator Long to support the request. I would also encourage you to take a look at the impact and damage done to the 

State by the flooding. And by the way, just because you have a lot 

of snowpack and spring rains does not mean you are not going to 

have a fire season, and what we find out is that when you have 

a lot of snowpack and a lot of spring rain, then if it dries up you 

just created more fuel because the grasses grow a little higher, and 

most fires start by lightning, and that is why they oftentimes, good 

snowpack does not mean low risk of fires. 

Mr. Gaynor, should the request be granted, will you commit to 

ensuring swift deployment of FEMA resources so these communities in Montana can rebuild and restore their way of life? 

Mr. GAYNOR. Senator, if confirmed I will absolutely commit to 

that. 

Senator DAINES. Thank you. 

Mr. Bryan, I appreciate the discussion we had last week in my 

office, and was encouraged to discuss some new ideas for the Support Anti-Terrorism by Fostering Effective Technologies (SAFETY) 

Act. I think we both agree that the world we live in, and threats 

we face, and the technologies we use to protect ourselves have 

evolved since the act actually was first passed back in 2002. That 

was a long time ago. It is important that we maintain proven risk 

management protections while also adapting to keep this law relevant into the next decade. 

As you know, progress on the Cyber SAFETY Act has stalled 

over the past few months. The question is, will you commit to work 

with this Committee, and its associated stakeholders, toward a 

common solution? 

Mr. BRYAN. Senator, thank you for that question and thank you 

also for your time that you gave to me during that meeting. It was 

a great discussion. I also want to thank you for your appreciation 

of the SAFETY Act, and you recognize the value of the SAFETY 

Act. It has been a great program. It has given industry, frankly, 

incentivized industry, for lack of a better term, to invest hundreds 

of millions of dollars in security across several different sectors. 

And, in fact, we have actually issued 16 applications, approved ap-
24 

plications for cyber-related technologies that are being used by Boeing, Emerson, Cisco, and others in the cyber field. 

I believe, though, that any expansion of the Cyber Act and, if 

confirmed, I am eager to bring a team to your office and work with 

your staff, because you mentioned that the SAFETY Act was developed in 2002, right after 9/11. They did not envision the school 

shootings that we are seeing today, it did not envision the soft targets that we are seeing today, and they did not see the cyber threat 

that we see today. And I think the entire SAFETY Act is poised 

to look at a revision of the entire act, and make sure that the 

standards are high, that we do not dis-incentivize anyone from 

making those investments to keep both the cyber and the physical 

security avenues safe. And if confirmed I am committed to working 

with your staff to come up with the right solution for the Nation. 

Senator DAINES. Thank you, Mr. Bryan. Last question, and this 

regards meth and opioids. In Montana, we are facing a substance 

abuse epidemic, especially with meth and heroin. In fact, in July, 

the Montana Department of Justice released its Forensic Science 

Division’s 2017 Annual Report. Listen to these enormous increases. 

A 415 percent increase in meth. A 1,234 percent increase in heroin. 

That was found in controlled substance cases going from 2011 to 

2017, and I know other States are grappling with similar issues. 

And as we see the increase in violent crime, oftentimes it is tied 

directly back to drugs. 

My question is, how is S&T supporting efforts to address the 

meth and the opioid substance abuse crisis in our country? 

Mr. BRYAN. Thank you, Senator. We have received very specific 

requirements from CBP to work that issue, and we are working it 

as we speak, on three fronts. The first is high throughput standoff 

detection of these drugs coming in, and certainly we are focusing 

on opioids, fentanyl, for example. But what we are finding is we 

develop these technologies that we are going to be able to look at 

other drugs as well, and not just that this includes your heroin and 

your meth. 

So the first level of technology is going to be the standoff high 

throughput screening, and there will be a secondary screening technology we are looking at developing. As we get closer to some of 

those chemicals, particularly fentanyl, it could be very dangerous 

for the screener, so we are also having to look at protective equipment and other gear to keep the personnel safe while they are 

doing it, and we are also looking at our big data engines to do some 

analysis of the methodologies we use to actually interdict the supply chain back where they came from, so we have the greater 

chance of targeting the packages that are coming in. We are doing 

this at international mail locations as well as secondary parcel locations, and other ports of entry as they come into the country. 

So this is the focus we are looking at right now. I think we have 

fixed the opioid piece. The meth and heroin piece will be taken care 

of at the same time. 

Senator DAINES. Last comment, and I know I am way over my 

time, but when we think about Montana we have a Northern Border, but we have found most of these drugs are coming up from the 

Southern Border. The importance of securing our Southern Border 

is critically important for the issue of drugs. Thank you. 
25 

Chairman JOHNSON. Thank you, Senator Daines. I will start with 

you, Mr. Gaynor. During a number of lines of questioning from my 

colleagues the thought running through my brain was the old saw 

that an ounce of protection is worth a pound of cure. We have a 

bill we are trying to pass, I think the Federal Aviation Administration (FAA) authorization bill, the Disaster Recovery Reform Act, 

that really does focus on pre-disaster mitigation. 

I do want to just kind of talk with you in terms of how you view 

disaster response and really what the proper order is. From my 

own standpoint, let us say something happens in a community. If 

that community’s disaster recovery system is overwhelmed, surrounding communities often respond, whether it is fire departments, whether it is police. If that overwhelms those communities, 

then the State starts taking a role, and then the Federal Government. In my mind that is kind of how this whole process begins, 

and I know Director Long is really talking about how do we stand 

up the State emergency response so that we really have this thing 

established. 

One of my concerns is that as we look more and more to FEMA, 

have them almost become the first responder, and in far too many 

instances in States stand back and they do not really stand up 

their emergency response. So please just kind of address what your 

vision of that would be and what we need to do. 

Mr. GAYNOR. And, Senator, I think you are exactly right, and I 

will start with my perspective as a local and State director, is my 

ability to be successful is dependent on how well my local municipalities have capacity. Have they done planning? Have they done 

integrated planning? Have they exercised? Have they trained? Do 

they have the equipment? And does everyone know what the other 

plans are? 

Chairman JOHNSON. Let me just interject. Is this not where you, 

in response to some other crises, said we need to spend a little 

more time on money and personnel? I mean, the shiny objects are 

great, but you really need that training, and you need that commitment, first and foremost, at the local level, to plan ahead. And 

again, we are human beings and we procrastinate. But go ahead. 

Mr. GAYNOR. So you are absolutely right. But it is a complete integrated enterprise. So, you need a little bit of everything. I think 

the most important part, like I said before, is people. It does not 

matter what things you buy, how great the plan is, and I will use 

my military experience. Our assumption in writing that plan before 

we step off is that that plan is going to fall apart. And the reason 

why I think the U.S. military is so successful is because part of the 

culture is young leaders take the intent of that plan and make it 

successful. Right? They do not have to know the entire plan but 

they just have to know how to make it successful. 

So back to well-trained FEMA employees or well-trained local 

employees or State employees. You have to make that investment 

so when the plan falls apart or it does not go as planned, or something new happens, you trust your employees or your team to get 

you across the finish line. I think that has been my focus, I have 

put a lot more effort than I ever thought I would in screening and 

evaluating and selecting new employees, to make sure they are 

well trained, make sure I invest in them after I hire them, and 
26 

make sure they understand what their role is. And for me, I have 

a great team at RIEMA. Life has become much easier than it used 

to be, because I think I have invested in personnel up front. 

And I will go to the sexual harassment issue with FEMA. I think 

that may be a result of something that has happened on entry 

level. Maybe we did not put enough effort into screening people to 

make sure that we hired the best and the brightest. 

Chairman JOHNSON. You mentioned in your opening comment 

that you thrive in chaos. I mean, the whole point is to quell the 

chaos and return to stability. But to me it is the training. I mean, 

that is what the military does. You train and train and train so you 

are ready and hopefully never have to use that training, but it is 

just crucial. 

Mr. GAYNOR. It is, and it goes to leading from the top, and the 

trust that your employees have in leadership. Make sure that they 

believe that you have their best interests at heart, and they will 

do whatever they have to do because they know that you are there 

for them. So again, things like sexual harassment and unfair practices in the workplace undermines that entire system. So again, I 

think leadership from the top, making an investment in people, 

and I think you can overcome a lot of things that are a result of, 

maybe a disaster going not exactly correctly. 

Chairman JOHNSON. OK. And that is where your military training is going to come in and be crucial in your assignment. 

Mr. Bryan, yesterday I met with the nominee for the White 

House Office, Director of Office of Science and Technology, Dr. 

Droegemeier. And we had a similar conversation to the one I had 

with you. I was at the National Lab in Idaho, run by the Department of Energy, last week. We have a lot of Offices of Science and 

Technology. We have a lot of people doing research. How do we 

bring those assets together? How do we coordinate it? How do you 

cooperate between all these offices, so we are not duplicating our 

efforts? 

We had a hearing in March 2015, with the Blue Ribbon Study 

Panel, and this was all on the biothreats. And the number one recommendation of that panel was, I do not know how many different 

appropriation accounts to address the biothreat but nobody is in 

charge. 

So I just kind of want your thoughts on that. How do you cooperate? How do you coordinate? How do we establish who is in charge, 

when it really comes down to the point of some real disasters? 

Mr. BRYAN. Thank you, Mr. Chairman, for that question, and it 

was a very good discussion that you and I had and I appreciate 

your interest in this topic. I have experienced this topic during my 

days at DOD, also at the Department of Energy, and here now at 

the Department of Homeland Security. I think we have both used 

the term that we have been ‘‘admiring a problem’’ for a very long 

time, and I think everybody is trying to take incremental—— 

Chairman JOHNSON. By the way, I have heard that term about 

half a dozen times, from about a half dozen different people in the 

last couple of weeks. 

Mr. BRYAN. Yes. 

Chairman JOHNSON. So obviously we are doing a good job of admiring the problem. 
27 

Mr. BRYAN. We are doing a great job, Senator, of admiring the 

problem, and I think there are also a lot of people responsible. I 

think when you say who is ultimately in charge, I think industry 

has a part to play in their responsibility to secure that. I think the 

government has a responsibility to scope out what that problem is. 

We tell industry that they should lean forward and fix some of 

these issues but we do not tell them what to prepare for, whether 

it is the 1,000-year storm or the 100-year storm, as we have discussed earlier. 

I think for us, within the Department of Homeland Security, we 

have an Electromagnetic pulse (EMP) working group that we have 

put together right now. We are developing a strategy. It is in the 

policy shop right now, near completion. We, within S&T, are going 

to be leading the technology piece of that of what could we do. And 

I think with all the studies that have been going on—because you 

are right, a lot of people have been doing a lot of studying on this 

issue, and looking at this. So I do not know if there are a lot of 

surprises out there, but I think there is opportunity for us to figure 

out where could we play in this space to make at least one incremental step forward to making a difference in a sector or a series 

of sectors, that are going to make us safer, particularly, as you 

know, the energy sector. 

So, Senator, if confirmed, I will commit myself to doing that. 

Chairman JOHNSON. Well, again, I think what I really want to 

work with you is prioritization. Cyber is a threat, across the board, 

whether it is in financial, or whether it is in election, or whether 

it is in the electrical grid. We have our countering emerging threats 

drones. We just saw that with President Maduro, potentially, down 

in Venezuela, the biothreats. I mean, there are a number of 

threats. Some of them could be existential, that, science, technology, how do you counter drones? How do you do that without 

interfering with the airplanes in the sky? These are enormously 

complicated issues. 

One of the things I would like is as much help out of the Department to try and get that emerging threat piece of legislation passed 

in some way, shape, or form. So again, I appreciate your willingness to serve, and with that I will turn it over Senator McCaskill. 

Senator MCCASKILL. Thank you. Mr. Bryan, I am concerned 

about this move of NBAF to the USDA. I do not understand why. 

I do not get it. Can you explain, what is the policy rationale for 

moving this important scientific research facility on protecting our 

food supply and protecting, frankly, the essence of our ability to 

live safely, from terrorism through research, why that is being 

shifted? This is obviously very important to where I live. It is going 

to be built in Kansas. It is a very important part of a swath of research that is done in the middle of America, around bio issues. 

And so I am trying to figure out what the rational reasoning for 

moving that to USDA. 

Mr. BRYAN. Thank you, Senator, and I appreciate your concern. 

I cannot specifically direct the policy of what drove it, the discussions that occurred before I even came on board with the Department to drive us in that path. I do know my role, and I know the 

importance of the facility. It has been a very successful acquisition, 

as you know, being on time and on budget, to stand up a billion- 
28 

dollar facility in Kansas, and we played a critical role, and we will 

continue to play a critical role in that. 

Our engagement with the USDA is solid. Our transitioning planning is going very well. We recognize that they have a safety role 

to play and we have a security role to play, and we are going to 

continue to stay engaged, and working and operating at that facility. 

Senator MCCASKILL. Well, is it the overhead? They think the Department of Health and Human Services (HHS) budget can more 

easily handle the overhead of the facility? I mean, this is not going 

to work if this is used down the line as a way to put the pressure 

on funding this research all within USDA instead of Homeland. 

Mr. BRYAN. Well, as you know, Senator, USDA plays a key, significant role at Plum Island, and they are going to be playing 

again, I think, a larger key, significant role at NBAF, that I am 

sure factored into that. We just do not want to lose our ability to 

be able to tap into that resource, because it is a national asset. 

Senator MCCASKILL. Well, and you guys are going to have to help 

pay for it. I mean, we are going to have this amazing asset that 

will handle a significant amount of research, and what would be 

most disappointing to taxpayers would be for them to make this 

kind of investment and not have it fully utilized. 

And so I am going to continue to monitor this. I would like a 

clearer answer as to why this transition occurred, if it does have 

to do with budget, because that means, somebody somewhere is deciding, let us pull back on the budget role of DHS and push forward the budget role of USDA. And usually when that happens, 

something gives, and I want to try to figure that out. 

So if you would continue to poke at that problem, we are going 

to probably continue to ask you to. 

Mr. BRYAN. Yes, Senator, we will. 

Senator MCCASKILL. The other thing I really wanted to get to 

today, two other things, and they are both for you, Mr. Gaynor. 

Will you commit to fully and promptly implementing the GAO recommendation about the investigation on employee misconduct? 

Mr. GAYNOR. Yes, ma’am. 

Senator MCCASKILL. OK. I wanted to get that on the record. 

And then let us talk about pre-positioning contracts. Pre-positioned contracts for disasters save the taxpayers tens upon millions 

upon hundreds of millions of dollars. I am not going to hold you 

to it today, Mr. Gaynor, but I would like, in writing, your ideas on 

how we can incentivize State and local governments to pre-positioned contracts. They do not really have an incentive now, and I 

think we could incentivize them to do that. 

And the more pre-positioned contracts we have—I mean, some of 

the most outrageous things we saw after the last hurricane season 

were people getting bids to provide meals that had no capacity to 

provide the meals that they were contracted with. Providing meals 

in a local community, that is something that could be pre-positioned at the State and local level, and would not be done at the 

Federal level. And by its very nature, if it stays at the State and 

local level it is going to be cheaper. 

Mr. GAYNOR. Ma’am, you have my commitment to try to 

incentivize that. I think through the preparedness grants, FEMA 
29 

1The information submitted by Mr. Bryan appears in the Appendix on page 42. 

2The information submitted by Mr. Gaynor appears in the Appendix on page 102. 

and DHS incentivize a lot of things, such as fusion centers and 

cyber, based on evolving threats. There is probably a way to 

incentivize State and local governments to do more work on contract pre-positioning. 

Senator MCCASKILL. Because they are not expensive to do. 

Mr. GAYNOR. They are not expensive to do if you know how to 

do them. 

Senator MCCASKILL. Right. 

Mr. GAYNOR. I think it may be education or—— 

Senator MCCASKILL. Maybe there is a training program you guys 

could do. Maybe you could take your contracting people and provide, especially in those States that are in most danger of hurricanes, tornadoes, and fires, and with technology now you could do 

it without an expensive conference. You could actually require communities that want to access FEMA help to do some online training—live time, not interactive but live time training on how you actually do pre-positioned contracts for disasters. 

Mr. GAYNOR. I think it is a great idea. And so being an emergency manager you have to be multifaceted, and so one day you are 

an emergency manager and maybe with this you would really have 

to be a program manager to make sure that you design your preparedness program, your preparedness planning to make sure that 

you have all those things ready to go. 

And again, I speak for myself. We have local and State pre-disaster contracts for a number of different things, so maybe a survey 

to see, like, where do we really stand in the United States on what 

depth we have on that. But FEMA has a great technical assistance 

program and that could be part of it. 

Senator MCCASKILL. I think that would be a great idea. Thank 

you, Mr. Chairman, and I will look forward to working with you 

all in the future. 

Chairman JOHNSON. Thank you, Senator McCaskill. Again, we 

want to thank both of you for your past service, your willingness 

to serve in the future, and certainly your families as well. 

With that, the nominees have filed responses to biographical and 

financial questionnaires, answered pre-hearing questions submitted 

by the Committee, and had their financial statements reviewed by 

the Office of Government Ethics. Without objection, this information will be made part of the hearing record,1 with the exception 

of the financial data, which are on file and available for public inspection in the Committee offices.2

The hearing record will remain open until noon tomorrow, August 23rd, for the submission of statements and questions for the 

record. 

This hearing is adjourned. 

[Whereupon, at 11:25 a.m., the Committee was adjourned.] 

(31) 

A P P E N D I X 
32 

Nomination Hearing for 

William N. Bryan to be 

Under Secretary, Directorate of Science & Technology 

and 

Peter T. Gaynor to be 

Deputy Administrator, Federal Emergency Management Agency 

August 22, 2018 

Ranking Member Claire McCaskill 

Opening Statement 

Thank you, Chairman Johnson. 

At today's hearing, we will consider nominees for two very important 

positions within the Department of Homeland Security. 

William Bryan is nominated to head the Science and Technology Directorate 

at DHS. Welcome, Mr. Bryan. S&T was established to administer the research 

and development activities at DHS, and to ensure that the men and women 

defending the homeland have access to the best available technology, and to the 

tools that fit their needs. 

You come to the committee having already spent more than a year working 

at S&T in an acting capacity, where you have been working closely with the 

Democratic and Republican staff of this committee on the DHS authorization, and 

on finding solutions to problems which the Directorate has struggled with since its 

establishment. Before joining DHS, you had already had a long and distinguished 
33 

career in the United States Army and at the Department of Energy, and we 

appreciate your willingness to reenter public service. 

I look forward to hearing from you today about how you plan to reshape 

S&T to make it a more effective advocate for research and development within 

DHS. S&T can also be a powerful force ensuring that technology acquisitions at 

DHS are not wasteful, answer the needs ofDHS components, and enhance our 

security and I hope that you will make S&T a partner in improving the technology 

acquisition process at DHS. 

I will also be interested in hearing from you about the Administration's 

plans to move the National Bio and Agro-Defense Facility from DHS to the 

Department of Agriculture. Chairman Johnson and I, along with a bipartisan group 

;:;[Senators, have requested a GAO review ofthis transfer, and I will be looking for 

a clear explanation of how S&T expects to handle the move, and whether the plans 

for construction of a new facility are staying on target and are adequately funded. 

Mr. Gaynor, I'm also glad to see you. We've been waiting for a qualified, 

capable, and ethical Deputy Administrator nominee at FEMA for 19 months now. 

You come to us with over 30 years' experience as a public servant- first in 

the United States Marine Corps and then with the city of Providence and the state 

of Rhode Island Emergency Management agencies. From all accounts, you are a 

leader in the emergency management field and a no-nonsense manager who is able 

2 
34 

to get things done. I appreciate your willingness over the course of your career to 

speak truth to power regardless of who's in charge, and I hope that courage and 

candor continues if you are confirmed as the next FEMA Deputy Administrator. 

You've got a big job ahead of you, and I need to know that you're up to the 

task. 

There are a number of management challenges that you'll face if confirmed 

none more important than ensuring that FEMA employees have a workplace 

that's free from harassment, discrimination, and unfair hiring practices. That 

appears to have not been the case in the recent past- at least in FEMA's Human 

Resources Division. 

According to the results of an internal investigation, which was recently 

shared with me and my staff, the former head ofHR at FEMA was engaged in 

improper sexual relationships with subordinates, promised promotions in exchange 

for continuing these relationships, and improperly hired or assisted in the hiring of 

personal friends who were unqualified for the positions they received. 

According to FEMA and the Department of Homeland Security Office of 

Inspector General, there had been nearly two dozen complaints about the former 

HR director dating back to 2013. However, when complaints were referred to 

FEMA by the Inspector General's office, it's unclear what, if anything, FEMA did 

about them. This is the exact same thing that the Government Accountability 

3 
35 

Office took FEMA to task for in a report issued last year. GAO found that, among 

other things, FEMA was not investigating and didn't have a good system for 

tracking misconduct referrals. 

I realize, Mr. Gaynor, that you didn't make this mess, but, if confirmed as 

Deputy Administrator, you're largely going to be responsible for cleaning it up. 

I'd like to hear from you today on how you plan to go about doing so. 

Also on the topic of FEMA personnel, one of the major findings in the 

agency's 2017 After-Action Report was that FEMA experienced severe staffing 

shortages while responding to back-to-back-to-back hurricanes, coupled with 

historic wildfires and other outstanding disaster recoveries in states like Missouri. 

A_t anc point last year, more than 70% ofFEMA's workforce was deployed to 

disaster-affected areas. The agency had to pull staff from other DHS components 

and from non-DHS departments. These were folks who aren't typically trained in 

disaster response and recovery. 

While FEMA has made strides in hiring over the past year, the agency is still 

almost 5,000 employees short of its target staffing goals. And many of the 

employees that FEMA has on board today don't meet the qualification standards 

the agency has set for itself. I worry about whether FEMA is ready to respond if, 

God forbid, we have another year for disasters like 2017. And I want to hear about 

your plans for hiring, retaining, and training qualified employees. 

4 
36 

Lastly, I'd like to briefly touch on one issue that was hardly mentioned in 

FEMA's After-Action report- and that's disaster contracting. I realize that FEMA 

isn't built to handle everything in-house. In some cases, contractors are needed. 

But the very least we can do going forward is to make sure that communities have 

the contracts and commodities they need in place before a disaster strikes. The 

worst time to be soliciting bids for goods and services is in the aftermath of a 

storm. As we've seen time and time again in the response to Hurricanes Harvey, 

Irma, and Maria, this can lead to cost overruns, contract cancellations, and 

unnecessary delays, which ultimately impact disaster survivors and American 

taxpayers alike. I hope that, if you're confirmed, you will take a close look at what 

FEMA can do to improve pre-event contracting at the federal, state, and local 

level. 

Again, thank you both for being here today, and I look forward to your 

testimony. 

5 
37 

Statement of Senator Jack Reed 

Senate Homeland Security and Government Affairs Committee 

Hearing on the Nomination of Peter T. Gaynor to be Deputy Administrator, Federal Emergency 

Management Agency, U.S. Department of Homeland Security 

August 22,2018 

Chairman Johnson and Ranking Member McCaskill, thank you for the opportunity to introduce 

Peter Gaynor, whom the President has nominated to serve as Deputy Administrator of the 

Federal Emergency Management Agency (FEMA). 

Before I begin, let me acknowledge Director Gaynor's family his daughter Grace and his 

brother Paul, who are here today, and his wife Sue, who could not attend but is very much here 

in sririt. I want to thank them for their support and sacrifice. 

Mr. Chairman, as the Committee examines Director Gaynor and his record, I hope you find, as I 

have, that he is a dedicated and capable leader of high integrity. 

In more than two decades as a member of the U.S. Marine Corps, he rose from the rank of 

Private to Lieutenant Colonel, serving at Headquarters Marine Corps on September 11, 2001 and 

later in Iraq in 2006. 

After witnessing the attack on the Pentagon on 9/11, Director Gaynor and his team worked to 

reestablish the Naval Operations Command, which had been destroyed in the attack, allowing the 

Chief of Naval Operations to seamlessly direct the Navy's service missions. 

In 2006, Director Gaynor was deployed in support of Operation Iraqi Freedom with the 1st 

Marine Expeditionary Force and assisted with the coordination of combat operations in the AlAnbar Province. 

After retiring from the Marine Corps, Director Gaynor was tapped to lead the City of 

Providence's Emergency Management Agency. In this role, he modernized the city's emergency 

operations center and coordinated its response and recovery efforts, including three federally 

declared disasters. He also led Providence through the Emergency Management Accreditation 

Program (E-MAP) in 20 I 0, making it the first city to earn this accreditation. 

Because of his recognized leadership within city government, he was twice temporarily assigned 

to the Providence Public School Depmtment to help direct and guide operations for the school 

system, which includes 24,000 students, 2,200 employees, and 40 facilities. 

In 20 15, Director Gaynor was appointed by Governor Gina Raimondo to serve as the cabinetlevel director of the Rhode Island Emergency Management Agency (or E-M-A). In this role, he 

has been responsible for developing and coordinating the response to natural, manmade, and 

technological disasters. He has also worked to manage the recovery from several previous 

federally-declared disasters. And as the leader for emergency management in the Ocean State, 
38 

he has worked to help communities become more prepared and resilient, which is part of the 

reason that the Rhode Island League of Cities and Towns has enthusiastically endorsed his 

nomination. [I would ask that a letter from the League be included in the record.] 

As he did in Providence, Director Gaynor also worked to completely overhaul and modernize 

Rhode Island E-M-A, which had been organized around a Cold War-era civil defense model. 

With a new organizational framework, Director Gaynor has assembled and trained a team with 

the skills to meet existing and emerging challenges. Director Gaynor's success in reorganizing 

the agency has been recognized with an accreditation under E-MAP in 2017. 

In sum, Director Gaynor has earned the respect and admiration of the people who work alongside 

him. That reputation is why it is difficult for us in Rhode Island to see him leave, but it is also 

why we know he will do an excellent job at FEMA. With the countless challenges FEMA faces, 

particularly now during the height of hurricane season, we need Director Gaynor on the job. 

And so, Mr. Chairman, I won't delay the proceedings any further, except to thank you and 

Ranking Member McCaskill for the courtesy of allowing me to say a few words about the 

nominee. 
39 

Testimony of 

William Bryan 

Nominee for the Position of Under Secretary for Science and Technology 

U.S. Department ofHomeland Security 

Committee on Homeland Security and Governmental Affairs 

United States Senate 

Chairman Johnson, Ranking Member McCaskill, and distinguished Members of the Committee, 

I appreciate the opportunity to be here today as you consider my nomination by the President to 

be the Under Secretary for Science and Technology (S&T) within the Department of Homeland 

Security (DHS). 

I would like to begin by thanking both the President and the Secretary for their trust and 

confidence in me to be nominated for this position. 

I would also like to thank my family, friends, and colleagues who are here today to offer their 

strength and support. I first want to express my deepest admiration and appreciation for my bride 

of39 years, Darlene. Together, we have laid a foundation built on faith in Christ, love offamily, 

and trust-a foundation that has supported me throughout my career. We have been blessed with 

four children and eight grandchildren, many of whom are here with me today. 

Throughout their lives, they have supported me as I embarked on many opportunities to serve 

our country, including living in foreign lands and relocating the family multiple times. And 

today, they are standing by me for my greatest honor to date-being nominated by the President 

to serve DHS. They are my joy and I love them very much and thank them for their love and 

commitment along life's journey. We are a team and I would not be here today without them. 

My career over the past 40 years has prepared me for this moment, beginning at the age of 19 in 

a suburban Detroit steel factory supervising 60 individuals and culminating with my current 

position as the Senior Official Performing the Duties of the Under Secretary for S&T. I have 

been fortunate to work in the private sector as well as having had the honor of serving the nation, 

including 17 years of active military service and three years in the Virginia National Guards. 

In addition to my military service, I have served in multiple leadership roles in the Department of 

Energy (DoE). Most recently, I served as the Senior Advisor in the Office of International 

Affairs. There, I responded to pressing global energy challenges including energy security, 

market volatility and hazard/threat impacts. I also served as the Deputy Assistant Secretary for 

Infrastructure Security and Energy Restoration in DoE's Office of Electricity Delivery and 

Energy Reliability. In that role, I worked with the National Security Council, other U.S. 

Government agencies, private industry, and international partners to enhance the security and 

resilience of the nation's critical energy infrastructure. 

Prior to my DoE activities, I served for five years as the Director for Critical Infrastructure 

Protection (CIP) in the Department of Defense's (DoD) Office of the Under Secretary of Defense 
40 

for Policy, where I led all critical infrastructure and Defense Industrial Base (DIB)-related 

activities. I also advised DoD leadership on the relevance of current CIP and DIB capabilities, 

methodologies and technologies in support of military and civil homeland defense efforts 

deemed essential to national security. 

My comprehensive experience as a leader, manager, technician and program architect has 

spanned the areas oflnfrastructure Security, Energy Restoration, Homeland Defense, Critical 

Infrastructure Protection and Risk Management. At the core of achieving these national security 

objectives was my ability to communicate, collaborate, coordinate and build consensus within 

my organization and in partnership with, local, state and tribal governments, external agencies, 

and the defense and utility industries. 

My role, should I be confirmed as Under Secretary for S&T, is to serve as the science advisor to 

the Secretary and ensure S&T is a Departmental resource for all DHS Components' research 

and development (R&D) needs. To accomplish this important mission, I must ensure we have 

revitalized structures, processes and procedures in place to enable S&T to provide impactful 

solutions to the ever-changing threats faced by our customers. We must solidifY and strengthen 

S&T's core capabilities and provide a deliberative approach to program execution that ensures 

timely delivery and solid return on investment for our nation's taxpayers. 

I believe the mission of S&T is to deliver results. To do this, we must enable effective, efficient, 

and secure operations across all homeland security missions by applying timely scientific, 

engineering, and innovative solutions through research, design, test and evaluation, and 

acquisition support. Technology innovation cycles are rapidly changing and the nature of the 

threats we see is dynamic. This combination presents a significant challenge to traditional R&D 

approaches. I believe my operational background and experience working with our national labs 

provide me the foundation needed to "operationalize" S&T's R&D to better support the missions 

of the Department and the nation's first responders. 

As a leader, I am committed to servant-leadership and honoring the value of my team and their 

contributions. Should I be confirmed, I will effectively communicate a vision for the 

organization and provide them with the resources and tools necessary to achieve that vision. It is 

my duty to describe what success looks like and allow them the flexibility to get us there. I will 

empower my leadership team to make decisions while emphasizing the importance of ensuring 

they are well-informed decisions. I also place extreme value in accountability, transparency, 

flexibility, and visibility. 

S&T's customers put their lives on the line every day to keep our nation safe. If confirmed, it 

will be my mission to ensure an efficient and effective organization is in place to address their 

R&D needs for today and into the future. Either via the identification of existing tools or the 

timely development of new technology, S&T will work to provide them with the tools they need 

to safely and effectively protect the Homeland and the American people. And it would be my 

honor to serve with them. 

Finally, I would also like to thank the Chairman, Ranking Member, and Senators on this 

committee for your recent legislative actions on behalf of the Department and particularly those 

2 
41 

that impact S&T --including your efforts on S. 2836, the Preventing Emerging Threats Act, 

which would enable us to actively research, develop, and verity that any system used by our law 

enforcement officers to counter unmanned aircraft is effective, efficient and safe. 

Chairman Johnson, Ranking Member McCaskill, and distinguished Members of the Committee, 

thank you again for your consideration. I look forward to answering your questions. 

3 
42 

HSGAC BIOGRAPHICAL QUESTIONS FOR 

EXECUTIVE NOMINEES 

1. Basic Biographical Information 

Please provide the following information. 

REDACTED 
43 

Never Married Married Separated 

2 

Annulled Divorced 

0 

Widowed 

0 
44 

Lindsay R~nee B~eaklield 

Lauren Michelle Hill 

John James Bryan 

,Joseph William Bryan 

2. Education 

List all post-secondary schools attended. 

09/191'1 12!1~77 

Defense Military College £" Esl Pnseat N/A NIA 

Language OJJ19:B5 OJ/l985 0 

Institute 

Kansas State College/University Est E•t rrcsent N/A N/A 

University ()i/1988 X 5/1989 X a 

Colorado College/University ·~· Est P.resent B.S. 1211996 

Technical 0911994 X 12/1~96 

Universit 

Joint Militnry College l:st Est Pruent M.S. 05/l998 

Military 0!111997 0511998 

Intelligence 

Colle e 

3 
45 

3. Employment 

(A) List all of your employment activities, including unemployment and self-employment. 

If the employment activity was military duty, list separate employment activity periods to 

show each change of military duty station. Do not list employment before your 18th 

birthday unless to provide a minimum of two years of employment history. 

Energy Assistant 

Secretary for 

4 

DC 
46 

Security& 

Energy 

Restoration 

Virginia Arm:r National State of Virginia/Ft Advisor on Blackstone, E" Est 11/201}~ 0 

Guard (Part Time) Pickett, VA Critical VA 05/lf)06 

Jnrrastructurel 0 

CW3 

Federal Government U.S. Departn)ent of Director, Arlington, E•t ttnoo7 "'' 0 Defense (Pentagon) Critical VA 03!2003 

Infrastructure 0 

ProtectionfGS· 

15 

Federal Government -· U.S. Department of Special Dahlgren, Est 03/2003 "'' 0 the Navy (Dahlgren) Technology VA 1112.002 

Analyst 0 

Active Military U.S Department of Traffic Dahlgren, fut 

Est 1112!t01 0 the Anny/Defense .Analyst VA <tSflO{}f 

Intelligence Agency Technician/ X 

CW3 

Active Military U.S Department of Traffic Crystal "'' the Army/Defense Analyst City, VA Est GS!lQOI X 

0511993 

Intelligence Agency Technician/ 0 

CW3 

Active Military U.S Department of Grad Washington, E;f 

the Army (Bolling, Studen!ICW2 DC E" OS/f993 0 

0!1'/1997 

AFB,DC) 0 

Active Military U.S Department of Traffic Ft. Clayton, E>t 

the Army Analyst Panama E" 1)91£991 a W/1995 

Technician/ 0 

CW2 

Active Military U.S Department of Traffic FtCarson, "'' the Army Analyst co E•< 061199S a fl6/199J 

Technician/ 0 

WOI 

Active Military U:S Department of Traffic Ft. &t 

the Army Analyst Huachuca, Eot 06/19'93 0 

02JI!'9J 

Technician AZ 0 

School/WOI 

Active Military U.S Department of Warrant Ft. Rucker, "'' the Army Officer Basic/ AL F;s.t Ol/1993 a 11/199'1 

WOl 0 

Active Military u.s Department of Intel-Traffic Misawa f~t 

the Army AnalystlE6 AFB Japan Est JJ/1_992 0 

01/1990 

0 

Active Military U.S Department of Intel-Traffic Ft. Riley, "'' the Army Ana1yst/E5 KS E" tH/1990 0 

ll/198fo 

a 

Active Military U.S Department of Intel· Traffic Ft. Devens, "'' the Army Analyst/E4 MA "'' 11/1986 0 

09!l9S6 

0 

Active Military U.S Department of Intel-Traffic Goodfellow Est 

the Army Analyst/E4 AFB, TX E•t ®11986. 0 

03/1986 

0 

5 
47 

Active Military U.S Department of Initial Training Monterey, fJt 0311986 the Anny (Defense Student/E2 CA ~.l/1935 

Lan~tuage Institute l 0 

Active Military U.S. Department of Basic Training Ft. Leonard 

"" 031l'985 the Army Recruit/El "Wood,MO {ll/(985 

c 

Non-Government National Steel Corp Production Ecorse, Ml E" 011198$ Employment Supervisor Ol/1977 

0 

(B) List any advisory,;consultadve, honorary or other part-time service or positions with 

federal, state, or local governments, not listed elsewhere. 

NONE 

4. Potential Conflict oflnterest 

f,sf 

0 

r;st 

0 

"'' 0 

(A) Describe any business relationship, dealing or financial transaction which you have had 

during the last 10 years, whether for yourself, on behalf of a client, or acting as an agent, 

that could in any way constitute or re5ult in a possible conflict of interest in the position to 

which you have been nominated. 

In connection with the nomination process, I have consulted with the U.S. Office of Government 

Ethics and the U,S. Department of Homeland Security's Designated Agency Ethics Official 

(DAEO) to identify any potential conflicts of interest. Any potential conflicts of interest will be 

resolved in accordance with the tenns of the ethics agreement that I signed and transmitted to the 

Department's DAEO, which has been provided to this Committee. I arn not aware of any other 

potential conflicts of interest 

(B) Describe any activity during the past 10 years In which you have engaged for the 

purpose of directly or indirectly influencing the passage, defeat or modification of any 

legislation or affecting the administration or execution of Jaw or public policy, other than 

while in a federal government capacity. 

NONE 

5, Honors and Awards 

List all scholarships, fellowships, honorary degrees, civilian service citations, military 

medals, academic or professional honors, honorary society memberships and any other 

special recognition ror outstanding service or achievement. 

6 
48 

Good Conduct Medal -Jan 1988 (and every three years until Feb 2002) 

Army Achievement Medal (2 Oak Leaf Clusters) -Mar 1988, Nov 1990 

Army Commendation Medal (3 Oak LeafClusters)- Feb 1990, Apr 1995, Jul 1995 

Meritorious Service Medal- Sep 1992 

Joint Service Commendation Medal - Aug 1998 

Defense Intelligence Agency's Officer of the Year (2000) 

Defense Meritorious Service Medal- Feb 2002 

Navy Meritorious Civilian Award- Feb 2003 

Office of the Secretary of Defense. Medal for Exceptional Civilian Service- Dec 2007 

Secretary of Energy Exceptional Service Award- Sept 2015 

6. Niernbershins 

List all memberships that you have held in professional, social, business, fraternal, 

scholarly, civic, or charitable organizations in the last 10 years. 

Unless relevant to your nomination, you do NOT need to include memberships in 

charitable organizations available to the public as a result of a tax deductible donation of 

$1,000 or less, Parent-Teacher Associations or other organizations connected to schools 

attended by your children, athletic clubs or teams, automobile support organizations (such 

asAAA), discounts clubs (such as Groupon or Sam's Club}, or affinity 

memberships/consumer clubs (such as frequent flyer memberships). 

Vision Baptist Church 

Ladysmith, VA 

United States Conceal Carry 

Association 

International Stability Operations 

Association 

20 1 S·Present Deacon, Trustee 

20 IS· Present Member 

20 17-Present Board Member 

7. Political Activity 

(A) Have you ever been a candidate for or been elected or appointed to a political office? 

NO 

7 
49 

List any offices held in or'services rendered to a political party or election committee 

during the last ten years that you have not listed elsewhere. 

NONE 

(C) Itemize all individual political contributions of $200 or more that you have made in the 

past five years to any individual, campaign organization, political party, political action 

committee, or similar entity. Please list each individual contribution and not the total 

amount contributed to the person or entity during the year. 

NONE 

8. Publications and Speeches 

(A) List the titles, publishers and dates of books, articles, reports or other published, 

materials that you have written, including articles published on the Internet. Please provide 

the Committee with copies of all listed publicatim1s. In lieu of hard copies, electronic copies 

can, be provided via ~rma:fl or other digital format; 

"Understanding Hurricanes 

-It Takes One to Know 

One" 

"S&T Tech Uses DNA to 

Uphold Laws, Reunite 

Families" 

"Building Resilience 

Capacity during Hurricane 

Sea.son1

' 

"Empowering Rural 

Responders" 

"Innovative Cyber Solutions 

on Display at Next Week's 

R&D Showcase" 

"S&T Joins the SBIR 

Midwest Road Tour" 

616/2Ql1 

6/13/2017 

6/1912017 

6/26/2017 

6/30/2017 

7110/2017 

8 
50 

"Keeping Communication DHS Science & Technology 7125/2017 

Lines Open~' hl!Jls://www.dhs:govlsQi~nc~-andtechnology/blogQO I 7/07/25/kee~ingcommunication~lines-ooen 

"Tune in to S&T's Tech DHS Science & Technology 818/2017 

Talk on Free !'init hltJls:/l~vww.dhs.gQvlscience-andResponder Traininj!" tecbnology/blggi20 17/QR/08/tune-st·s-tech-talk -fi-cefir<t-re.<nnnrler-traininP 

"Strengthening Our DHS Science & Technology 8121/2017 

Agricultural Security" !lttps:/lwww.gfi§.OOVIS£i~nce-ang· 

technologylblo~O 17/08/21/strengthening-our- aPr;~nfturol.<e~n..j!V 

"Join us and discuss S&T's DHS Science & Technology 9/1212017 

Small Business Innovation b!lns:/iwww.db~.sgvl~>i;uc~:;:amlResearch (SBIR) program!" tecbnology/bloo/20 17 109/12/join-us-and-discuss-stssbir-nroQrall 

"Surge Capacity Force" DHS Science & Technology 9/2012017 

h!!ps:/lwww.dhs.gov/science-andcanacitv-force 

"It's National Cyber DHS Science & Technology 1 rot212017 

Security Awareness Month: l!!!llo://www,gb> gQvllis;i~n!&aO!l· 

What's your Cybersecurity technolo gvl!llogi20 17/l O{j)2/ifs-national-<lyber-

!Q?" ' •eew[tv-awaren~.«-month 

"New Industry Guide lays DHS Science & Technology 10/11/2017 

out tech needs" !Jt!Jl•:fLww~db§.ggvl~ciencc-andtechno!ogy/b!o!!/20 1711 0/l!/new-industrv-!!uldelav.<-ont-tech-need< 

"DHS S&T Driving DHS Science & Technology 10/16/2017 

Cybersecurity Message to l1tt!!s:l/www,dh0 SQV/;;s;i~ng~-angSmart Cities" technolog;:fbiOJ.t/20 17/l 0/! 6/dbs-st-driyingcvbcrsecuritv-messaae-sillart-cities --~~--- "Shaping the Next DHS Science & Technology 10/23/2017 

Generation Cybersecurity htms:/fwww.dhs.gov/science-aodWorkforce Today" technologylb logQO 17/l 0123/ShaJli!lg-nextoeneration-cvbersecuritv-workforce-todav 

"Helping Secure the DHS Science & Technology llll/2017 

Nation's Commercial bttns://www.dhs.gov/science-andFacilities*, technolog;:/blog/20 17111/0 1/helging-secure-nations-comtncre:"ia( .. facilities 

"Helping Secure the DHS Science & Technology 11/8/2017 

Nation's Transportation httgs:!/www.dhs.gov/sciertee-angSystems., technology/blQa/201 Z/1!/08/h>!!lilig~~~cur~-nations .. tranSnorfatiiJn .. sVstems 

"Critical lnfrastructure DHS Science & Technology !1/1512017 

Emergency Services" !tttn~;/l»:ww.dg~.ggv/science-andtechno 1og)'/b1Qg{;1Q] 711 ! I] Slcriticaf-in frastructm'<l~ 

emervencv-services 

"S&T Launches Hidden DHS Science & Technology 11120/2017 

Signals Challenge to ltttps:l/www.dhs.gov/science-and· 

Uncover Emerging tech no! ogvi!Jloo/20 !711 1120/st-launches-h iddehBiotbreats" siRnals-<lhallem!e-uneover-emcrliinQ 

"Critical Infrastructure, DHS Science & Technology 11/27/2017 

Partnering for Success" httQ§://www.dhs.ggvl~cience-and· 

tecbnologv/blog/2017111/27/critical-infrasttuctureoartnerinrr -success 

9 
51 

"Announcing the New DHS Science & Technology 12/12/2017 

Innovative S&T Video httg~:f/w•Nw.dhs.gQv/scis~ge-andSeries" technQlogy/hlog/20 1702/!;lf~nnouncing-newi movate-st-video-seri~o 

"Happy Holidays from DHS Science & Technology 12120/2017 

S&TI'' htt!ls:l/www.dbs,gQvi§£i~nce·~ndtechno!Qgvlhlofli20 17112120/hagQv-ho!iday~-st 

"S&T's New Year's DHS Science & Technology 1/8/2018 

Resolution: CHAMPS" hltJ2s://wwl'£,9ll~.gQvl;;£isnce-and· 

technolog):{blggf20 18/0 l/08/st-s-new-year-sresolution-chamns 

"Join usThursday to discuss DHS Science & Technology l/23/2018 

S&T's search and rescue htt!ls:l/www,db~.gQ!(f~>i~n•~·l!od· 

tool11 technology/hlog/1!)1 S/0 l/23/jojn-u~-thursdaydiSCIJSs-st-s-search-and-rescue-tool 

"S&T Smart City Thoughts: DHS Science.& Technology 2/8/2018 

Gearing Up for the Global httgs:l/www.dhs.gov/sciencc-andCity Teams Challenge technclogy/hlog/20 !8/02/05/st -StJtart-city-thoyght~-

Kickoff Event? gearing· •lobal-citv-teams-challemte 

"Cyber Security R&D DHS Science & Technology 2/26/2018 

Program a Launching Pad httQS:I/www.sjb~,gQVI;!Cj!:Jl£!::JIIlQfor New Solutions" lechnolog:)'lhlog/20 18/02126/cvber-security-rdnrottram-launchina-oad-new.solutions 

"See you at fntemational DHS Science & Technology 3/5/2018 

Wireless Communications htt!ls:llwww .dhs.govlscicnce-andExpo {£WCE) and South- t~chnology/blogi2Q 18/03/05/see-you·iwce-and-sxsw 

by-Southwest (SXSW) " 

"SBIR Road Tour- Coming DHS Science & Technology 311912018 

to a City Near You'' htt~:llwww.dhs.gov/science-andtechnolog~gloe/20! 8103/l9/~llit·t:Qad-tour-comitlgcitv-near•vou 

"Introducing the Next DHS Science & Technology 4/2/2018 

Generation First Responder htt~:l/www.dhs.gov/science-and· 

(NGFR) Integration l>ghno!ogx/b!ggi20 l 8/04/02/introducin g-ngfrHandbook" integration-handbook 

"SAFETY Act encourages DHS Soience & Technology 4/16/2018 

development/use of anti· ht!Jls:l/www,dhs;govlscience•and· 

terrorism solutions" l£choglgg;:lh1Qgi20 l81Q4/16/saf~ty-act 

"National Police Week" DHS Science & Technology 5/15/2018 

httgs:llwww.dhs.ggv/~cience-andJ&cbnQlogJ!I!l!Qgi2QI !!.IQ21l 5/national-eo!ice-week 

"S&T Leading Blockchain DHS Science & Technology 5/22/2018 

Solution R&D for DHS htt11s:l/www.dhs.gov/science-andComponents" technolog~/blog/20 !8105/22/st-leading-lliQ£i>s!IJ§iDsolution-rd-dhs-conmonenl$. 

"S&T's Impact on Borders DHS Science & Technology 6/J l!2018 

and Ports of Entry" httlls:/A~ww.dh:;.gov/s£i~nce-andtechno logy/lliQg~Q I §LQ~Lili~H-i g1u~ct-border..-

and-IH>rts-en&l' 

10 
52 

(B) List any formal speeches you.have delivered. during the last five years and provide the 

Committee with copies of those speeches relevant to the position for which you have been 

nominated. Include any testimony to Congress or any other legislative or administrative 

body. These items can be provided electronically via e,mail or other digital format. 

1 c;, •.... ; Titl~rr~r.~~< . .· .. !.;,·.··.······ .··.·.·....• ....•.. '>:ii·•<i········••/ ;; !;~.:··~···· .. , ......... ·i: .• -: ·.· Speaker at the fourth annual world ·Electric InfrastruCture Security 0512013 

summit on infrastructure security Summit IV, Washington 

DC/Government and industry on 

both energy POliCY and security 

(Talking points not retained) 

Speaker at the Breakfast Series Breakfast hosted by The Hill and 10/2013 

ABB, Washington, DC/energy 

companies and ge.neral public (Talking points not retained) 

Interview with Power Grid Philadelphia, PA/Power companies 03/2016 

Resilience and vendors 

(Talking points not retained) 

Speaker, Transforming the Resilience Week/Government and 08/2014 

resilience of cognitive, cyber- Energy l ndustry 

physical systems (Talking points rtot retained) 

Panelists, International National. Association of Regulatory 07/2016 

Cybersecurity Challenges: Utility Commissioners, -Sommer 

Implications for U.S. Public 2016 Committee Meetings; (Talking points not retained) 

Utilities and their Regulators Nashville TN/Power reu:ulators 

Roundtable discussion on International Stability Operations 10/20!6 

integrating a reliable, survivable 11th Annual Summit, Washington, 

and resilient energy system into DC!Defense contractors and (Talking points not retained) 

stabilitv-operations acquisition professionals 

DHS Common UAS Site Opening Camp S!)elby, MS 812212017 

Day (Camp Shelby, MS) Sen. Cochran, Congressman Palazzo, 

Mississippi State University, 

lndustrv, Ooen Press Event 

DHS S&T Criminal Investigations George Mason University Arlington 9/18/20!7 

and Network Analysis (ClNA) Campus, Founders Hall, 3351 Fairfax 

Center ofExce!Ience (COE) Drive, Arlington, 22201 

Kickoff Workshop Academia, DHS Comoonents 

VA Smart Communities Working Virginia Tech Hume Center, 900 9/18/2017 

Group Kick·Off & Contract North Glebe Rd, Arlington, VA 

Award Announcement to Center 22203 

for lonovaiive Technology (CIT) Industry & utility representatives, 

VA Governor Terry McAuliffe 

Semfnar on Enhancing Resilience NATO- Science for Peace & 912812017 

by BuildiilgCapacity to Deal with Security Committee, Tulza, Bosnia 

mass Casualty Emergencies Confererice!Exercise partiCipants I (Panel) from NATO countrieS 

Industry Day: Long Term Border Homeland Security Acquisition 10/4/2017 

Wall Strategy Institute (HSAI), 90 K Street NE, 

Suite 1200, W.Shington, DC 20002 

CBP, OPO,Jnvited industtv oartners 

Stadiums and the SAFETY Act: Little Caesars Arena HJ/512017 

Beyond the Initial Application Detroit,M! 

11 
53 

Hitch Holdlngs,Pillsbury LLP, Local 

Government/Public Safety Personnel, 

Sports League Representatives 

Threats to the Homeland: Critical Omni Shoreham Hotel Washington, 10119/2017 

Infrastructure, Disaster Response DC 

and the Home land Security DRS Industry Partners 

Landscape (Plenary Panel Session) 

DHS Strategic Industry 

Conversation UI, Mission 

Priorities: DoublingDOwn on the 

Unity of Effort 

Facebook Live Tech Talk with (online at S&T's Facebook page) ll/9/2017 

NPPD's Chris Krebs 

Hearing on "Examining the Before the House Committee on 12nt2017 

Department of Homeland Homeland Security, Subcommittee 

Security's Efforts to .Counter on Emergency Preparedness, 

Weapons of Mass Destruction" Response, and Communications 

Subcommittee 

DHS Reverse Industry Day Ronald Regan Building, 1131/2018 

Amphitheater 

l ndustry Partners 

Building Security and Resilience 2018 United Kingdom Security and 3/612018 

Capacity at DHS S&T Policing Home Office Event, 

Famborough, United Kingdom 

lnd~vernment academia 

Professional Services Council NRECA Conference Center, 4301 4/9/2018 

Member Meeting: "Accessing Wilson Blvd, Arlington, VA 

Innovation I Expanding Federal 

Opportunities W/OTAsn 

SVIP Aviation Security Industry SRI International 5/4/2018 

Day Menlo Patk, CA 

Industry, TSA 

.Center·of Excellence (COE) ·George Mason University 5/31/2018 

Summit 3351 Fairfax Dr 

Arlington, VA 

Center for Risk and Economic Georgetown University 6/12/2018 

Analysis ofTerrorism Events 371

• and 0 St NW, 

(CREATE)- TSA Symposium Washington, DC 

Accelerating Action for 

Transportation Security 

(C) List all speeches and testimony you have delivered in the past ten years, except for 

those the text of which you are providing to the Committee. 

NONE 

9. Criminal History 

Since (and including) your 181

h birthday, has any ofthe following happened? 

12 

! 
54 

Have yqu been issl\ed a Sl\rnmons, citation, or ticket to appear in court in a criminal proceeding against you? 

(Exclude citations involving traffic infractions where the fine was less than $300 and.did not include alcohol or 

drugs.) 

NO 

Have you been arrested by any police officer, sheriff, marshal or any other type oflaw enforcement official? 

NO 

Have you been charged, convicted, or sentenced of a crime in any court? 

NO • Hiwe you been or are you currently'on probadon or parole? 

NO 

Are you currently on trial or awaiting a trial on criminal charges? 

NO 

To your knowledge, have you ever been the subject or target of a federal, state or local criminal invesiigation? 

NO 

10. Civil Litigation and Administrative or Legislative Proceedings 

(A) Since (and including) your 18th birthday, have you been a party to any public record 

civil court action or administrative or legislative proceeding of any kind that resulted in (1) 

a. finding of wrongdoing against you, or (2) a.settlement agreement for you, or some. other 

person or entity, to make a payment. to settle allegations against you, or for you to take, or 

refrain from taking, some action, Do NOT include small claims proceedings. 

NO 

(B) In addition to those listed above, have you or any business of which you were an officer, 

director or owner ever been involved. as a party of interest in any administrative agency 

proceeding or civil litigation? Please identify and provide details for any proceedings or 

civil litigation that involve actions taken or omitted by you, ot· alleged to have been taken or 

omitted by you, while serving in your official capacity. 

NO 

(C) For responses to the previous question, please identify and provide details for any 

proceedings or civil litigation that involve actions taken or omitted by you, or alleged to 

have been taken or omitted by you, while serving in your official capacity. 

N/A. 

ll. Breach of Professional Ethics 

(A) Have you ever been disciplined or cited for a breach of ethics or unprofessional conduct 

by, or been the subject of a complaint to, any court, administrative agency, professional 

assoCiation, disCiplinary committee, or other professional group? Exclude cases and 

proceedings already listed. · 

13 
55 

NO 

(B) Have you ever been fired from a job, quit a job after being told you would be fired, left 

a job by mutual agreement following charges or allegations of misconduct, left a job by 

mutual agreement following notice of unsatisfactory performance, or received a written 

warning; been officially reprimanded, suspended, or disciplined for misconduct in the 

workplace, such as violation of a security policy? 

NO 

12. Tax Compliance 

(This information will not be pubUshed in the record of the hearing on your nomination, 

butit will be retained in the Committee's files and will be available for public inspection.) 

REDACTED 
56 

REDACTED 

13. Lobbying 

In the past ten years, have you registered as a lobbyist? If so, please indicate the state, 

federal, or local bodies with which you· have registered (e.g., House, Senate, California 

Secretary of State). 

NO 

14. Outside Positions 

X Set~ OGE Form 278. (If, for your nomination, you have completed an OGE Form 278 

Executive Branch Personnel Public Financial Disclosure Report, you may check the box here to 

complete this section lltld then proceed to the next section.) 

For the preceding ten calendar years and the current calendar year, .report any positions 

held, whether compensated or not. Positions include but are not limited to those of an 

officer, director, trustee, general partner, proprietor, representative, employee, or 

consultant ofany corporation, firm, partnership, or other business enterprise or any non15 
57 

profit organization or educational institution. Exclude positions with religious, social, 

fraternal, or political entities and those solely of an honorary nature. 

15. Agreements or Arrangements 

X See OGE Form 278. (If; for your nomination, you have completed an OGE Form.278 

Executive Branch Personnel Public Financial Disclosure Report, you may check the box here to 

complete this section and then proceed to the next section.) 

As of the date of filing your OGE Form 278, report your agreements or arrangements for: 

(1) continuing participation in an employee benefit plan (e.g. pension, 401k, deferred 

compensation); (2) continuation of payment by a former employer (including severance 

payments); (3) leaves of absence; and (4) future employment. 

Provide information regarding any agreements or arrangements you have concerning (1) 

future employment; (2) a leave of absence during your. period of Government service; (3) 

continuation of payments by a former employer other than the United States Government; 

and (4} continuing participation in an employee welfare or benefit plan maintained by a 

former employer other than United States Government retirement benefits. 

16. Additional Financial Data 

All information requested under this heading must be provided for yourself, your spouse, 

and your dependents. (This information will not be published in the record of the hearing 

on your nomination, but it will be retained in the Committee's files and will be available for 

public inspection.) 

REDACTED 
SIGNATURE AND DATE 

I hereby state that·l have read the foregoing Statement on Biographical and Financial Information and that tbe info

provided therein is, to the best of my knowledge, current, accurate, and complete. 

.,-.-, This L![_ day of ;j,.,.Jr:_ , 2018 7 

22 
59 

UNITED STATES OFFICE OF 

GOVERNMENT ETHICS 

REDACTED 

* ----------------------------------------

The Honorable Ron Johnson 

Chairman 

Committee on Ho1.neland SeGudty 

and Governmental Affairs 

United States Senate 

Washington, I)C 20510 

Dear Mr. Chairman: 

July 12,201 t( 

In accordance with the Ethics in Goyemment Act of 1978, 1 enclose a copy of the 

financial disclosure report filed by William Bryan, who has been nominated by President Tnunp 

for the position of Under Secretary for Science and Technology, Department of Homeland 

Security. 

We have reyiewed the repo1t an·d have obtained advice from the. agency concerning any 

possible C()ntlict in li-ght of its functions and the nominees proposed duties. Also enclosed iS an 

ethics agreement outlining the actions that the nominee will tmdertake to avoid conflicts of 

interest. Unless a date for compliance is indicated in the ethics agreement, the nominee must 

ful!y comply wi!hin three months of confirmation with any action specified in the ethics 

agreement, 

Based thereon, we believe that this nominee is in compliance with applicable laws. and 

regulations gov~rning conflicts of interesL 

Enclosures REDACTED 

Sincerely, 

DAVID 

APOL 

David J. A pol 

Digi!illly sigm.il by DAViD 

APOL 

Dute:20!8.07."2 H!:28:58 

·04'00' 

Acting Director and General Counsel 

1201 NEW YORK AVF.NW·SU!TE 500·WASHINGTONDC·20005 * * * * 
60 

Joseph B. Maher 

Designated Agency EthiCs Official. 

D~partment ofHomeland Security 

Washington, D.C. 20528~0485 

Dear Mr; Maher: 

June l, 20!.8 

The purpose ofthis letter is to describe the steps I hat I will take to avoid any act~.;al or 

apparent conflict of interest in the event t.hat I am confirmed for the position of Under Secretary 

for Schmce and Technology, Department of Homeland. Security. 

As required by 18 U.S.C. § 208(a), I will not participate personally and substantialiy in 

anyparticularmatter in which I know that !.have a financial interest .directly .and predictably 

affected by the matter; or in which.! know that a person whose interests are imputed to m.e has a 

financial interest directly and predictably affected by the matter, unless I first obtain a written 

waiver, pursuant to 18 U.S.C. §. 208{b)(l), or qualify for a regulatory exemption, pursuant to 

18 U.S:C. § 208(b)(2). I unders.tand that the interests ofthe following persons are imputed to 

me: .any spouse or minor child of mine; any general partner of a partaership in which I am a 

limited or general. partner; any organization in which I serve as officer, director; trustee, general 

partner or employee; and any person or organization with whiCh l run negotiating or have an 

arrangement concerning prospective emph:iyment. 

Upon confirmation, l will resign from my positions with the following entities: 

Intemat.ional Stability Operations Association and Vision Baptist Church. For a period ofone 

year after mY resignation from each of these. entities, I will not participate personally and 

substantially in any p!'lrlicular matter involvingspeciticparties in which I know that <:ntityiS a 

party or r(!presents a party, unless lam first a.u.thorized to participate, pursuant t9 5 CF.R. § 

2635.502{d}. 

If I have a managed account or otherwise use the services of an investment prof'es;;ional 

during my appointment, I will ensure th<lt the account manager or investment professional 

obtains my prior approval on a case-by-case basis for the purchase of any assets other than cash, 

cash equivalents, investment fundsthat qualify for the exemption at 5 C.F.R. § 2640;201 (a}, or 

obligations of the United Stales. 
61 

l will meet in person with you or another DHS ethics official during the first week of my 

service 'in the position of Under Secretary for Science and Technology in order to complete the 

initial ethiCs briefing required under 5C.F. R. § 2638.305. Within 90 days of my confirmation, .I 

wilt document my cOmplilince with this·ethies agreement by notifying you in writing when I 

have completed the steps describ.ed 'in this ethics agreement. 

I understand that as an appointee I will be. required t.o sign the Ethics Pledge (exec. Order 

No .. 13770) and that l willl;le bouml by the requirements and restrictions therein. in addition to the 

commitments l have made in this ethics agreement. 

I have been advised that this ethics agreement wili be posted publiCly, consistent with 

5 U.S. C .. § 552, on the website of ihe U.S~ Office of Government Ethics With ethics agreements. 

of other Presidential nominees who fiie public financial disclosure reports. 

Sincerely, lr 

PI· 

William Bryan · . · 
62 

U.S. Senate Committee on Homeland Security and Governmental Affairs 

Pre-hearing Questionnaire 

For the Nomination of William N. Bryan to be 

Under Secretary for Science and Technology 

Department of Homeland Security 

I. Nomination Process and Conflicts of Interest 

1. Did the President give you specific reasons why he nominated you to be the next Under 

Secretary of Homeland Security- Science and Technology (S&T) Directorate at the 

Department of Homeland Security (DHS or the Department)? 

Response: I have not had a personal conversation with the President regarding my 

nomination. It is my understanding that Secretary Nielsen recommended my 

nomination. I have known the Secretary for some time and share her views on 

shaping the Science and Technology Directorate to meet the challenges of rapid 

innovation cycles and the evolving threat landscape. 

2. Were any conditions, expressed or implied, attached to your nomination? If so, please 

explain. 

Response: No 

3. Have you made any commitments with respect to the policies and principles you will 

attempt to implement as Under Secretary for the S&T Directorate? If so, what are they, 

and to whom were the commitments made? 

Response: No 

4. Are you aware of any business relationship, dealing, or financial transaction that could 

result in a possible conflict of interest for you or the appearance of a conflict of interest? 

If so, please explain what procedures you will use to recuse yourself or otherwise address 

the conflict. And if you will recuse yourself, explain how you will ensure your 

responsibilities are not affected by your recusal. 

Response: I have consulted with the Office of Government Ethics and The 

Department of Homeland Security Designated Agency Ethics Official to identify any 

and all potential conflicts of interest. Any potential conflicts of interest will be 

resolved in accordance with the terms of an ethics agreement that I have entered 

into with the DHS Designated Agency Ethics Official. Outside of the items provided 

in this agreement, I am not aware of any additional conflicts of interest(s). 

Senate Homeland Security and Governmental Affairs Committee Page 1 
63 

II. Background of the Nominee 

5. What specific background, experience, and attributes qualifY you to be the Under 

Secretary? 

Response: My career over the past 40 years (both public and private sector) has 

prepared me for this moment, beginning at the age of 19 in a suburban Detroit steel 

factory supervising 60 individuals and culminating with my current position as the 

Senior Official Performing the Duties of the Under Secretary for S&T 

(SOPDUSST). My comprehensive experience as a manager, leader, technician and 

program architect spanned the areas of Infrastructure Security, Energy 

Restoration, Homeland Defense, Critical Infrastructure Protection and Risk 

Management. At the core of achieving these national security objectives was my 

ability to communicate, collaborate, coordinate and build consensus internally 

within my organization and with external agencies, local, state and tribal 

governments, the defense and utility industries and foreign governments. 

6. You have spent much of your professional career serving in various capacities and 

positions at the Departments of Homeland Security, Energy, and Defense, as well as the 

private sector. Please briefly describe your experiences at ValueBridge International and 

the Department of Defense, including any experience leading and overseeing major 

procurement and research and development (R&D) projects. 

Response: During my time at ValueBridge International I focused on the business 

development of a new "Energy" vertical within the company. I identified our 

proposed core services; Strategic Planning, Policy Alignment, Cyber & Physical 

Security, SME Access, and Innovative Solutions. Our targeted customer base 

included the Commercial Sector, R&D Community, Technology Investors, and the 

Public Sector. 

During my time at the Department of Defense I served as the Director for Critical 

Infrastructure Protection (CIP) and advised the Assistant Secretary for Homeland 

Defense and America's Security Affairs on the relevance of ongoing activities of CIP 

across the DOD enterprise and the mission impact of these activities. I also 

developed global DOD policy and budget advocacy related to the identification, 

prioritization, assessment, and remediation of DOD assets and their supporting 

infrastructure including the worldwide defense industrial base. I routinely 

interfaced with the Homeland Security Council, National Security Council and 

other federal agencies regarding any potential leveraging of DOD CIP capabilities 

in support of all applicable strategies and directives. 

Senate Homeland Security and Governmental Affairs Committee Page2 
64 

7. Please describe: 

a. Your leadership and management style. 

Response: As a leader, I am committed to setting an example of servant-leadership 

and honoring the value of my team and their contributions. My primary role is to 

effectively communicate a vision for the organization and provide them with the 

adequate resources and tools to achieve that vision. It is my duty to describe 

what success looks like and allow them the flexibility to get us there regardless of 

the path. I empower my leadership to make decisions but emphasize the 

importance of ensuring they are well-informed decisions. I also place extreme 

value in accountability, transparency, flexibility, and visibility. 

My management style focuses on the value of team work and team building. This 

lends itself to ensuring that the appropriate personnel are assigned to positions 

that maximize their skill set and ensures the strength of the team. This also 

places personnel in a position to succeed as opposed to fail. I also do not 

prescribe how I want something accomplished since I believe in the innovative 

and critical thinking of others to achieve maximum results. 

b. Your experience managing personnel. 

Response: I have managed diverse personnel and teams of varying complexities, 

skill sets, education and backgrounds in both the public and private sector 

throughout my 40-year career culminating in my current role as the 

SOPDUSST. 

c. What is the largest number of people that have worked under you? 

Response: In my current role as the SOPDUSST, I have the privilege of leading a 

federal workforce of approximately 450 full time employees. 

III. Role ofthe Under Secretary for Science and Technology 

8. Please describe your view of the S&T Directorate's core mission and the Under 

Secretary's role in achieving that mission. 

Response: I believe the mission of S&T is to enable effective, efficient, and secure 

operations across all homeland security missions by applying timely scientific, 

engineering, and innovative solutions through research, design, test and evaluation, 

and acquisition support. 

Senate Homeland Security and Governmental Affairs Committee Page3 
65 

My role, should I be confirmed as USST, is to serve as the science advisor to the 

Secretary and ensure S&T is a Departmental resource to all the DHS Components 

for their R&D needs. To enable that, I must ensure that we have processes and 

procedures in place that can be systemically applied against all programs to deliver 

solutions that address customer's needs via a deliberative approach and to execute 

each program efficiently and effectively with an objective of maximizing our return 

on investment. 

9. The S&T Directorate is the main R&D component of the Department of Homeland 

Security. Why do you believe you are qualified to carry out the responsibilities of the 

Directorate? 

Response: Technology innovation cycles are rapidly changing and the nature of the 

threats we see is dynamic. This combination presents a significant challenge to 

traditional R&D approaches. I believe my operational background, leadership 

skills, and experience working with our national labs provide me the foundation 

needed to "operationalize" R&D to better support the missions of the Department 

and the nation's first responders. 

I 0. What do you anticipate will be your greatest challenges as Under Secretary for S&T, and 

what do you expect will be your top priorities? What do you hope to accomplish during 

your tenure? 

Response: If confirmed, I hope to drive the change needed to enable S&T to become 

a customer-driven service organization. S&T is a customer service organization and 

we must structure ourselves to be customer/component driven, homeland focused, 

agile, and responsive; and look to make use of existing te(!hnologies, ensure effective 

technology transfer/commercialization, and maintain science and engineering 

excellence. This Is a cultural shift in the way S&T has been managed in the past and 

I anticipate this "change in culture" would be my greatest challenge. 

IV. Policy Questions 

11. If confirmed, what are your goals for your first 90 days as Under Secretary for S&T? 

Response: If confirmed, my goal for the flrst 90 days as Under Secretary is to set 

S&T on the path to reestablishing itself as a valued resource for the Department 

whicb delivers customer-focused, requirements-driven, and efficient and effective 

R&D solutions and test & evaluation capabilities that impact operations. 

12. Based on your observations while serving a~ the Senior Official Perfonning the Duties of 

the Under Secretary for S&T, if confirmed do you plan to restructure the organization of 

Senate Homeland Security and Governmental Affairs Committee Page4 
66 

the S&T Directorate? Please provide detailed information on your organizational strategy 

and plans. 

Response: During my time as Deputy Under Secretary, Acting Under Secretary, and 

SOPDUSST, I have had time to get to know and thoroughly understand S&T's 

strengths and weaknesses. Based on extensive conversations with staff, component 

and first response customers, industry partners, government partners, and others, I 

believe some internal changes are needed for S&T to become a more capable and 

effective solution provider for the Department and our customers across the 

Homeland Security Enterprise. In my current capacity, I've provided some strategic 

direction, based on my interactions with the Department leadership, component 

heads, S&T personnel, and other S&T stakeholders, which, if confirmed, I look 

forward to implementing. 

It is important to me that any internal organizational realignments we put in place 

are employee-driven and focused on better enabling the efficient and effective 

business of R&D. Therefore, I first asked the organization to design a new model for 

S&T's approach to business: the Operating Model. A team of S&T employees, 

through town balls and open meetings, developed recommendations for how we 

should strengthen our approach to business in five key areas--customer 

engagement, requirements, program management, tech scouting, and transition. 

This extensive open process has culminated in S&T's new Operating Model, focused 

on (I) understanding our customers' needs, (2) applying a deliberate approach, and 

(3) efficient and effective execution. 

With this in place, we can better defme the internal realignments needed to 

successfully implement the Operating Model Blueprint. If confirmed, I look forward 

to moving forward with these changes to create a more efficient, effective R&D 

organization. 

13. Within DHS, the Directorate plays a role in R&D, testing and evaluation, and working 

with components. The Government Accountability Office and others have noted that the 

Directorate struggles to provide technology and research that directly aligns with the 

mission and needs ofDHS's components. 

a. If confirmed, how will you work to ensure that the Directorate is doing its work 

in coordination with components to satisfY components' needs? 

Response: Customer engagement is one of the areas I believe S&T needs a 

better, more systematic approach. If confirmed, I look to establish a new 

office responsible and accountable for systematically engaging with S&T's 

customers at various levels, from boots on the ground to component heads 

and everyone in-between, and will serve as the primary entry point for 

customers into the Directorate. This office will consist of engagement leads 

Senate Homeland Security and Governmental Affairs Committee PageS 
67 

aligned to DHS mission areas, customer leads, and a pool of program 

managers that will ensure that the customer's needs are being met from the 

beginning of a project/requirement through delivery. 

b. How will you ensure that the S&T Directorate's acquisitions that are tested and 

evaluated are viable and functional for components? 

Response: The acquisition process, by Directive, requires major acquisition 

programs to conduct operational test and evaluation by an independent 

organization and requires the Director of Test and Evaluation to 

independently evaluate the operational effectiveness, suitability, and 

cybersecurity of acquisition solutions prior to entering into low rate 

production or incremental delivery. If confirmed, I will ensure that S&T 

fulfills this role by matrixing in-house test and evaluation and systems 

engineering experts to all R&D programs to guide the customer's 

requirements development, design, and test and evaluation in the R&D phase 

of technology I solution development. 

14. Each of the past Under Secretaries for S&T have taken different approaches to allocating 

resources across the spectrum of basic research to late-stage development. How do you 

think the S&T Directorate's resources are best allocated across the spectrum of basic 

research to late-stage development? 

Response: The role of S&T is to provide timely solutions that provide operational 

impact to DHS components, the First Responder Community and the Homeland 

Security Enterprise (HSE). As such, if confirmed, I will ensure resources are 

focused on where they can have the most immediate impact for our customers with 

validated requirements, while also ensuring some resources are set aside for the 

critical, longer-term science and over-the-horizon scanning needed to ensure success 

In the future. I would look to focus resources on technology scanning to identify 

candidate technologies in late-stage development to meet the immediate operational 

needs of the customers. These technologies can be reused, repurposed, or adapted in 

a quick and cost-effective manner. Additionally, S&T will continue to utilize 

programs that provide fundamental research and early stage technologies to 

address long-term strategic needs. S&T's basic research strategy will leverage other 

organizations and agencies, such as the National Research Council and academia. 

15. In 1947, Federally Funded R&D Centers (FFRDCs) were created to work almost 

exclusively on behalf of the government. How will you leverage other agency research, 

development, testing and evaluation investments with FFRDCs? In particular, how will 

you partner with the Department of Energy Labs that continue to develop technologies 

with application to homeland security? 

Senate Homeland Security and Governmental Affairs Committee Page6 
68 

Response: The Homeland Security Act of 2002 established the Office of National 

Laboratories to coordinate and utilize the Department of Energy (DOE) National 

Laboratories creating a networked laboratory system for the purpose of supporting 

the missions of the Department. S&T's relationship with the DOE National 

Laboratories has historically provided the opportunity for DHS to leverage 

infrastructure and technical, scientific, and analytical capabilities critical to 

homeland security needs. If confirmed, moving forward, I look to build a deeper 

and more collaborative partuership between DHS and DOE to more effectively 

access and leverage the DOE National Labs for their unique capabilities. S&T will 

partner with the National Labs and all FFRDCs, when appropriate, to validate 

requirements, scout existing technologies, develop test strategies, or initiate and/or 

invest in ongoing R&D programs at the DOE National Laboratories. 

16. The Administration has requested that the National Biological and Agriculture Facility 

(NBAF) be transferred to the U.S. Department of Agriculture (USDA). 

a. Please explain how the Directorate plans to coordinate with the USDA to ensure 

the USDA balances its traditional health and safety mission with NBAF's national 

security mission. 

Response: The National Biological and Agricultural Facility (NBAF) is a one-ofa kind national asset that is critical to the security of the Nation's agricultural 

sector. NBAF's foundation is in HSPD-9, which tasked the Secretaries of 

Agriculture and Homeland Security to "develop a plan to provide safe, secure, 

and state-of-the-art agriculture biocontainment laboratories that research and 

develop diagnostic capabilities for foreign animal and zoonotic diseases." 

Whether intentional or accidental, the introduction of a foreign animal or 

zoonotic disease can have a devastating impact on our agricultural economy. 

DHS remains committed to our role defined in HSPD-9 in coordinating with U.S. 

Department of Agriculture (USDA) to accelerate and expand development of 

countermeasures to protect against threats of foreign animal and zoonotic 

diseases that impact the U.S. agricultural economy. S&T, through our Office of 

National Labs, will work with USDA to ensure that NBAF is part of the expert 

team working projects in this mission area. 

17. Electromagnetic pulse and space weather may affect the performance of the North 

American electrical grid. Please describe the role the S&T Directorate can play in 

resolving technical disagreements among federal agencies and stakeholders surrounding 

this issue. 

Response: The Department is currently working on an EMP Strategy, with S&T's 

support. A significant body of technical work exists from other agencies, national 

labs and industry and S&T has had programs in related areas that are completed. 

However, S&T has not received specific requirements, requests, or funding from a 

Senate Homeland Security and Governmental Affairs Committee Page? 
69 

DHS component or other partners to conduct additional research and development 

in this area. Pending specific customer requirements, S&T remains engaged with 

our federal and industry partners in this mission space to ensure we are tracking 

major research activities. 

a. What are some actions S&T can take to promote resiliency of the electrical grid? 

Response: Working with DOE, DHS National Protection and Programs 

Directorate (NPPD), and other federal and private sector stakeholders S&T will 

continue to facilitate information sharing, test & evaluation, and other fora to 

promote the resiliency of the grid. Our aim is to be requirements driven so we 

can focus our efforts on tangible, relevant, and valuable results needed by our 

component customers. Thus, we will rely on NPPD to drive the requirements 

and guide our research efforts in grid resiliency. 

18. Successful research, development, testing and evaluation portfolios have a mix of shortterm (less than 3 years), mid-term (3-6 years) and longer term duration projects and 

programs. What is the current portfolio mix of projects and programs? 

Response: The Directorate is dedicated to providing timely solutions that provide 

operational impact to DHS components, the First Responder Community and the 

Homeland Security Enterprise (HSE). S&T will focus the majority of its resources 

for programs and projects that identify and/or develop mature technologies to meet 

the immediate operational needs of the DHS components and the HSE. At this time, 

S&T does have a mix of projects across the timeline from very rapid turn-around 

projects to the longer-term basic research undertaken by our University Centers of 

Excellence. The majority of S&T current projects are 5 years or less. 

a. What is your philosophy about funding higher-risk, long-tenn projects that can 

have large return on investment? 

Response: My philosophy is that it is all about balance. I believe, in addition to 

supporting the operational needs of our customers, S&T must also devote 

resources to identify and track far-term emerging and disruptive technologies, 

and identify the long-term impacts of technological risks (known and 

unknown). Based on those technology assessments and analyses, if confirmed, I 

would fund high-risk, high-reward technologies with the potential to impact 

DHS component and HSE operations. 

Senate Homeland Security and Governmental Affairs Committee PageS 
70 

V. Relations with Congress 

19. Do you agree without reservation to comply with any request or summons to appear and 

testify before any duly constituted committee of Congress if you are confirmed? 

Response: If confirmed, I will comply without reservation. 

20. Do you agree without reservation to make any subordinate official or employee available 

to appear and testify before, or provide information to, any duly constituted committee of 

Congress if you are confinned? 

Response: If confirmed, I will comply without reservation. 

21. Do you agree without reservation to comply fully, completely, and promptly to any 

request for documents, communications, or any other agency material or information 

from any duly constituted committee of the Congress if you are confirmed? 

Response: If confirmed, I will comply without reservation. 

VI. Assistance 

22. Are these answers your own? Have you consulted with S&T, DHS or any other 

interested parties? If so, please indicate which entities. 

Response: Yes. I have written and approved all edits to the responses in this 

document, and the answers are my own. I did consult with DHS senior staff. 

Senate Homeland Security and Governmental Affairs Committee Page9 
71 

Minority 

Supplemental Pre-hearing Questionnaire 

For the Nomination of William N. Bryan to be 

Under Secretary for Science and Technology 

Department of Homeland Security 

I. Nomination Process and Conflicts of Interest 

1. Has the President or his staff asked you to sign a confidentiality or non-disclosure 

agreement? 

Response: No. 

2. Has the President or his staff asked you to make any pledge or promise if you are 

confirmed as Under Secretary? 

Response: No. 

3. During your tenure in this Administration, have you asked any federal employee or 

potential hire to pledge loyalty to the President, Administration or any other government 

official? 

Response: No. 

II. Background of the Nominee 

4. Please list and describe examples of when you made politically difficult choices that you 

thought were in the best interest of the country. 

Response: I have been fortunate in that throughout my time at the U.S. 

Departments of Defense and Energy, I have been involved in the areas of 

infrastructure protection and energy restoration. While these topics largely garner 

bi-partisan support, when/if faced with difficult decisions, I would always place the 

good of the nation and the DHS mission ahead of politics. 

5. What would you consider your greatest successes as a leader? 

Response: People measure and defme success in a variety of ways and although I've 

accomplished many of the goals and objectives set before me throughout my career, 

two particular moments stand out. The first dates back to 1978 when I was 19 years 

old working in the labor gang of a steel factory. 1 knew I could do more, so I started 

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looking for opportunities to advance. At that time supervisors tended to be men in 

their 40's or 50's and they were distinguishable by the white helmets they wore so as 

I observed them my passion for leadership grew. I approached one of the senior 

leaders and indicated my desire to be a supervisor. Although he expressed concern 

about my age, he allowed me to compete with three others vying for the same 

position. I was given a crew of 60 people to supervise, ages 18-65, with a wide range 

of skill sets. The deciding factor for the position was the leader who could motivate 

his crew to move the most molten steel over a 90-day period. My crew moved twice 

as much as the closest competitor and I received the position and became the 

youngest salaried employee the company ever had. That 90-day period validated my 

ability to rally a team, give them a vision and a direction, and accomplish the task. 

The next example spans 40 years and brings together all my experiences as a leader 

and that success was being nominated for this position. Being nominated is an honor 

and if confirmed, I will humbly serve this nation and the Department of Homeland 

Security. 

6. What do you consider your greatest failure as a leader? What lessons did you take away 

from that experience? 

Response: My leadership experience at the steel factory shaped me very early on in 

my career and much of my ability to manage risk and lead people came from that 

period from 1978-1985. I remember that I was in a position where I had two options 

in deciding how to proceed and both were costly. I sought the advice of my 

supervisor, but he deferred to me to make the decision. I weighed the risk and made 

a decision knowing that it would cost the company in lost revenue. However, I felt 

the other option had the potential of costing the company more. I was later 

rewarded and commended for making the decision. The lesson I learned is never be 

afraid to make a decision. 

7. What specific experiences and positions in your employment history prepared you for the 

Under Secretary position? 

Response: Each and every position throughout my career shaped me and prepared 

me for the Under Secretary position. My eight years as a supervisor for Great Lake 

Steel was the cornerstone and foundation that shaped my leadership philosophy. 

My 17 years as an analyst and later a technician in the Army and three years in the 

Virginia National Guard taught me the value of teambuilding, trust, and reliance on 

others to maximize success. 

My five years in the position as the Director for Critical Infrastructure Protection in 

the Office of the Under Secretary of Defense for Policy honed my skills in 

communication, collaboration and coordination in policy development and 

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implementation across all the services, Combatant Commands and the Defense 

Industrial Base sector. 

My eight years at the Department of Energy serving as the Deputy Assistant 

Secretary for Infrastructure Security and Energy Restoration and as a Senior 

Advisor for International Affairs gave me my first exposure to the Senior Executive 

Service and the responsibility of operating at the C-suite level, interagency 

collaboration, and extensive interaction with the utility industries (oil, gas, and 

electricity). It also gave me an appreciation of the cultural differences between 

federal agencies (DOD vs DOE) and the recognition that leaders must continually 

adapt to cultural shifts to make an impact. 

Although my time at ValueBridge was brief, I did learn the importance of return on 

investment and the need to measure the value of what you bring and what you 

provide. 

The last position that prepared me for this is actually my current role as the 

SOPDUSST. I have had over one year in the DHS and specifically in S&T. I have 

observed the organization and if confirmed, I believe I can set S&T on the path to 

reestablishing itself as the valued, centralized resource for R&D throughout the 

Department, delivering customer-focused, requirements-driven, efficient and 

effective R&D solutions that impact operations. 

8. In May 2017, you began working as a Senior Advisor at the Department of Homeland 

Security. In June 2017, you began serving as the Deputy Under Secretary for Science 

and Technology (S&T) and the Acting Undersecretary. Since November 2017, you have 

continued to serve as Deputy Under Secretary and as the Senior Official Performing the 

Duties of the Under Secretary. 

a. Please describe your role and responsibilities in each of these positions. 

Response: My time as Senior Advisor gave me the opportunity to become 

familiar with the structure, the operations and the workforce at S&T. Upon 

assuming the role as the Deputy USST, Acting USST and SOPDUUST my 

responsibilities were no different and focused on what I see as the mission of 

S&T is to be which is to enable effective, efficient, and secure operations across 

all homeland security missions by applying timely scientific, engineering, and 

innovative solutions through research, design, test and evaluation, and 

acquisition support. 

My role, should I be confirmed as USST, is to serve as the science advisor to the 

Secretary and ensure S&T is a Departmental resource to all the DHS 

components for all of their R&D needs. To enable that, I must ensure that we 

have processes and procedures in place that can be systemically applied to all 

programs to deliver solutions that address customer's needs via a deliberative 

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approach and to execute each program efficiently and effectively with an 

objective of maximizing our return on investment. 

b. Have you received any guidance regarding compliance with the Federal 

Vacancies Reform Act? If so, please describe what guidance you have received. 

Response: In November, 2017, DHS directed me to use the title "Senior Official 

Performing the Duties of the Under Secretary for Science and Technology." The 

time-limit for an official to serve as the Acting Under Secretary for S&T under 

the Federal Vacancies Reform Act (FVRA) expired on November 15, 

2017. Thus, after that date, I could not use the title "Acting Under Secretary." 

c. How have your role and responsibilities changed since you ceased to be the 

Acting Under Secretary in November? 

Response: There are no duties of the Under Secretary that by statute or 

regulation must be performed only by the Under Secretary. 

ValueBridge International 

Your biographical questionnaire indicates that you worked at ValueBridge International as 

President of the Energy Group from December 2015 to March 2017. 

9. Please describe your role and responsibilities at ValueBridge International. 

Response: My time at ValueBridge International focused on the business 

development of a new "Energy" vertical within the company. I identified our 

proposed core services; Strategic Planning, Policy Alignment, Cyber & Physical 

Security, SME Access, and Innovative Solutions. Our targeted customer base 

included the Commercial Sector, R&D Community, Technology Investors, and the 

Public Sector. 

I 0. Please describe who you reported to and where your position fit within the organizational 

hierarchy. Please include individuals to whom you directly reported and relevant dates. 

Response: I reported to Rehan Dawer, the President and CEO ofValueBridge 

International as the parent company. It was envisioned that I would spearhead the 

stand-up ofValueBridge Energy Group. 

II. Were you recruited for the position? If so, please describe the process. 

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Response: I was introduced to Rehan through a mutual acquaintance. We had lunch 

and he introduced his vision for an Energy line of business primarily focused on 

working with investors to develop renewable energy solutions in third world 

countries. He asked if I would be interested in working with him to set it up after I 

retired. I found the opportunity noble, but I made no commitment and immediately 

consulted with the Office of General Council. On 1 Dec 2014, I signed a 

"Notification of Post-Employment Negotiation or Agreement" and a "Recusal 

Statement" should any matters involving ValueBridge arise. 

12. Please describe the circumstances of your departure from the company. 

Response: I was given the opportunity to re-enter Government service so I broke off 

all ties to ValueBridge. 

13. While you worked at ValueBridge International, you also worked as a Senior Advisor at 

the Department of Energy until June of20!6. What work did you perform at the 

Department of Energy during this time? 

Response: I continued my work supporting the Office of International Affairs at the 

request of the Secretary of Energy. AU work with ValueBridge ceased until June 

2016 to avoid any potential conllict of interest in accordance with my postemployment restrictions of 18 U.S.C. 207 

14. While you worked at ValueBridge International, you registered as a foreign agent in 

connection with your work for a Belgian company, CabinetDN, and a Ukrainian 

company, Naftogaz, and its subsidiaries. 

a. What work did you perform for those companies? 

Response: ValueBridge International, my direct employer, was the subcontractor on a contract held by CabinetDN, to facilitate communications and 

events for Naftogaz surrounding the current energy challenges in the region. 

b. Did your work for the companies include matters related to the Nord Stream-2 

pipeline? 

Response: Minimally. 

c. If so, please describe in detail your work on that project. 

Response Nord Stream-2 was one of several energy challenges in the region 

around which ValueBridge assisted in facilitating communications and events to 

discuss solutions. 

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15. While you worked at ValueBridge International, did you perfom1 work for other foreign 

clients? If so, please list each client and the work you performed. 

Response: No. 

Ethics 

16. Were you required to sign an ethics agreement(s) while working at the Department of 

Energy or at the Department of Homeland Security? 

Response: No. 

a. If so, did you sign any such ethics agreement(s)? 

Response: N/A 

b. If so, please provide a copy of your signed ethics agreement or a description of 

the applicable provisions related to outside employment and restrictions on former 

officers, employees, and elected officials of the executive branch. 

Response: N/A 

III. Role of the Under Secretary for Science and Technology 

17. Please desclibe your view of the S&T Directorate's role in supporting the acquisition 

process for DHS, and what S&T can provide to the department to reduce the number of 

failed acquisitions for technology and equipment. 

Response: I believe S&T plays a valuable role for the Department, actively 

overseeing and managing the test and evaluation activities of the Department's 

major acquisition programs. This includes advising the Acquisition Review Board 

and the Acquisition Decision Authority on the operational effectiveness, suitability 

and cybersecurity of acquisition program solutions; and conducting Technical 

Assessments of the Department's major acquisition programs prior to program 

execution to identify technical risks, evaluate technology and manufacturing 

·maturity, and determine impacts to acquisition outcomes. 

To reduce the number of failed acquisitions, if confirmed, I plan to increase S&T's 

early engagement with component acquisition programs to improve the conditions 

for successful acquisition outcomes. 

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IV. Policy Questions 

18. Based on your observations while serving as the Senior Official Performing the Duties of 

the Under Secretary for S&T, if confirmed do you plan to restructure the organization of 

the S&T Directorate? Please provide detailed information on your organizational strategy 

and plans. 

Response: During my time as Deputy Under Secretary, Acting Under Secretary, and 

SOPDUSST, I have had time to get to know and thoroughly understand S&T's 

strengths and weaknesses. Based on extensive conversations with staff, component 

and first response customers, industry partners, government partners, and others, I 

believe some internal changes are needed for S&T to become a more capable and 

effective solution provider for the Department and our customers across the 

Homeland Security Enterprise. In my current capacity, I've provided some strategic 

direction, based on my Interactions with the Department leadership, component 

heads, S&T personnel, and other S&T stakeholders, which, if confirmed, I look 

forward to implementing. 

It is important to me that any internal organizational realignments we put in place 

are employee-driven and focused on better enabling the efficient and effective 

business of R&D. Therefore, I first asked the organization to design a new model for 

S&T's approach to business: the Operating Model. A team ofS&T employees, 

through town halls and open meetings, developed recommendations for bow we 

should strengthen our approach to business in five key areas--customer 

engagement, requirements, program management, tech scouting, and transition. 

This extensive open process has culminated in S&T's new Operating Model, focused 

on (1) understanding our customers' needs, (2) applying a deliberate approach, and 

(3) efficient and effective execution. 

With this in place, we can better define the internal realignments needed to 

successfully implement the Operating Model Blueprint. If confirmed, I look forward 

to moving forward with these changes to create a more efficient, effective R&D 

organization. 

19. What are your plans for reviewing the constitution ofthe current workforce at S&T, and 

what is your plan for balancing the ratio of senior and junior staff? Do you have any 

plans for removing or reassigning S&T SES staff? 

Response: The S&T workforce is crucial to its success. It is imperative that we have 

a career path for aU levels of our employees. As part of S&T's revitalization efforts, 

we are building plans to accommodate a mix of junior, mid-level, and senior staff, as 

appropriate to various positions, to promote training and career development. 

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I have no plans to remove any staff from S&T. As part of S&T's revitalization, 

some SES staff will be realigned to ensure their leadership skills are best utilized for 

the needs of the organization. 

20. Based on your observations while serving as the Senior Official Performing the Duties of 

the Under Secretary for S&T, if confinned will you commit to reviewing the size of the 

contracting workforce at S&T, and ensure that all inherently govermnental functions are 

being performed by Federal staff? 

Response: Yes. 

21. The DHS Authorization bill contains language eliminating the Homeland Security 

Advanced Research Projects Agency (HSARPA) and replacing it with an Office of Chief 

Scientist. How will this help S&T achieve its current mission? What efficiencies will 

this help provide if enacted? 

Response: Other Federal R&D organizations such as DARPA, IARPA and ARPA-E 

focus solely on high-risk, high-reward technologies for their stakeholders. The focus 

ofS&T's HSARPA, while named-ARPA, bas alternately been focused on 

developing mature technologies to address the immediate operational needs of DHS 

components, the First Responder Community and the Homeland Security 

Enterprise, with some projects focused on high-risk, high-reward technologies. By 

clearly separating the R&D programs addressing near-to-mid-term needs from the 

long-term high-risk, high-reward projects, S&T can be more deliberate and 

transparent in defining its portfolio. 

The Office of Chief Scientist (OCS) will focus on far-term emerging and disruptive 

technologies (up to 20 years), with greater emphasis on enabling capabilities for the 

5-10 year period. OCS will be optimized to discover and identify the long term 

impacts of technological risks (known and unknown), incubate high-risk/highreward near-term and future technologies, and be a key source of input for the S&T 

investment priorities. 

22. Based on your experience, how well is the new Countering Weapons of Mass Destruction 

Office (CWMD) interfacing with S&T? 

Response: Following the stand-up of the Countering Weapons of Mass Destruction 

(CWMD) Office in December 2017, I appointed an S&T-CMWD Liaison and my 

Deputy Chief of Staff to interface with CWMD Office leadership and staff to ensure 

a strong relationship. In the past eight months, the relationship bas been positive. 

S&T and the CWMD Office are collaborating in a number of areas related to 

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weapons of mass destruction threats to support the operational missions of DHS 

components, the First Responder Community and the Homeland Security 

Enterprise (liSE). These areas include development of CWMD systems 

architectures, and identification and prioritization of CWMD requirements. 

a. Are there any areas where you have observed redundancy or duplication? 

Response: The formation of the CWMD Office is recent, and CWMD Office and 

S&T leadership and staff engage regularly to identify potential redundancies, 

integrate efforts where appropriate, and align roles and responsibilities. These 

activities are on-going. 

b. Are there any issues with the separation of responsibilities between S&T and 

CWMD over chemical and biological research and development responsibilities? 

Response: The formation of the CWMD Office is recent so the delineation of 

responsibilities is being defined to ensure the success of both organizations and a 

coordinated capability for the Department. Over the past four months, staff 

from S&T and the CWMD Office have been actively working the processes for 

identification and prioritization of CWMD requirements, determining which 

requirements require R&D, and transmission of those to S&T for execution. 

Once R&D requirements are identified, S&T will work with the CWMD Office 

and the customer(s) on the planning and execution of R&D projects to address 

the requirements and ensure the R&D solution meets the needs of the CWMD 

Office and the customer's mission. 

c. What process would you recommend to ensure that S&T receives requirements 

for chemical and biological research and development? 

Response: I would recommend the process be conducted exactly as is done with 

all other component partners. S&T and the CWMD Office staff are actively 

engaged in developing processes for identifying requirements and determining 

those that require R&D by S&T. At the highest level, S&T and the CWMD 

Office are collaborating with DHS components and HSE customers on systems 

analysis efforts to capture robust requirements that map to the components' 

CWMD mission. We will also ensure that R&D programs and projects are 

planned and executed in partnership with the components and the CWMD 

Office. 

d. What processes in general would you recommend to ensure that S&T and CWMD 

work well given their current construction based on the 872 reorganization? 

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Response: Transparency is critical towards working weD together. To that end, 

S&T and the CWMD Office maintain open dialog through regular meetings 

·between leadership and staff, coUaboration on projects, and planning for future 

programs. 

23. An article you published on the S&Tblog on August 21, 2017 titled "Strengthening Our 

Agricultural Security" references ''innovative technical solutions for homeland security 

challenges." In your own words, "the scale of our nation's agriculture and related sectors 

mean it is essential to invest in cutting-edge chemical and biological defense 

capabilities." You mentioned that the S&T Chemical and Biological Defense Division 

(CBD) worked to license a rapid response diagnostic kit for Foot and Mouth Disease 

(FMD) and that it is the first kit that can be manufactured in the U.S. You also 

mentioned Plum Island Animal Disease Center filing patents that will help improve and 

develop vaccines and detect diseases. What are your plans for building on S&T's 

activities in the area of agricultural security? 

Response: S&T has a strong history of investing in and advancing the agricultural 

security of the United States in partnership with U.S. Department of Agriculture 

(USDA). USDA executes a significant piece of the mission in agricultural security 

through critical training, diagnostic capabilities and continuing research. However, 

DHS plays a critical role through accelerating vaccine development and late-stage 

technology transition focused on National Security. If confirmed, I plan to have 

S&T continue to partner with USDA to ensure that the Nation's agriculture is 

protected against threats caused by the introduction of diseases whether accidental 

or intentional. S&T will work across DHS and other agencies to identify gaps that 

drive research, development, test and evaluation investments in animal and public 

health and develop an interagency strategy to invest in agricultural defense for the 

Nation's security. 

24. As you know, Senator Roberts and Senator McCaskill passed legislation to put the head 

of the Office of Health Affairs in charge ofHSPD-9 coordination responsibilities at the 

Department of Homeland Security. We have since had a reorganization of OHA and 

DNDO that is still underway. Given this change, should the coordinator of Food and 

Agricultural Security be S&T rather than OHA (now CWMD)? 

Response: S&T is an enabler to the operational components and althongh S&T can 

play a significant role in providing the science in support of HSPD-9, I do not 

believe S&T should assume coordination responsibilities. Having said that, several 

options could be considered and I am standing by to be part of those discussions to 

ensure this key mission lands in the appropriate place. 

25. If confirmed, what are your plans for S&T research and development funding, and use of 

the National Bio and Agro-Defense Facility? What is your plan for engaging with the 

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Department of Agriculture to assess their requirements for R&D needs for Bio and Agro 

defense? Do you have any concerns about the movement of the NBAF to USDA? 

Response: I support the President and Secretary's mission alignment of the National 

Biological and Agro-Defense Facility (NBAF) from DHS to USDA. My team works 

with USDA daily on this transition effort and we remain committed to NBAF, not 

only in our mission to complete construction by May 2021, but in the continued 

operations of Plum Island Animal Disease Center (PIADC) until NBAF is 

operational in December 2022. 

NBAF is a national asset that is critical to the security of the agricultural sector. 

Whether intentional or accidental, the introduction of a foreign animal disease can 

have a devastating impact on our agricultural economy. We remain committed to 

our partnership with USDA today to mitigate and respond to threats from an 

introduction of a foreign animal or zoonotic disease. I envision a strong partnership 

continuing with USDA and DHS wiD make necessary research, development, and 

test and evaluation investments at NBAF to mitigate risks of foreign animal or 

zoonotic diseases to onr agricultural economy. 

26. What technologies are you working on with components to detect shipments of drugs 

coming across our borders? 

Response: To respond to this National crisis, S&T is collaborating with U.S. 

Customs and Border Protection (CBP) on a phased approach to deliver capabilities 

within 12-18 months that improve our ability to detect and intercept illicit drugs 

flowing into the U.S. without impeding the legitimate flow of commerce. S&T is 

focusing first on developing a set of solutions, which include both detection 

hardware and advanced analytics, that will increase detection of drugs smuggled 

through international mail (at international mail and express consignment 

facilities). 

To shorten the timeline for delivery of enhanced capabilities, S&T is also evaluating 

the use of existing tC(:hnologies, new applications for using those technologies, and 

working with industry partners to advance algorithms to extend these capabilities. 

27. What is your plan for increasing the capacity for test, evaluation and standards to support 

DHS's major and non-major acquisition programs? Do you intend to reach out to and 

coordinate with the Under Secretary for Management on how S&T can increase your role 

in supporting DHS acquisitions? 

Response: S&T routinely and continuously coordinates with the Under SC(:retary 

for Management to determine upcoming test and evaluation needs, and S&T adjusts 

resources to meet those needs. S&T will continue to work with the Under Secretary 

for Management to identify near and long-term T &E needs. 

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28. This committee is committed to having all components in the Department establish 

metrics so we have a clear connection between the programs and activities that we fund 

and the outcomes we are seeking. 

a. How might S&T provide departmental oversight over the operational 

components' creation of metrics for new programs? 

Response: S&T is a customer-focused organization that supports the 

components in their R&D needs. S&T stands by to, when requested, support the 

components throughout the lifecycle of a R&D program, which includes the 

generation of requirements and metrics. I believe establishing metrics in the 

early stages of a program enables a clear efficient path to success. 

b. How might S&T help establish metrics for programs that already exist? 

Response: If confirmed, I plan to conduct a review of our portfolio to ensure all 

of our R&D programs have solid metrics in place. For those that do not have 

solid metrics, I will ensure that we work with our customers and performers to 

establish them. I then plan to have a continuous review process to ensure metrics 

are being met or updated as necessary. We are also looking into establishing 

''post-delivery" metrics for our programs in order to be able to quantify their 

impact and return-on-investment. 

c. What division in S&T would carry out this activity? 

Response: S&T's Office of Systems Engineering would be primarily responsible 

for assisting in the development of metrics. 

d. What additional authorities do you need to carry out this activity? 

Response: At this point, I believe we have the authorities we need. 

29. Specifically with regard to TSA, the committee is concerned about the absence ofmetrics 

related to many programs. What if any work have you done with TSA to establish 

metrics for existing and or new programs and activities? 

Response: If confirmed, I will work closely with the TSA Administrator and our 

respective teams to establish metrics for existing and/or new R&D programs and 

activities. 

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30. The Transportation Security Laboratory (TSL) is an example of a facility that S&T owns 

that provides for testing and evaluation outside of the component responsible for 

acquisition and implementation of a particular technology or program. 

a. Do you believe that it is important to ensure that the TSL continues to reside in 

S&T? Why or why not? 

Response: TSA certifies I qualifies aU equipment deployed to airports, and an 

independent authority is needed to ensure that this equipment meets 

requirements before being deployed. S&T is best positioned to perform that 

function. Lessons learned and industry best practices support independent T &E. 

b. What risks are posed if testing and evaluation of technology is performed in the 

operational component seeking to obtain and deploy that technology? 

Response: S&T currently provides oversight to the T &E conducted within the 

components. Should this change there would be a potential loss of independence 

when the component seeking to obtain and deploy that technology conducts its 

own T &E oversight. Independent T &E oversight also reduces bias and protects 

the component and the taxpayer. 

31. What is the status ofS&T's work with CBP to develop cost efficient exit technologies? 

Response: S&T and CBP have a strong and ongoing relationship to support the 

development and deployment of cost-effective biometric capabilities in support of 

CBP Exit and other missions. S&T has helped CBP to identify and tailor 

technologies to permit operationally effective biometric collection and matching 

capabilities without impeding aviation travelers. We are also working with TSA, 

airport, and airline stakeholders to improve awareness and understanding of the 

technologies to enable collaborative capability/solution development. 

S&T continues to support CBP with regard to Biometric Exit and other biometric 

operations to enhance exit matching, enhance biometric collection, and facilitate 

information sharing with TSA and other aviation stakeholders. S&T is also 

strategically sharing capabilities and information, developed in support of CBP, 

with other DHS components (TSA, ICE, USCIS, NPPD), to promote the biometric 

capabilities, standards, and cross-cutting best-practices. 

32. If confirmed will you have any issue with recommending that DHS acquisitions that are 

not technically sound, or do not meet the technical and operational requirements of the 

acquisition, be paused or cancelled? Do you intend to review current major acquisitions 

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for technology and equipment for technical feasibility, and make a determination on 

programs that should be cancelled? 

Response: Currently S&T technical assessments identify major technical risks and 

their impact to the program to enable the Acquisition Review Board and 

Acquisition Decision Authority to make program cancellation/pause 

recommendations. If confirmed, I will not have any issue providing honest 

recommendations and then working with partners on the best path forward. 

33. What is your current relationship with the National Protection and Programs Directorate, 

and what is your plan going forward for the coordination of research and development in 

the area of cyber security? 

Response: The current relationship between S&T and NPPD is solid. S&T and 

NPPD Office staff are actively engaged in developing processes for identifying cyber 

requirements and determining those that require R&D by S&T. Going forward, my 

plan is to, at the highest level, continue the collaboration between S&T and NPPD 

with DHS components and HSE customers on efforts to capture robust cyber 

requirements that map to the Department's mission. We will also ensure that cyber 

R&D programs and projects are planned and executed in close partnership with 

NPPD and other components. 

34. What are your plans for prioritizing funding and resources for research and development 

programs? Do you intend to use probability based upon intelligence as well as potential 

impact to make your determinations for funding? What are you plans for ensuring that 

you have enough resources to tackle issues that arise outside of the normal budgeting 

process as DHS equipment and technology issues arise? 

Response: Funding and resources for our R&D programs are prioritized based on 

the needs of our DHS components, the First Responder Community, and the 

Homeland Security Enterprise. Component needs are formalized and conveyed 

through the Department's formal Joint Requirements Integration and Management 

System (JRIMS) process. We analyze the technical feasibility of a program, then we 

consider intelligence and analysis assessments to determine and weigh the most 

likely and most dangerous courses of actions that a threat may take, and lastly we 

try to assess the operational impact that a particular program will deliver and if it 

can be used by more than one organization. 

In addition to having a deliberate process to prioritize and fund R&D projects, S&T 

also has a formal decision-making process in place to deal with situations that 

require immediate action on short notice. Our response to these tasks are guided by 

a policy that establishes a team of subject matter experts, identifies a clear chain of 

command and communication, ensures continuous S&T leadership oversight, and 

Senate Homeland Security and Governmental Affairs Committee Page 23 
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uses flexible options to provide the necessary funding and resources without 

disrupting other ongoing S&T projects. 

35. The Office of Personnel Management's 2016 Federal Employee Viewpoint Survey data 

showed that DHS ranked last among 37large federal agencies in job satisfaction, 

leadership and knowledge management, results-oriented performance culture, and talent 

management. 

a. If confirmed, what steps would you take to identifY and address the root causes of 

low morale at S&T? 

Response: I take the results of the Federal Employee Viewpoint Survey very 

seriously and if confirmed, I would focus even further on this area. Over the past 

year, in my role as Acting Under Secretary and the Senior Official Performing 

the Duties of the Under Secretary, I have empowered an Employee Council to 

bring up issues of concern to S&T employees. I meet with the Council's 

leadership on a regular basis to understand concerns and address them. In 

addition, I have held regular S&T All-Hands meetings to reach out the staff and 

update them on active initiatives, as well as engage in smaller forums where 

employees have the ability to bring up issues and questions directly. 

A key component in morale is understanding the contribution your work is 

making to the mission. If confirmed, I will put out clear mission guidance and 

ensure employees have visibility on how their work has a direct impact on the 

Homeland Security Mission, as part of my underlying principles of visibility, 

accountability, transparency, and flexibility. 

b. What experience from your past positions best equips you to address workforce 

challenges at S&T? 

Response: My people are my most significant asset. Organizational cultures are 

rarely the same and addressing workforce challenges will always be part of a 

leader's portfolio. My experience working in the public and private sector and 

also working at three different federal agencies within the public sector equips 

me well to address any current and future workforce challenges. I will always 

strive to provide a professional, welcoming and non-threatening environment for 

the S&T workforce. 

c. Will you commit to doing an analysis of the current Federal and contractor 

workforce at S&T to determine which contracts are being used for long term staff 

augmentation? 

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Response: Yes, as part of the revitalization effort I will commit to performing an 

analysis of the contractor workforce at S&T. 

V. Relations with Congress 

36. If confirmed, how will you make certain that you will respond in a timely manner to 

Member requests for information? 

Response: If confirmed, I will confirm that metrics and solid tracking are in place to 

ensure timely responses to an requests. 

3 7. If confirmed, do you agree without reservation to reply to any reasonable request for 

information from the Ranking Member of any duly constituted committee of the 

Congress? 

Response: If confirmed, I agree without reservation. 

38. If confirmed, do you agree without reservation to reply to any reasonable request for 

information from members of Congress? 

Response: If confirmed, I agree without reservation. 

39. If confirmed, do you commit to take all reasonable steps to ensure that you and your 

agency comply with deadlines established for requested information? 

Response: If confirmed, I will. 

40. If confirmed, do you commit to protect subordinate officials or employees from reprisal 

or retaliation for any testimony, briefings or communications with members of Congress? 

Response: If confirmed, I do. 

41. If confirmed, will you ensure that your staff will fully and promptly provide information 

and access to appropriate documents and officials in response to requests made by the 

Government Accountability Office (GAO) and the Congressional Research Service? 

Response: If confirmed, I will. 

Senate Homeland Security and Governmental Affairs Committee Page 25 
87 

42. If confirmed, will you direct your staff to fully and promptly respond to Freedom of 

Information Act requests submitted by the American people? 

Response: If confrrmed, I will. 

V. Assistance 

43. Are these answers your own? Have you consulted with S&T, DHS or any other 

interested parties? If so, please indicate which entities. 

Response: Yes. I have written and approved all edits to the responses in this 

document, and the answers are my own. I did consult with DHS senior staff. 

I, , , ~~. , hereby state that I have read the foregoing Pre-Hearing 

Questionnaire and Su plemental Questionnaire and that the information provided therein is, to 

the best of my knowledge, current, accurate, and complete. 

This..n!._day of tlrf""s/ , 2018 

Senate Homeland Security and Governmental Affairs Committee Page 26 
88 

Senator Claire McCaskill 

Post-Hearing Questions for the Record 

Submitted to William N. Bryan 

"Hearing to Consider the Nominations of William N. Bryan to be Under Secretary, 

Directorate of Science & Technology, U.S. Department of Homeland Security and Peter T. 

Gaynor to be Deputy Administrator, Federal Emergency Management Agency U.S. 

Department of Homeland Security" 

August 22,2018 

I. Why is it a good idea to move the National Bio and Agro-Defense Facility from DHS to 

USDA? 

Response: The proposed transfer of NBAF's operational responsibility to USDA provides a 

more efficient and effective alignment of agency mission functions. The creation of a robust 

research and development (R&D) capability to support agro-defense has been the intention 

of many acts of Congress and Presidential Directives. In 2004, Homeland Security 

Presidential Directive 9 (HSPD-9) tasked the Secretaries of Agriculture and Homeland 

Security to "develop a plan to provide safe, secure, and state-of-the-art agriculture 

biocontainment laboratories that research and develop diagnostic capabilities for foreign 

animal and zoonotic diseases." This was the genesis of the NBAF mission as the 

replacement laboratory for the Plum Island Animal Disease Center. The key mission 

activities to be conducted within NBAF are aligned to the ongoing USDA mission 

responsibilities as the Sector-Specific agency to control and eradicate any outbreak of a 

highly contagious or economically devastating animal/zoonotic (transmitted between 

animals and people) disease, or any outbreak of an economically devastating plant pest or 

disease; and, ensuring the safety and security of the commercial food supply under the 

National Response Framework. DHS remains committed to our statutory government wide 

coordination responsibilities for defending our food, agriculture and veterinary systems 

against terrorism and other high-consequence events. nus performs this coordination with 

and in support of the USDA, as well as the Department of Health and Human Services, and 

the Environmental Protection Agency. Where DHS has identified a national security need, 

it will continue to partner and invest in the acceleration of technologies to protect the 

homeland. 

2. What is DHS doing as a part of the NBAF transition to ensure that NBAF will maintain 

its national security prominence within USDA? 

Response: Upon full operations of NBAF, DHS has a continued interest in the mission of 

protecting U.S. agriculture and maintaining NBAF as a national and international 

capability. DHS will continue to work with USDA, the interagency, and other stakeholders 

to address research and development priorities and scientific collaborations for foreign, 

emerging, and zoonotic diseases at NBAF. DHS and USDA expect to sign a memorandum 

of agreement this year that details the current strategy for DHS to complete the 

construction of NBAF, while USOA takes over responsibility for operational planning and 

future full operations of NBAF. This agreement will serve as the foundation for future 
89 

plans to ensure DHS has access to the NBAF to address emerging threats and perform 

needed research to respond to homeland security needs. 

3. What will DHS do to ensure that USDA is well-equipped to operate NBAF at capacity 

with sufficient research funding. staffing, and capabilities? 

Response: DHS remains committed to the success of the NBAF Program and the ongoing 

role of NBAF as a National security asset once the laboratory is fully operational. DHS will 

complete the construction and commissioning of NBAF and will continue to work with 

USDA to ensure the successful transition to full operational capability. DHS will be 

transferring its cadres of federal staff that are committed to the construction of NBAF as 

well as the contract awarded to support the operational stand-up of NBAF to USHA in 

FY19. These personnel and contract capabilities will provide some of the expertise and 

experience to USHA as USDA builds its own operational plan and staff. Additionally, DHS 

will continue to partner with USHA to invest in research and development in areas where 

HHS mission needs exist or when emergent needs materialize. Finally, DHS will continue 

to operate the Plum Island Animall)isease Center until NBAF is operational and partner 

with USHA to conduct the necessary research activities and leverage the scientific and 

operational expertise in preparation for the transition to NBAF. 

4. You have put in motion a plan to eliminate HSARPA. While I am supportive of your 

efforts to make changes in line with the DHS reauthorization bill passed out of this 

committee, this is not the first time that a head of S&T has tried to reorganize to solve its 

problems. What is different this time? 

Response: Realignments can be disruptive and should not be done just for the sake of 

change, but rather only when necessary to enable organizational effectiveness. Having had 

the unique opportunity to observe the organization and speak with customers and 

employees for over a year, it has become clear that improvements are needed. I believe the 

difference this time is that the revitalization is focused on creating a matrixed organization 

that is scalable and agile, and in turn able to be efficient and effective in the future 

;-c~;ardiess of resourcing levels or ever-changing customer mission needs. In the past, I 

believe organizational changes were made to realign resources around current customer 

mission needs- an approach I believe would only ensure the need for even more changes in 

the future as the customer needs change. If confirmed, I look forward to implementing the 

proposed revitalization crafted in close partnership with the S&T workforce to improve 

team unity and effectiveness moving forward. 

5. How will you ensure that S&T doesn't continue to waste money on projects that don't 

result in technology and equipment that benefits DHS components? 

Response: If confirmed, I will work to ensure efficient use of taxpayer dollars by making 

active customer engagement a critical element of how S&T does business. I will implement 

a project-based funding approach in which projects are funded only when there is a valid, 

prioritized requirement from the customer, and the customer has agreed to participate and 

remain engaged throughout the development lifccycle. We will also have a dedicated group 
90 

focused on transition and commercialization engaging in projects early on to ensure there 

is a v<.!!id pathway from R&D to acquisition and operational use by the components. 

6. What is your plan to change the culture amongst S&T employees to ensure that they are 

doing work that will actually benetit DHS components? 

Response: At the highest level, the key element of the culture change I seek to make is the 

recognition that first and foremost S&T is a customer-service organization. Our customers 

put their lives on the line every day to keep our nation safe, and it is our job to support 

them in this critical mission. If confirmed, I will implement a holistic approach to customer 

engagement and a matrixed structure that empowers teamwork and emphasizes 

accountability. With a closer connection to the customer, employees will also see the value 

of their work when they can truly understand and see the impact it has on our components. 

7. Are you currently funded and sta!Icd appropriately to handle the mission of providing 

testing and evaluation acquisition support? 

Response: S&T is currently able to scale resources as necessary to handle the mission of 

providing testing and evaluation acquisition to support all Levell and non-delegated Level 

2 acquisition programs. S&T also provides limited support to Level 3 programs and 

programs in pre-acquisition when requested. To support acquisitions at a lower level, 

additional resourcing may be needed and DHS Directives would need to be revised 

accordingly. 

8. How do you intend to meet the rising need for testing and evaluation support based on the 

FY19 President's budget? 

Response: S&T will prioritize within available resources to support major programs as 

required to meet the needs of the Chief Acquisition Officer and Component Heads. 

9. What are the thresholds that DHS component projects must meet in order for S&T to 

provide services through the Capability Development Support Group? What resources 

would you need to provide those services for acquisitions at a lower level? 

Response: Components are not compelled to utilize our services. S&T's Capability 

Development Support Group supports the Components npon request, providing support 

within available resources as well as additional scalable support with additional 

Component funding. As noted before, S&T provides support to all Level 1 and nondelegated Level2 acquisition programs, in accordance with DHS Directives. S&T also 

provides limited support to Level 3 programs and programs in pre-acquisition when 

!'~{jufsicd. To support acquisitions at a lower level, additional resourcing may be needed 

and DHS Directives would need to be revised accordingly. 

10. What is the future of the Integrated Product Teams which are S&T coordinated? What is 

your view of the IPTs? 
91 

Response: The IPTs are a valuable resource. If confirmed, I will look to further advance the 

IPTs to become a more "requirements-driven" R&D function to better inform our 

investments, while maintaining the overall cross functional R&D coordination process 

amongst the Components. 

11. What are the most important contributions S&T can make to improve the DHS and 

component acquisitions processes<:> 

Response: The most important contribution I believe S&T can make is to help programs 

identify and manage the technical risks that impact operational capability. Support for 

our early engagement in the acquisition process is essential to meaningfully impact the 

major acquisitions early in the lifecycle to help the programs set the conditions for success. 

Beginning with requirements definition, and continuing through design and development, 

the S&T technical assessment and involvement in developmental test and evaluation is 

critical to improving the likelihood of favorable acquisition outcomes and is essential to 

delivering enhanced capabilities to Homeland Security Operators in the most effective and 

efficient manner. 

Additional questions submitted by Senator McCaskill on behalf of Senator Duckworth. 

1. Please confirm whether you served as the lead for the Ukrainian Winter Action Plan 

while an employee with the U.S. Department of Energy (DOE). If you were not the lead, 

please describe your relationship and work related to the Ukrainian Winter Action Plan. 

Response: Yes. At the direction of DOE Secretary Ernest Moniz, I led an international team 

(G-7 nations) to support the Ukrainian Government in this effort. 

2. Please confirm whether you served as DOE's lead for the Ukrainian Resilience Plan. If 

you were not the lead, please describe your relationship and work related to the Ukrainian 

Resilience Plan. 

Response: Yes. At the direction of DOE Secretary Ernest Moniz, I led an international team 

(G-7 nations) to support the Ukrainian Government in this effort. 

3. Please confirm whether you conducted official business using a personal email account, a 

commercial email account or any other non-governmental email account while serving at 

DOE and DHS. Explain why you used a non-governmental email account to conduct 

government business, when you used such an email account and confirm whether you 

took appropriate steps to archive all cmails related to official activities with archiving 

officials at DOE and DHS. 

Response: Not as a routine and only when absolutely necessary (when the government 

email/service was down) did I use my personal gmail account. During those rare moments, 

I cc'd my government address, in compliance with the Presidential and Federal Records 

Act, to ensure a complete record was captured on the government servers. 
92 

4. If you ever used a non-official or non-governmental email account while employed at 

DOE to hide activity, limit visibility into activity and engage in activity that may have 

created the appearance of, or constituted a real, conflict-of-interest please describe all 

such occasions and provide copies of e-mail correspondence to the committee. 

Response: No such activity was done with that intent. As previously mentioned, in the rare 

cases when a non-government email was used, I cc'd my government address in compliance 

with the Presidential and Federal Records Act. This was done to ensure a complete record 

was captured on the government servers. 

5. Please describe in detail your relationship with Valuebridge International, including your 

current status with the company, and past work history with the company, including 

when you became President of the company, positions held with company and all clients. 

Response: During my time at ValueBridge International as the President of the Energy 

Gr;;up, I focused on the business development of a new "Energy" vertical within the 

company. This effort never went beyond the planning phase because I decided to re-enter 

government service. I am no longer associated with ValueBridge. 

6. Please confirm whether Valuebridge International has ever represented or worked with 

individuals or companies related to Ukraine, and provide a list of every Ukrainian 

government official, foreign national and business entity Valuebridge has contracted 

with, worked for, worked with or otherwise had a business relationship with. This list 

should include names, descriptions of the work performed, details on compensation and 

details on when and where such work was performed. 

Response: ValueBridge was the sub-contractor to CabinetDn (a Public Relations firm in 

Brussels) for some work on behalf of Naftogaz (Ukrainian Gas Company). Naftogaz sought 

to increase their visibility on the world market and hired CabinetDn to set up events for 

them in the U.S. and across Europe. CabinetDn reached out to ValueBridge to make 

recommendations and provide logistics support for any U.S. event. In my role at 

ValueBridge, I assisted with suggestions for U.S. events. ValueBridge received a total of 

S42k for the event and I received $4,200 in compensation. 

7. Please describe in detail your relationship with Dr. Robert Steele, including whether he 

worked at Valuebridge International. If Dr. Steele worked at, or worked with, 

Valuebridge International, please describe the dates of employment and his professional 

responsibilities. 

Response: To my knowledge, Dr. Steele never worked for ValueBridge. My limited 

relationship with Dr. Steele was during my time at DOE when he worked at Pacific 

Northwest National Lab (PNNL) as a Program Manager. 

8. Please describe in detail your relationship with Vadym Glamazdin, including when you 

first met him and any subsequent contacts with this foreign national. Include descriptions 
93 

of your business relationship with Mr. Glamazdin, including dates of work, nature of 

work and conditions of work performed. If you never had a formal business relationship 

with Mr. Glamazdin, please describe any time you explored or considered a potential 

business relationship and explain why you did not finalize it. 

Resp0nse:- I was introduced to Mr. Glamazdin in August of 2013 by then Ukrainian Vice 

Prime Minister Volodymyr Groysman (the current Prime Minister). I was leading a team 

to assist the Ukrainian Government in drafting an energy "Winter Action Plan." Because 

of the disparate energy data available, I asked Mr. Groysman who he would recommend I 

work with to validate information being provided to the international team. He strongly 

recommended Mr. Glamazdin and Mr. Kharchenko from the Energy Information 

Research Center (EIR Center). The EIR Center played a vital role in all my DOE efforts in 

Ukraine (Aug 2013-Jun 2016). We have maintained periodic contact (2-3 times per year) as 

friends but with no further official business endeavors. 

9. Please describe in detail your relationship with Oleksandr Kharchcnko, including when 

you first met him and any subsequent contacts with this foreign national. Please describe 

any assistance, direct or indirect, Mr. Kharchenko provided you or Valucbridge 

International in representing any Ukraine official, past or present. Include a list of any 

clients Mr. Kharchenko helped you service, with dates and descriptions of work 

performed. 

Response: As described in question #8, I was introduced to Mr. Kharchenko in August of 

2013 by then Ukrainian Vice Prime Minister Volodymyr Groysman (the current Prime 

Minister), I was leading a team to assist the Ukrainian Government in drafting an energy 

"Winter Action Plan." Because of the disparate energy data available, I asked Mr. 

Groysman who he would recommend I work with to validate information being provided 

to the international team. He strongly recommended the Energy Information Research 

Center (EIR Center) led by Mr. Glamazdin and a Mr. Kharchenko. The EIR Center 

played a vital role in all my DOE efforts in Ukraine (Aug 2013-Jun 2016). I also consider 

Mr. Kharchenko a friend but my contact with him is infrequent. Mr. Kharchenko is the 

Director of the EIR Center and was also working with CabinetDn during the same time, 

but I have no knowledge of tbe nature of work they did as a sub-contractor. The only 

foreign client ValueBridge had was Naftogaz through CabinctDn for a brief period of time. 

Mr. Kharchcnko assisted with no other clients to my knowledge. 

I 0. Please describe every instance where you performed work or acted as a foreign agent. 

Include any documents related to registrations under the Foreign Agents Registration Act 

(FARA) and affirm whether you are confident that you have always complied with 

F ARA statutory requirements. 

Response: The only instance was described in question #6, and was fully in compliance with 

FARA. 

: 1. Pi ease list all contacts of individuals with whom you discussed your appointment to serve 

in the lJ .S. Department of Homeland Security (DI-IS) under the Trump Administration. If 
94 

you discussed a potential appointment or role with any agency or any position in the 

Trump Administration with Paul Manafort, please describe in detail your discussions 

with Mr. Manafort and your past and cun·ent relationship with Mr. Manafort, including 

whether Mr. Manafort played a role in helping you secure your appointment at DHS. 

Response: I joined the Department of Homeland Security in 2017 as a rehired annuitant 

career member of the Senior Executive Service. When later approached to serve in this 

appointment, I had discussions with the Secretary and the Administration liaison to DHS. 

I've never bad any interactions with Paul Manafort. 

12. Please identify which individual or individuals from the President's campaign, transition 

team or Trump Organization appointed you into your current position at DHS. 

Response: I joined the Department of Homeland Security in 2017 as a rehired annuitant 

career member of the Senior Executive Service to serve as the Deputy Under Secretary for 

Science and Technology at DHS. 

13. Please provide a detailed timelinc covering precisely how you exited Value bridge 

International and how this relates to the process you took to join DHS. 

Response: I exited ValueBridge in March 2017 after I expressed my willingness to come out 

of retirement and re-enter government service. I was re-hired in May 2017 as a career SES. 

Timeline Facts: 

Oct. 2015 became Special Gov't Employee (SGE), a part-time employee, which 

ended in June 2016. 

Dec. 2015 became ValueBridge employee (no salary/compensation) but postponed 

work until July 2016 when DOE work was completed as SGE. 

March 2017 left ValueBridge. 

14. Please confirm whether you hold a security clearance, including the level of clearance, 

and share the dates on which periodic reinvestigations were conducted. 

Response: I do hold a clearance. Official records state: 

Clearance level: TS/SCI. Date of clearance: 05/12/17 (approved forTS). Date of last 

investigation: 07/01/13. 

15. Please confirm whether you, or a close family member, have ever had any foreign 

financial interests (such as stocks, property, investments, bank accounts, ownership of 

corporate entities, corporate interests or businesses) in which you or they have direct 

control or direct ownership (Exclude financial interests in companies or diversified 

mutual tunds that are publicly traded on a U.S. exchange). 

Response: None 
95 

Senator Heidi Heitkamp 

Post-Hearing Questions for the Record 

Submitted to William N. Bryan 

"Hearing to Consider the Nominations of William N. Bryan to be Under Secretary, 

Directorate of Science & Technology, U.S. Department of Homeland Security and Peter T. 

Gaynor to be Deputy Administrator, Federal Emergency Management Agency U.S. 

Department of Homeland Security" 

August 22,2018 

I. Since joining the Senate, I have been a strong advocate for advancing North Dakota's 

UAS priorities. including the Northern Plains Test Site, Grand Sky, and the Grand Forks 

Air Force Base. UAS has significant potential to improve the way we do things, and I am 

excited to see how this technology can be leveraged. 

a. I understand that you recently visited North Dakota, which has one of only ten 

UAS test centers authorized by the FAA to test how UAS will be integrated into 

the National Airspace System. Were you able to visit the UAS test center, and if 

so, what was your impression? 

Response: Yes, I did have the opportunity to tour the Grand Sky Technology Park. The 

tour on Unmanned Aircraft System (UAS) detection, use, and countering emphasized the 

need for continued development and testing on the Northern Border. In fact, S&T plans to 

work with the Grand Sky Technology Park along with the University of North Dakota to 

hold a classified Future Threat Workshop for UAS threats. The workshop will focus on 

future engineering trends and limits over the next five to ten years on UAS power, sensors, 

propulsion, and computing softwm·e. 

2. As UAS technology continues to advance and proliferate, it will be important for S&T to 

help develop technologies that DHS components can use to prevent UAS devices from 

being used for nefariously or malicious purposes. 

a. If confirmed, what processes and strategies will you employ to ensure that DHS 

can rapidly scale the use ofC-UAS technology and leverage that technology to 

protect high value infrastructure? 

Response: If confirmed, I will ensure that S&T continues to keep at the forefront of 

counter-VAS technologies in support of DHS components and the Homeland Security 

Enterprise needs, to include people and critical infrastructure. S&T already provides 

subject matter expertise in modeling & simulation analysis, test and evaluation of existing 

commercial off the shelf products, and vulnerability assessments. S&T has established 

testing resources that are currently serving DHS components and can scale to 

accommodate increased demand as authorities change in response to the threat. I will 
96 

ensure that, should legislation be passed to enable us to test & evaluate these technologies, 

to include tracking, detection & mitigation technologies in relevant operational 

environments, we are ready to do so immediately and use those results to inform the 

appropriate communities for their decision making. In addition, I will continue to 

strengthen S&T's work with our inter-agency partners. S&T already closely collaborates 

with the DOD, HOJ, I<'AA and other agencies, to address issues ranging from technology 

assessment and development to advising on rulemaking. As the threat evolves and 

authorities change, the importance of these partnerships will grow and I will ensure that 

we use these relationships to maximize efficiencies to benefit the HSE. 

3. rappreciate the comments you made in your questionnaire about the need for some 

internal changes for S&T to become a more capable and effective solution provider for 

DHS and the Homeland Security Enterprise. I am particularly interested to hear your 

thoughts about S&T's approach to technology scouting. As technologies continue to 

advance and evolve, I think it's critically important for S&T to proactively engage the 

private sector on emerging technologies and potential applications that could enhance the 

security of our Nation. 

a. As Under Secretary for S&T, what strategies do you plan to employ to enhance 

S&T's engagement with the private sector? Do you see opportunities for 

improvement? 

Response: As part of our revitalization efforts, we have come up with a new operational 

business model to ensure a consistent and deliberate approach to addressing our 

customers' requirements. The first stop in the operational model is technology scouting. As 

I mentioned during my testimony, I believe we need to better leverage private industry and 

tap into the tremendous resources, knowledge, products, and skills they provide. If 

confirmed, I intend to augment our existing industry engagement initiatives to inform 

!~c:IJJoiogy scouting. S&T spent the past year working to improve its industry 

engagements through increased communication of our requirements, our focus areas, and 

ways the private sector can partner with S&T. S&T published its Industry Guide to begin 

that communication, and we've pushed a number of videos, meeting opportunities, and 

outreach campaigns to further the interaction between S&T and industry. We can always 

improve our efforts, and I will continue S&T on the path of furthering private sector 

engagement initiatives that expand our networks and link the private sector to relevant 

needs in order to leverage private sector capabilities for a win-win for the Hepartment and 

the private sector. 

b. What strategies would you employ to engage companies not be located in 

Washington D.C. or connected to a university? 
97 

Response: Valuable innovation is available across the country and the world, so it is critical 

for S&T to go beyond the normal channels to identify the best of the best to serve our end 

users. S&T has several programs that take us across the country and the world to partner 

with more non-traditional companies, such as the Silicon Valley Innovative Partnership 

(SVIP) for start-up type companies in innovation hubs across the country, and Prize 

Authority that inspires a wide spectrum of innovators across the country to address 

homeland security challenges. In addition, the S&T Small Business Innovation Research 

(SBIR) program funds small businesses across the country to prototype innovative 

technologies; and the Long Range Broad Agency Announcement is a standing, open 

invitation to businesses, R&D laboratories and organizations, and academic universities to 

propose creative concepts or prototypes that address DHS needs. Finally, while S&T is 

always happy to talk one-on-one with companies in an ad hoc manner, we also offer 

standing monthly engagement session times for companies to have an exchange with a 

large, relevant S&T audience that allows S&T broader awareness of the companies' 

capabilities. These sessions are quite often virtual and available to companies in any 

location. If confirmed, I plan to emphasize the use of tools like these to ensure we arc 

hearing from and bringing in the best ideas from wherever they may be. 
98 

Senator Gary Peters 

Post-Hearing Questions for the Record 

Submitted to William N. Bryan 

"Hearing to Consider the Nominations of William N. Bryan to be Under Secretary, 

Directorate of Science & Technology, U.S. Department of Homeland Security and Peter T. 

Gaynor to be Deputy Administrator, Federal Emergency Management Agency U.S. 

Department of Homeland Security" 

August 22,2018 

1. Scientists arc just beginning to understand the interactions between our sun and the Earth. 

Given the growing national importance and reliance on technology, it is critical that we 

expand this understanding so we can improve forecasting and mitigate the efTects of space 

weather events. That is why I worked with Senator Gardner to develop and the Space 

Weather Research and Forecasting Act. This bi-partisan bill has actually passed the Senate 

unanimously-twice. It was finally marked up by the House last week, but I'm concerned 

that the changes made in the House weaken the bill, increasing the risk that we're not ready 

to mitigate the effects of space weather events. Our bill, along with the National Science and 

Technology Council's Space Weather Action Plan, will identify DHS as a key player in 

improving the understanding and preparedness for space weather events. What role do you 

envision S&T playing in this area'! 

Response: If confirmed, I will work with DHS's National Protection and Programs 

Directorate, the Office of Strategy, Policy and Plans; and, others to determine what the 

requirements are that S&T should be working towards in this area. 

S&T has supported space weather research and also participated in the development of 

the National Science and Technology Council's Space Weather Action Plan in 2015. For 

example, S&T's Solar Storm Mitigation program (completed in 2017) was designed to 

provide advanced warning and assist critical infrastructure owners and operators in 

understanding the impact of GMI> events on their specific grid assets, such as extra 

high voltage transformers, by providing the capability to forecast more localized and 

precise geomagnetically induced current (GIC) levels in real-time. This provides owners 

and operators with timely and accurate information they can use for operational 

decision making, with a 30-minute lead-time. I believe S&T can continue to conduct 

research along these lines to support mitigating the effects and impacts of space 

weather. 
99 

Introduction: 

Prepared Testimony 

Peter T. Gaynor, Nominee 

Deputy Administrator, FEMA 

United States Senate 

Committee on Homeland Security and Governmental Affairs 

August 22, 2018 

Good morning Chairman Johnson, Ranking Member McCaskill, and distinguished members of 

this Committee. My name is Pete Gaynor, and it is a privilege to appear before you today as the 

President's nominee to the position of Deputy Administrator tor the Federal Emergency 

Management Agency (FEMA). I am honored to have been nominated by President Trump for 

this very important emergency management leadership role. If confirmed, I look forward to the 

opportunity to working with Secretary Nielsen, FEMA Administrator Brock Long, and the entire 

team at the Department of Homeland Security on building a more resilient and prepared Nation. 

I would like to recognize a few members of my family that arc here today, my daughter Grace 

and my brother Paul. Unfortunately, my wife was unable to attend. Thank you all for being here 

today. 

l would also like to acknowledge the efforts on the men and women ofFEMA and the thousands 

of civilian employees and military service members, from more than 30 agencies and 

departments across the federal government who were deployed this past year, for the singular 

purpose of helping others. It would be my sincere privilege to stand with and face the challenges 

of emergency response with these dedicated professionals, along with FEMA's state, local, 

tribal, territorial, non-governmental, and private partners. 

Background/Experience: 

I spent twenty-six years serving my country in the United States Marine Corps, first as an 

enlisted Marine then as a Commissioned Officer. I may be biased, but I would like to believe I 

have attended the finest, most demanding leadership academy in the world. From Private to 

Lieutenant Colonel, I have followed and lead some of the most exceptional men and women this 

country has produced in some of the most inhospitable and dangerous corners of the globe. I 

have learned how to thrive in chaos, usc intellect to overcome daunting obstacles, to never ever 

quit and most importantly, that your personal integrity is everything. 

I know from first-hand experience the significance of the Homeland Security mission and 

emergency response. In 2006, I deployed in support of Iraqi Freedom with the 1" Marine 

Expeditionary Force (Forward) and assisted with the coordination of combat operations in the 

Al-Anbar Province oflraq for Multi-National and Marine forces, including numerous combat 

response and recovery events such as: mass casualty evacuations and recovery of downed and 

missing aircraft and personnel. 

Prior to my tour in Iraq. I served as the head of Current Operations at Marine Corps 

Headquarters. I had been on the job tor approximately thirty days, when I witnessed, first-hand, 

the attack on the Pentagon and our country on September I I, 200 l. As a result of the attack, the 

Navy Operations Center (NOC) of our sister service was destroyed. My team and I reconfigured 
100 

our still fully-functioning Crisis Response Center in order to accommodate and reestablish the 

NOC with new equipment, personnel and operational support to ensure the Chief of Naval 

Operations could seamlessly maintain operations across the globe. 

Following the attack, I managed around-the-clock operations supporting the Marine Corps 

around the world. My team and l also advised, managed, coordinated and executed Continuity of 

Operations and the Joint Emergency Evacuation Plans for Headquarters Marine Corps in support 

of the Global War on Terror. Prior to September II, 2001, I served as the Executive Officer 

responsible for the security of the President at Camp David. 

After retiring from the Marine Corps in 2007, I transitioned to my current profession of 

emergency management, taking with me those valuable leadership skills, training and 

experiences which proved to be indispensable in leading local and state level emergency 

operations and planning-first for the City of Providence and most recently, the State of Rhode 

Island. 

At the city-level, l was responsible for coordinating response and recovery efforts, both large and 

small, including: Public Health emergencies such as H 1 N I. evacuations, blizzards, floods, 

tropical storms, mass care, Access and Functional Needs, special events and school safety. 

During my tenure, !led Providence's emergency management accreditation effort, which 

resulted in the city becoming the first municipality in the Nation to receive that distinction. At 

the Mayor's behest, I also served the Providence Public Schools Department, as Acting Chief of 

Staff, and later as Acting Chief Operating Officer, in support of the Superintendent and the 

24,000 students and over 3,200 employees spread across 40 facilities. 

In 2015, I was appointed by Governor Gina M. Raimondo and had the high-honor to serve as the 

cabinet-level Director of the Rhode Island Emergency Management Agency. As the Director, I 

am the senior policy advisor to the Governor on emergency management matters and the 

principal liaison between all local emergency management offices throughout the State and the 

Federal Emergency Management Agency. I am also the Chair of the State Interoperable 

Communications Committee, the State Emergency Response Commission, and the Vice Chair of 

the Emergency Management Advisory Council. 

During my tenure, the agency responded to numerous small and large disasters, including one 

Presidentially Declared disaster and the management of at least seven preexisting active federal 

disasters. In addition to natural disasters, I also led the effort to completely transform the State's 

antiquated Cold War-era civil defense job descriptions, dating back to the 1960's, to a new 

modern model where we are able to hire the best and brightest to meet today' s threats and 

hazards. For a second time, this time at the state level, lied the state's emergency management 

accreditation effort, successfully achieving accreditation this past year. 

My experience in the Marine Corps and leading emergency management programs at the local 

and state levels is directly relevant to the position ofFEMA Deputy Administrator. Today, we 

face a multitude of challenges that must be successfully navigated to ensure FEMA can deliver 

those critical services to the Nation when it counts the most. 

If confirmed, it will be my honor to serve in what l consider to be the most challenging job of 

government-helping communities reduce the risks associated with future disasters, while 

assisting disaster survivors all across the country. I look forward to supporting Administrator 

2 
101 

Long's three overarching Strategic Goals: Building a Culture of Preparedness, Readying the 

Nation for Catastrophic Disasters, and Reducing the Complexity of FEMA. I will also work 

relentlessly and with purpose to better strengthen national preparedness and resilience to weather 

the next hazard or threat. 

Conclusion: 

Having the unique opportunity to serve at both the local and state levels, I recognize that our 

fundamental challenge is to create a robust, interconnected and enduring emergency management 

framework where we develop stronger, better prepared communities and citizens-all in 

anticipation of the unexpected. I believe we have all seen, from recent experiences, that we 

cannot work alone in our efforts to diminish the impact of disasters. Without prepared residents 

no neighborhood can be truly prepared; without strong neighborhoods no municipality can be 

prepared, and there can be no strong state response; and without prepared states there cannot be a 

truly robust, effective federal response and recovery effort. 

I can think of no higher honor than serving the American people. Thank you for your 

consideration of my nomination and I look forward to answering any questions you may have. 

3 
102 

HSGAC BIOGRAPHICAL QUESTIONS FOR 

EXECUTIVE NOMINEES 

1. Basic Biographical Information 

Please provide the following information. 

!J 

1 

REDACTED 

0 
103 

2 
104 

2 • .Education 

List all post-secondary schools attended. 

Rhode Island College 

College 

Naval War JVlilitary College 

Col!ege 

3 

Est 

E>l 

10/1984 

812000 "" 0 

5Jl984 

!VI986 

612001 

Est I1n::sM1 BA, p Hist01 Fst rrCJent MA, June 0 National 2001 

Security 

and 

1 Strategic 

I Studies 
105 

3. Employment 

(A) List all of your employment activities, induding unemployment and self-employment. 

Ifthe employment activity was military duty, list separate employment activity periods to 

show eaeh change of military duty station. Do not list employment before your 18th 

birthday unless to provide a minimum of two years of employment history. 

. tnenf 

, (~~nv~ . .. . . ·. Statiop. 

1.· · .•.·1-l~tion~!GuiD:<l!J<eserve, 

ll.J~P}!SCo~i.ssion~dCorp., 

· Othe(feil~ral, <;!npl.o?!:ll1""t, · 

State.Oov!li:fl!1\eht$'o~: F\'{leral.~inplo~U)e~t); Self~. 

einp,loy~leilt;.tlnemplci:yment, 

1 F~detlil Co~frafiw;N~n; 

, •·. ~vemment•E,It11'1qyll1~nt ·.:fe~clftdi~g'se!p~rnpl(,~meht), · · · <Otllet :· 

Acti.veDuty 

Active Duty 

Active Duty 

Nqn-Government 

Employment 

Non-Government 

Employment 

Active Duty 

Active Duty 

Active Duty 

Active Duty 

Active Duty 

Active Duty 

.···.· 

•••••••• 

.. 

l'liame•ofYour · ... ·· ·. MostRece~t . Ernp'loyerl 

·.··. •Position •···•·· Assigiied Dntv 

Station Title/Rank 

... ·. 

I······ . ·. ..... '.· ... 

US Marine Corps I PFC(E-2) 

l'arris rsland, sc 

US Marine Corps I Corporal (B-4) 

1 2m MARDLV, Camp 

Lejeune, NC 

US Marine Corps I 

3"-~MARD!V, Camp 

Sergeant (E-5) 

Schwab, Okinawa, 

JA 

International Fueling FUeler 

Company 

Ransome Airlines Agent 

US M"arine Corps I 2"4 LT(0-1) 

TBS I IOC, Quantico, 

VA 

US Marine Corps I l"LT(0-2) 

2"0 MARDJV, Camp 

Lejeune, NC 

US Marine Corps I Capt(0-3) 

NSF, Thurmont, MD 

(Camp David) 

US Marihe Corps I Capt(0-3) 

AWS/OCS, 

Quantico, VA 

US Marine Corps I Capt (0-3) 

3RD SRJG, Camp 

Hansen, Okinawa, JA 

US l\i!arine Corps I 

2ND MARDrv, camp 

Major(0-4) 

LejeunecNC 

4 

J :: .Date , Eninlo)!rnent 

LOcitioi:t :<~· .. 'End~d 

· .Em!Jloymenf (montJi/y~) 

(Gityand · pnegan .. (clieckbo~ if 

srnt& (m,onth/yeii.i) estih\ar~) 

only) (check•Qoxif (che9k .. estimate) .i·lPr~e~t~~- b~k 

•••••••• 

'if.Stilt 

····•··· . 

······:·•. •emplo)ie<i)• . . . . : 

Parris "'' £,, 

Island, SC 611977 911977 

Camp Rst l:<t 

Leje~ne, 10!1911 .2/HlSO 

NC 

Camp F. sf F...;t 

I Schwab, 3/l'?fif; 31198! 

Okinawa, Houorably 

JA Distha-J'gcd 

Warwick, £$1 E.t-t 

Rl 411981 I 1011983 ; 

Warwick, E<t Est 

Rf lll1983 ! 4/1986 !I 

Quar;tico, R~t E~·t 

VA 511986 0 311987 

Camp E•t Est 

Lejeune, 411987 0 5/[990 

NC 

Thurmont, "'' i~t-• 

MD 6/199(1 511992 

Quantioo, &! E:tt 

IVA 611992 0 9/1993 

I 

i 

Camp &t &t 

Hansen, 101!99> lll/1994 

Okinawa, 

lA 

Camp "'' EM 

Lejcunc1 

l011994 5/l997 

NC 
106 

Active Duty US Marine Corps I Major(0·4) Detroit, E.~t Ed l 

4TH MCD, Detroit, Ml 611991 " ?/1000 0 

MI ~-E.< 

Active Duty US Marine Corps I Major(0-4) Newport, Est 

Naval War College, Rl SllbOO 0 6/lOIH 0 

Newport; Ri 

Active Duty US Marine Corps I LtCol(0-5) Wash, DC Est E>t 

HQ Marine Corps, 71:1001 0 712004 0 

Wash, DC 

Active Duty US Marino Corps I LtCol(0-5) Newport~ E!1 Elit 

Navy Warfare Rl 8!2fl04 Q 1011007 0 

Development Retired from 

COiumand, Newport, Fa!Iujah, Ad!'\'!! Duty 

RJ & 1 MEF (l:wd), Iraq 

Fallujab, lraq 

Unemployment NA I Jamestown, RI Husband& 1 Jamestown, Ed E>l 

Dad RJ llll007 0 212008 0 

GovemmcntEmploymcni Providence Director Providenee. r .. t "' Emergency R! 3/ZOOS 0 l2/l014 0 

Management Agen<')' 

and Office of 

Homeland Security 

Government Employment Rhode Island Director Cranston, &t &t 

Emergency RI IIW15 n. Present 0 

Management Agency 

(B) List any advisory, consultative, honorary or other part·time service or positions with 

federal, state, Ol' local governments, not listed elsewhere. 

N'~n;~ ork:avernlnent • 

.Eilifty 

N/A N/A 

.. . 

Name rifPosition 

bate ser.v.ice · .Be!!• if 1· .. · {morithiyeitr) 

.(check:llox)f 

estimate) ~ 

F.11 

0 

E;~;t 

0 

4. Potential Conflict of Interest 

oate·Se!-Vidi:Endeil 

(\'n<iilthlyeifr)tcnec'!, box 

ifcstirmitJ.'){check 

.t~pt:eS~~?f-"~8~: lfStiU •serving) 

E!;t Present 

£3:t P-resent 

(A) Describe any business relationship, dealing or financial transaction which you have had 

during the last 10 years, whether for yourself, on behalf of a client, or acting as an agent, 

5 

I 
107 

that could in any way constitute or result in a possible conflict of interest in the position to 

which you have been nominated. 

In connection with the nomination process, I have consulted ,.yjth the US. Office of Government 

Ethics and the U.S. Department of Homeland Security's Designated Agency Ethics Official 

(DAEO) to identify any potential conflicts of interest. Any potential conflicts of interest will be 

resolved in accordance with the terms of1he ethics agreement that I signed and transmitted to the 

Department's DAEO, which has been provided to this Committee. I am not aware of any other 

potential confricts ofinterest. 

(B) Describe any activity during the past 10 years in which you have engaged for the 

purpose of directly or indirectly influencing the passage, defeat or modification of any 

legislation or affecting tl1e administration or execution oflaw or public policy, other than 

whiTe in a federal govemment capacity. 

None. 

5. Honors and Awards 

List all scholarships, fellowships, honorary degrees, civilian service citations, military 

medals, academic. or professional honors, honorary society memberships and any other 

special recognition for outstanding service or achievement. 

SA Answer: 

Military decorations include the Meritorious Service Medal with three gold stars, Navy 

Commendation Medal with two gold stars, the Navy Achievement.Medal, the Joint Meritorious 

Unit Commendation award with one oak leaf, the Navy Unit Commendation award with three 

bronze stars, the Meritorious Unit Commendation award with bronze two stars, the Marine Corps 

Good Conduct Medal, the National Defense Service Medal with one bronze star, the Armed 

Forces Expeditionary Medal, the Iraq Campaign Medal, the OWOT Service Medal, the Korean 

Defense Service Medal, L~e Armed Forces Service Medal, the Sea Service Deployment Ribbon 

with silver star, tl1e Recruiting Ribbon, the NATO Medal, the Presidential Service Badge and the 

Naval Parachutists Badge. 

Emergency Management 

2016 Employer Support of the Guard and Reserve (ESGR), Patriot Award, December 2016 

2013 Awareness to Action & Preparing the Whole Community Honorable Mention 

6 
108 

Citizen Corps Individual and Community Preparedness Awards (FEMA), October 2013 

2012 Community Impact Award American Red Cross (Rl & CT Chapter), November 2012 

2012 IAEM-Global & National Partners in Preparedness Awards, Intemational Association of 

Emergency Managers (IAE1v1), November 2012 

6. Membersllips 

List all memberships that you have held in professional, social, business, fraternal, 

scholarly, civic, or charitable organizations in the last 10 years. 

Unless relevant to your nomination, you do NOT need to include memberships in 

charitable organizations available to the public as a result of a tax deductible donation of 

$1,000 or less, Parent· Teacher Associations or other organizations connected to schools 

attended by your children, athletic clubs or teams, automobile support organizations (such 

as AAA), discounts clubs (such as Groupon or Sam's Club), or affinity 

memberships/consumer clubs (such as frequent flyer memberships). 

Nams; ofOrgaliizatilni Dates ol'YourMeiUbershln Position(s} Held. .-l (Yo,u .lltayapproXjmafe;) •.. .·.· . . · ...•... ·· .. 

'Rhode Island Association of 2008 - Present Chainnan, .Pmfessiona 1 I Emergency Managers (RlAEM) Development Committee 

(November20 1 0 -December 

2015) 

International Association of 2008 -Present Member 

Emergency Ma11agers (JAEM) 

FEMA Region 1 (New April2008 -Present Member 

England), Regional Advis01y 

Council (RAC) 

Emergency Management 20 J 0 -Present Vice Chairman, EM Program 

Accreditation Program (EMAP) Review Committee, Chairman 

for US&R Program Review 

Committee & Commissioner for 

EMAP 

DHS State, Loca~ Tribal, and I July 20 11 - June 2012 Member 

TetTitorial Government 

Coordinating Council 

(SLTIOCC) I 

George J. West Elementary November 2011 ·Present Mentor & Board Member 

School Mentor Program, 

Providence Public Schools 

7 
109 

WaterFire Salute to Veterans October 2012 -J auuary 20 17 Executive Committee Member 

Committee 

International Emergency January 2015- Present Member 

Management Group (JEMG) 

Northeast States Emergency ! January 2015- Present Vice Chainnan 

Consortium (NESEC) I 

National Association of I January 2015 - Present Member, Preparedness 

Emergency Managers (NEMA) Committee a.'ld NBMA 

Representative (Commissioner) 

to the Emergency Management 

-----· Accreditation Program (EMAP) 

Rhode Island Emergency January 2015- Present Vice Chai1man 

Management Advisory Council 

~-

State Interoperable January 20 IS -Present Chainnan 

Communications Committee 

(Rhode Island) 

State Emergency Response January 2015- Present Chainnan 

Commission (Rhode Island) 

Rhode Island Cybersecurity June 2015- June 2017 Committee Member 

Commission ---· 

7. Political Activit; 

{A) Have you ever been a candidate for or been elected or appointed to a political office? 

Y ear(sl Election. 

Name of Office Eleeted/Ael:!oiiltcd/ He!dor. Term of Servii!e 

Candidate Only An~ointment (if applicable) 

Mad~ 

Director, Providence Emergency Appointed 2008 At the Pleasure of 

Management Agency and Office of the Mayor 

Hoinela11d Security 

Director, Rhode Island Emergency Appointed 2015 At the PleaSure of 

Management Agency the Governor 

I 

I 

r---------- I 

~--- --

8 
110 

(B) List any offices held in or services rendcre<l to a political party or election committee 

during the last ten years that you have not listed elsewhere. 

Name.ofFarty/Eieetion . Offlce/Ser,vieeS-Rendered 

.ctimn>itiee · Responsrbillties 

NIA N/A NIA 

1----·--·---·-1-----------+----

Dates Of 

Serv.ice 

N/A 

~-----------J----------------~--------------~---------

(C) Itemize all individual political contributions of $200 or more that you have made in the 

past five years to any individual, campaign organization, political party, political action 

committee, or similar entity. Please list each individual contribution and not the total 

amount contributed to the person or entity during the year, 

9 
111 

-" 

I 

i 

-

--

8. Publications and Speeches 

(A) List the titles, publishers and dates of bool>S, artieles, reports or other published 

materials that you have written, including m1icles published on the Internet. Please provide 

the Committee with copies of all listed publications. In lieu of hard copies, electronic copies 

can be provided via e-mail or other digital format. 

...... " 

Title, ... P.ublili!ter" .· . Daie(¥) ofPuf)JiCatioir 

Snow: Building a Better All- Joumal of Business Continuity November2013 

Hazards Response and Emenrency Plannin11: 

Providing Decision Support in IEEE International Conference November 20 I 0 , 

Complex Missions such as on Technologies 

-;;;;,,,,.,~-j Responding fi·om a Metropolitan for Homeland Securi1y 

IEDAttack ·--,--- Special Event Phinning for the Journal of Business Continuizy 

Emergency Manager and Emergency Plalllling 

Video SurveiUance: How the Government Security News September 2009 

timely sharing of information 

leads to improved, rapid 

decision-makin!l. 

The Demise of Heroes Marine Coms Gazette March 2008 

Wheie Have All the Colonels Marine Co:ps Ga7.ettc March 2005 

Gone 

'"""--"---"--... - . 

... " 

10 
112 

(B) List any formal speeches yon have delivered during the last five years and provide the 

Committee with copies of those speeches relevantto the position for which you have been 

nominated. Include any testimony to Congress or any other legislative or administrative 

body. These items can be provided electronically via e-mail or other digital.format. 

. Titliilfo[(lc Pliu><i!Aiilliimce l)aie(sj.iif S!leech . 

2018 House Committee on House Capitol Visitor Center February 6, 2018 

Homeland Security, (HVC) Room 210, Washington, 

Subcommittee on Emergency DC I Open to the Public 

Preparedness, Response and 

Communications, Congressional 

Testimony focused on Ensuring 

Effective and Reliable Alerts and 

Waminr;s 

2015 House Committee on Room 3 J I, Cannon House June 10,2015 

HO!)Ieland Security, Office Building, Washington, 

Subcommittee on Emergency DC I Open to the Public 

Preparedness, Response and 

Communications CongressionCil 

Testimony focused on Deftnse 

Supvort ot'Civil Authorities 

----------

~--~----~----- ----'--···-· 

11 
113 

(C) List all speeches and testimony you h11ve delivered in the past ten years, except for 

those tbetcxt.ofwhieb you are proViding to the Committee. 

-

Title .Place/Audience Date(s}ofSileech 

20f4 Jolmson & Wales. Jolmson & Wales, Schneider March 19, 2014 

University, John Hazen White Auditorium, Providence, Rl/ 

School of Arts & Sciences' Law Open to the Public (Opening 

& Technology Symposium Remarks on Panel) 

Is Privacy Dead? 

2013 Publick Occun·cnces Rltode ISland College, September 5, 2013 

(Providence Joumal Forutn) Providence, Rhode Island I 

Privacy: Condition Critical? Open to the Public (Opening 

Remarks· on Panel) 

2013 Peter R Lord Seminars on The Providence Journal 4th September 20, 2013 

1 

the Environment (Metcalf Floor Auditorium 75 Fountain 

Institute) Street Providence, RII Opeu to 

Extreme Weather the Public (Opening.Remarks on 

Panel) 

2012 Domestic Preparedness Hartford, Connecticut I Open to March 12, 2012 

(DomPrep) Northeast, Regional the Public (Opening Remarks 

Wm'kshop on Panel) Building Resilient Rel;Jions for a 

Secure and Resilient Nation 

2011 Annual Conference, Newport, Rhode Island/ Open October 21, 2011 

Northeast Disaster Recovery to the Public (Opening Remarks 

Infonnation X-Change on Panel) 

(NEDRJX) 

Building Resilience Capability 

and Capacity 

2010 Jamestown Memorial Day Veterans Square, Jamestown, May 30, 20!0 

Commemorative Ceremony Rl/ Ooen to the Puhlic 

I 

I 

I i 

I 

12 

i 

i 

! 
114 

9. Criminal History 

Since (and including) your 18111 birthday, has any of the following happened? 

Have you been issued a summons, citation, or ticket to appllllr in court in a criminal proceeding against you? 

(Exclu\le citations involving iraffic infractions where the fine was less than $300 and did n<:>t inclnde aJcohol or 

drugs.) No. 

Have you been arrested by any police 9fficer, sheriff, marshal or any other type of law enforcement official? 

No. 

Have you been charged, convicted, or sentenced of a crime in any court? No. 

Have you been or are you currently on probation or parole? No. 

• Are you currently on trial or awaiting a trial on criminal charges? No. 

To your J.:nowledge, have you ever been. the subject or lllrget of a federal, state or local criminal invesligation? 

No. 

If the answer to any of the questions above is yes, please answer the questions below for 

each criminal event (citation, arrest, investigation, etc.). If the event.was an investigation, 

where the question below asks for information about the offense, please offer information 

about the offense under investigation (if known). 

A) Date of offense: N/A. 

a. J s this an estimate (Yes/No); 

B) Description of the specific nature of the offense: N/A, 

C) Did the offense involve any oftlle following? NtA. 

l) Domestic violence or a ctitlle of violence (such as battery or assault) against your child, dependen~ 

cohabitant, spouse, fon11er spouse, or someone with whom you share a. child in common: Yes I No 

2) Firearms or explosives: Yes I No 

3) Alcohol or drugs: Yes/No 

D) Location wher:ethe offense occurred (city, county, state, zip code, country): N/A. 

B) Were you arrested, sulllllloned, cited or did you re.ceive a ticket to appear as a result of this offense by any 

police officer, sheriff, marshal or any other type of!aw enforcement official; N/A. 

l) Name of the law enforcement agency that arrested/cited/summoned you; 

2) Location of the law enforcement agency (city, county, state, zip code, country): 

F) As a result oftWs offense were you charged, convicted, currently awaiting trlai, and/or ordered to appear in 

court in a criminal procel)diilg against you; Nl A. 
115 

1) If yes, provide the nilllle of the court and the location ofthe coutt (city, county, state, zip code, 

country): 

2) If yes, provide all the charges brought against you for this offense, and the outcome of each charged 

offense (such as found guilty, found not-guilty, charge dropped or "nolle pros," etc). If you were found 

guilty of or pleaded guj[ty to a lesser offense, list separately both the original charge and the lesser 

offense: 

3) If no, provide explanation: 

G) Were you sentenced as a resultofthis o:flense: N/A. 

H) l~·ovide a description of the sentence: N/A. 

I) Were you sentenced to imprisonment for a tenn exceeding one year: N/A. 

J) Were you incarcemted as a result of that sentence for notless iliao one year: N/A. 

I{) Ifih.e conviction resulted in imprisonment, provide the dates that you actually were in·carcerated: N/ A. 

L) If conviction resulted in probation or parole, provide the dates of probation or parole: N/A. 

M) Are you currently on trial, awaiting a trial, or awaiting sentencing on criminal charges for this offense: N/ A. 

N) Provide explanation: N/ A. 

14 
116 

10. Civil Litigation and Administrative or Legislative Proceedings 

(A) Since (and including) your 18th birthday, have you been a party to any public record 

civil court action or administrative or legislative proceeding of any kind t11at resulted in (1) 

a fmding of wrongdoing against you, or (2) a settlement agreemeutfor you, or some other 

person or entity, to make a p!lyment to settle allegations against you,. or for you to take, or 

refrain from taldng, some action. Do NOT include small claims proceedings. No. 

court 

~arn-e 

N/A 

L-------·· ····--

Nanie(s)of 

l'riudpal Parties 

Jn;;oliled in 

A ction/Proceedilig 

N/A 

Natute.ofAction!Proeecilil1g 

NIA 

Results·of 

Ai:tioir!Proceeding 

N/A 

(B)In addition to those listed above, have you or any business of which you were an officer, 

director or owner ever been involved as a party of interest in any administrative agency 

proceeding or civil litigation? Please identify and provide details for any proceedings or 

civil litigation tbat involve actions taken or omitted hy you, or alleged to haye been taken or 

omitted by you, while serving in your offiCial capacity. No. 

Daie'Cliilili!Suit 

\va.s.tiH.fii 

None 

Court 

.Name 

N/A 

Name(s) of 

Prill dpal Parties 

.fi\Volved In 

Action/Proceeding 

.··. 

N/A 

15 

Nature<lf Actiori/Etoceedh>g 

N/A 

Resulls.of 

Acti~ding 
117 

(C) For responses to the previous question, please identify and provide details for any 

proceedings or civil litigation that involve actions taken or omitted by you, or alleged to 

have been taken or omitted by you, while serving in your official capacity. N/ A. 

11. Breach of Professional Ethics 

(A) Have you ever been disciplined or cited for a breach of ethics or unprofessional conduct 

by, or been the subject of a complaint to, any court, administrative agency, professional 

association, disciplinary committee, or other professional group? Exclude cases and 

proceedings already listed. No. 

Name of 

i\gencylA~~oCiatiqn/ 

CommitteeiGroup 

None 

Date 

Cftatio~ipliuary 

Aciii:>il/Crimpiaiitt 

Ilisuedlinliiated 

N/A 

Describe. Cltatioil/Disciplinary 

ACtion/Comp!alnt 

NfA 

Results nfD!sciplinary 

Action/Complahit 

NIA 

(B) Have you ever been fired from a job, quit a job after being told you would be fired, left 

a job by mutual agreement following charges or allegations of misconduct, left a job by 

mutual agreement following notice of unsatisfactory performance~ or received a written 

warning, been officially reprimanded, suspended, or disciplined for misconduct in tbe 

workplace, such as violation of a security policy? No. 

12. Tax Compliance 

(This information will nofbe published in the record of the bearing on your nomination, 

but it will be retained in the Committee's files and will be available for public inspection.) 

REDACTED 
118 

REDACTED 

13. Lobbying 

In the past ten years, have you registered as a lobbyist? No. If so, please indicate the state, 

federal, or local bodies with which you.have registered (e.g., House, Senate, California 

Secretary of State). N/A. 

14. Outside Positions 

o See OGE Fonn 278. (If, fo; your nomination, you have.completed an OGE Fonn 278 

Executive Branch Personnel Public Financial Disclosure Report, you may check the box here to 

complete this section and then proceed to the next section.) 

}'or the preceding ten calendar years and the current calendar year, report any positions 

held, whether compensated or not. Positions include bui are not limited to those of an 

officer, director, trustee, general partner, proprietor, representative, employee, or 

consultant of any corporation, firm, partnership, or other business enterprise or any nonprofit organization or educational institution. ~ positions with religious, social, 

fraternal, or political entities and those solely of an honorary nature. 

Type of 

Organization 

(corporation, finn, 

Position Held Position Name of Address of partnerShip, other 

business enterprise .. Position Held ~ Held To Orgnnizatio!l Organizatlgn other non•profit (monfli/y~ar) (month/year) 

organization, 

educational 

jnstitution) 

George J .. West 145 Beaufort St. Educational Board Member November Present 

Elementary Providence, RI Institution 2011 

School Mentor 02908 

Program, 

Providence 

Public Schools ·-· 

18 

I 

I 
119 

\ emergency 20ll'ark Non-Profit Commissioner j December2010 Present 

Management Washington Organization I 

Accreditation Court, Falls 

1 Program (EMAP) Chw·ch, VA 

220464527 

15. Agreements or Arrangements 

!; See OGE F01m 278. (1f, 1\:Jr your nomiilation, you have completed an OGE Fonn 278 

Executive Branch Personnel Public Financial Disclosw·e Report, you may check the box here to 

complete this section and then proceed to the next section.) 

As of the date of filing your OGE Form 278, report your agreements or arrangements for: 

(1) continuing participation in an employee benefit plan (e.g. pension, 401k, deferred 

compensation); (2) continuation of payment by a former employer (including severance 

payments); (3) leaves of absence; and (4) future employment. 

Provide information regarding any agreements or arrangements you have concerning (1) 

future employment; (2} a leave of absence during your period of Government service; (3) 

continuation of payments by a former employer other than the United States Government; 

and (4) continuing participation in an employee welfare or benefit plan maintained by a 

former employer other than United States Government retirement benefits. 

Status and Terms of Any 

Agh;mJ!eiil or Arrangement 

None N/A N/A 

19 

~ 

(montli!year) 
120 

16. Additional Financial Data 

Allinfurmation requested under this heading must he provided for yourself, your spouse, 

and your dependents. (This information will not be published in the record of the hearing 

on your nomination, but it will be retained in the Committee's flies and will be available for 

public inspection.) 

REDACTED 
REDACTED 

SIGNATlJ""RE AND DATE 

l hereby state that I have read the foregoing Statement on Biographical and Financial Information and that tile information 

provided therein is, to the best of my know ledge, current, accurate, and complete • 

......--.--~.· 

1 

I 

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This 611l day of July 2018 

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UNITED STATES OFFICE OF 

GOVERNMENT ETHICS 

---- * --· -----

The Honorable Ron Johnson 

Chairman 

Committee on Homeland Security 

and Governmental Affairs 

United States Senate 

Washington, DC 20510 

Dear Mr. Chairman: 

REDACTED 

June 29, 2018 

fn accordance with the Ethics in Government Act of 1978, I enclose a copy of the 

financial disclosure report filed by Peter T. Gaynor, who has been nominated by 

President Trump for the position of Deputy Administrator, Federal Emergency Management 

Agency, Department of Homeland Security. 

We have reviewed the report and have obtained advice from the agency concerning any 

possible conflict in light of its functions and the nominee'.s proposed duties. Also ef)closed is an 

ethics- agreement outlining the actions that the nominee will undertake to avoid contlkts of 

interest.· Unless a date for compHance is indicated in the ethics agreement, the nominee must 

fully comply within three months of confirmation with any action specified in the ethics 

agreement. 

Based thereon, we believe that this nominee is in compliance with applicable laws and 

regulations governing conf:licts of interest. 

Enclosures REDACTED 

Sincerely) 

DAVID 

APOL 

DavidJ. Apol 

Diglta!fy Signed by DA V!D 

APOL 

Acting Director and General Counsel 

1201 NEWYORKAVoNW•SlJ!TESOO·WASH!NG'!ON DC·20005 
123 

Joseph B. Maher 

Designated Agency Ethics Official 

Department of Homeland Security 

Washington; D.C. 20528-0485 

Dear Mr. Maher: 

June 4, 2018 

The purpose of this letter is to describe the steps that! will take to avoid any actual or 

apparent conflict of interest in the event that I am confirmed for the position of Deputy 

Admii'lisfrator for the Federal Emergency Management Agency, Department ofHomeland 

Security. 

As required by 18 U.S.C. § 20S(a), I will not participate personally and substantially in 

any particular matter in which I know that! have a financialinterest directly and predictably 

affected by the matter; or in which I know that a person whose interests. are imputed to me. has. a 

financial interest directly !ll1d predictably affected by the matter, unless l first obtain a written 

waiver, pursuant to 18 tJ.S.C. § 208(b)( I), or qualify for a regulatory exemption, pursuantto 

18 U.S.C. § 208(b)(2). !understand that the interests of the following persons are imputed to 

me: any spouse or minor child of mine; any general partner of a partnership in which I am a 

limited or general partner; any organization in which I serve as officer, director, trustee, general 

partner or employee; and any person or organization with which I am negotiating or have an 

arrangement concerning prospective employment. 

Upon confirmation, I wiH resign from my position with the Rhode [stand Emergency 

Management Agency. For a period of one year after my resignation, I will not participate 

personally and substantiatly in any particular :matter involving specific parties in Which I know 

the State of Rhode Island is a party or represents a party, unless I am first authorized to 

participate, pursuant to 5 C.F.R. § 2635.502(d). 

Upon confirmation; I will resign from my positions with the George J; West Elementary 

School Mentor Program, the Elnergency Management Accreditation Program, and the Nmiheast 

States Emergency Consortium {NESEC). For a period of one year after my resignation from 

each of these entities, I will notparticipate personally and substantially in any particular matter 

involving specific parties in which T know that entity is a party or represents a party, unless I !lm 

first authorized to participate, pursuant to5 C.F.R. § 2635.502(d). 

I will divest my interests in Berkshire Hathaway within 90 days of my confirmation. 

will not participate personally ancl substantially in any particular matter that to my knowledge 

has a direct and predictable effect on thdinancial interests of this entity until I hav.e divested it, 
124 

unless I first obtain a written waiver, pursuant to 18 U.S.C. § 208(b )(l), or qualify for a 

regulatory exemption, pursuantto 18 U;S.C. § 208(b)(2). 

I understand that I may be eligible to request a Certificate of Divestiture for qualifying 

assets and thata Certificate of Divestiture is effecti've only if obtained prior to divestiture. 

Regardless of whether l receive a.Certificate of Divestiture, l will ensure that all divestitures 

discussed in this agreement occur within the. agreed upon timefrantes and that all proceeds are 

invested in non-conflicting assets. 

My spouse is employed by Norwegian Airlines in a position for which she receives a 

fixed annual salary. For as long as my spouse continues to work for Norwegian Airlines, I will 

not participate personally and subst!lntially in any particular matter involving specific parties in 

whiCh I know Norwegian Airlines is a party or represents a party, unless I am first .authoriz.ed to 

participate, pursuant to 5 C.F.R. § 2635.502(d). 

If I have a mamtged account or otherwise use the services of an investment professional 

during,my appointment, 1 will ensure that the account manager orin vestment professiO'na:l 

obtains my prior approval. on a easccby-case.basis for the purchase of any assets other than cash, 

cash equivalents, investment funds that. qualify for the exemption at5 C.F.R. § 2640.20 I (a), or 

obiigations of the United States. 

I will meet in person with y6u or another Department of Homeland Security ethics 

official dm'ilig the first week of my service in the position of Deputy Administ(at0r for the 

Federal Emergency Management Agency in order to cotnplete the initial ethics briefing require<;! 

under 5 C.F.R. § 2638..305. Within 90 days of my confirmation, I will document my compliance 

with this ethics agreement by notifying you in writing when [have completed the steps described 

in this ethics agreement. 

I Uqderstand that as an appointee I. will be r\!(juired to sign the Ethics Pledge.(Exec. Order 

No. 13770) an<l that I will be bo.und by the requirements and. restrictions therein in addition to the 

commftme.uts I have made in this ethics agreement. 

t have been advised that this ethics agteetnent will be posted publicly, consistent with 

5 U.S.C. § 552, on the website of the U.S. Office of Government Ethics with ethics agreements 

of otherPresidentiai"nominees who file public financial disclosure reports. 

Sincerely, 

Peter T, Gaynor 

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U.S. Senate Committee on Homeland Security and Governmental Affairs 

Pre-hearing Questionnaire 

For the Nomination of Peter Gaynor to be 

Deputy Administrator of the Federal Emergency Management Agency 

Department of Homeland Security 

I. Nomination Process and Conflicts oflnterest 

I. Did the President, Secretary of Homeland Security, or Federal Emergency Management 

Agency (FEMA) Administrator give you specific reasons why you were nominated to be the 

next FEMA Deputy Administrator? If so, what were they? 

Yes, Administrator Long indicated both privately and publicly that I have a "wealth of 

experience in emergency management, organizational change, planning, and policy." 

2. Were any conditions, expressed or implied, attached to your nomination? If so, please 

explain. 

There were no conditions, expressed or implied, attached to my nomination. 

3. Have you made any commitments with respect to the policies and principles you will attempt 

to implement as Deputy Administrator? lfso, what are they. and to whom were the 

commitments made? 

I have made no commitments with respect to the policies and principles that I may, or 

may not, implement as Deputy Administrator. 

4. Are you aware of any business relationship, dealing, or financial transaction that could result 

in a possible conflict of interest for you or the appearance of a conflict of interest? If so, 

please explain what procedures you will use to recuse yourself or otherwise address the 

conflict. And if you will recuse yourself~ explain how you will ensure your responsibilities 

arc not affected by your recusa!. 

I have consulted with the Office of Government Ethics and The Department of 

Homeland Security Designated Agency Ethics Official to identify any and all potential 

conflicts of interest. Any potential conflicts of interest will be resolved in accordance 

with the terms of an ethics agreement that I have entered into with the DHS Designated 

Agency Ethics Official. Outside of the items provided in this agreement, I am not 

aware of any additional conflicts of interest(s). 

II. Background of the Nominee 

5. What specific background, experience, and attributes qualify you to be Deputy 

Administrator? 

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As a member of the U.S. Marine Corps, from Private to Lieutenant Colonel, I have 

followed and lead some of the most exceptional men and women this country has 

produced in some of the most inhospitable and dangerous corners ofthe globe. 

I arrived for a tour at Headquarters Marine Corps in Washington D.C., approximately 

30-days before September 11, 2001 and witnessed first-hand the attack on the Pentagon 

and our country. Within hours after the Pentagon was attacked and the Navy 

Operations Center (NOC) of our sister service was destroyed, my team reconfigured 

onr still fully-functioning Crisis Response Center in order to accommodate and 

reestablish the NOC with new equipment, personnel and operational support. This 

action enabled the Chief of Naval Operations to seamlessly maintain his operational 

Naval service missions and posture. 

Following the attack, my team managed around-the-clock operations supporting the 

Marine Corps around the world. We also advised, managed, coordinated and executed 

Continuity of Operations and the Joint Emergency Evacuation Plans for Headquarters 

Marine Corps in support of the Global War on Terror. 

In 2006, I was deployed in support of Iraqi Freedom with the 1st Marine Expeditionary 

Force (Fonvard) and I assisted with the coordination of combat operations in the AlAn bar Province oflraq for Multi-National and Marine forces. During this period, I 

coordinated and facilitated numerous combat response and recovery events in Iraq 

including mass casualty evacuations and recovery of downed and missing aircraft and 

personnel. 

After retiring from the Marine Corps, I transitioned to my current profession of 

emergency management. 

In 2008, I was appointed Director of the Providence Emergency Management Agency & 

Office of Homeland Security. As the Director, I advised both Chief Elected Officials 

and coordinated the response and recovery efforts for small and large disasters, 

including three federally declared disasters for floods, a tropical storm, a winter 

blizzard, and the HINl Pandemic. I led Providence's emergency management 

accreditation effort, which resulted in the city becoming the first municipality in the 

Nation to achieve the distinction. 

At the direction of the Mayor, I was temporarily assigned twice to the Providence 

Public School Department, once as the Acting Chief of Staff providing advice and 

counsel to the Superintendent and once as the Acting Chief Operating Officer. In that 

role, I provided advice, operational support and guidance to the entire School 

Department consisting of24,000 students, 2,200 employees and 40 facilities. 

In 2015, I was appointed by Governor Gina M. Raimondo to serve as a Cabinet-level 

Director of the Rhode Island Emergency Management Agency. With the State, I am 

responsible for preparations designed to reduce the loss of life and damage to property 

from natural, manmade and technological incidents. I advise the Governor and 

coordinate the response and recovery for small and large disasters, including one 

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federally declared disaster and the management of at least seven preexisting active 

federal disasters. I also led the effort to completely overhaul the State's antiquated 

Cold War-era civil defense job descriptions which dated back to the 1960's. This 

update, in turn, allowed me to hire the best and the brightest to meet today's threats 

and hazards. For a second time, this time at the state level, I led the state's emergency 

management accreditation etTort, successfully achieving accreditation this past year. 

I received my Master's Degree in National Security and Strategic Studies Naval War 

College and attended the Homeland Security Executive Leaders Program at the Naval 

Postgraduate School in Monterey, CA. 

6. Please describe: 

a. Your leadership and management style. 

I am mission oriented, with the goal of identifying "what" needs to be 

accomplished and delegating the "how" it gets done to the person and/or team 

assigned with that task. I am firm but fair, recognizing employees for superior 

performance while holding those employees accountable for poor performance 

and mismanagement. 

b. Your experience managing personnel. 

I have managed and led various sized units in the Marine Corps, from 3 to 300. 

I have managed and led various sized organizations in my time as an emergency 

manager from 5 in a small, local agency to 50 in a larger, state agency. During 

my time assigned as the Chief Operating Officer for the Providence Public 

School Department, I was responsible for managing approximately 3,200 

teachers and supporting staff. 

c. What is the largest number of people that have worked under you? 

Approximately 3,200. 

7. Please describe any experience you have developing and executing budgets, and updating 

information technology and/or financial management systems. 

During my time assigned as the Chief Operating Officer for the Providence Public 

School Department, I was responsible for IT systems upgrades, school safety, 

operations, the management of 40 facilities and oversight of the Human Resources 

Department. As an emergency manager at the local and state levels, I have developed 

and executed multiple budget cycles. Currently, I manage a state agency budget in 

excess of $20 million dollars. 

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III. Role of the Deputy Administrator- FEMA 

8. Please describe your view of the agency's core mission and the Deputy Administrator's role 

in achieving that mission. 

FEMA's core mission and responsibility is the coordination of government-wide relief 

efforts before, during, and after disasters. If confirmed, my goal will be to relieve the 

Administrator from day-to-day administrative operations so he can solely focus on 

delivering mission essential critical functions to the Nation. I believe the goals outlined 

in FEMA 's Strategic Plan should be aligned with the annual bndget, which will better 

enable employees to make measurable improvements to systems and processes and 

deliver those mission essential functions to the Nation when most needed. 

9. In your view. how do the roles and responsibilities of the FEMA Deputy Administrator differ 

from the roles and responsibilities of the FEMA Administrator? 

As stated in Question 8, I believe the role of the Deputy Administrator is to relieve the 

Administrator from the day-to-day mission support and administrative operations so 

he can solely focus on delivering mission essential critical functions to the Nation. 

10. What do you anticipate will be your greatest challenges as FEMA Deputy Administrator, and 

what do you expect will be your top priorities? What do you hope to accomplish during your 

tenure? 

If confirmed, my top priority will be focusing on the three strategic goals of the FEMA 

Administrator: 1) Building a Culture of Preparedness, 2) Readying the Nation for 

Catastrophic Disasters, and 3) Reducing the Complexity of FEMA. I believe the most 

challenging is to Build a Culture of Preparedness. This goal requires a focused 

campaign to change habits and human nature. It can be done, but we must be 

innovative and easily replicable at all levels of government. 

TV. Policy Questions 

II. In your opinion, is FEMA currently fulfilling its emergency management responsibilities? If 

not, what would you do ditTerently as Deputy Administrator? 

I believe FEMA is fulfilling its emergency management responsibilities, however there 

are always areas for improvement. As a State Emergency Management Director, I 

believe the current initiative of assigning a FEMA Integration Team to the state level is 

ground-breaking. It will better ensure the integration and coordination of federal-state 

planning and operations. It will allow for better information sharing in both directions, 

as well as timely decision-making. As for doing something different, if confirmed, I 

commit to a review of shortfalls and gaps to improve the future performance of the 

agency. Additionally, the 2017 Hurricane Season FEMA After-Action Report will add 

further pinpoint focus on areas of improvement. 

Senate Homeland Security and Governmental Affairs Committee Page 4 
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Federal Disaster Costs and Programs 

12. How do you view the role ofthe federal government in funding the response and long-term 

recovery to major state and local disasters, and what steps would you take to decrease the 

federal government's future fiscal exposure to disasters? 

From my perspective as a State Emergency Management Director, there are two 

groups of emergency managers: l) those that primarily focus on response and have not 

had a significant long-term recovery challenge and 2) those that have had multiple 

responses resulting in significant and overlapping long-term recovery efforts. Simply, 

we need to better focus on recovery at every level. The National Disaster Recovery 

Framework is a good start to achieve that goal. Until you experience the challenges of 

long-term recovery, it can be a difficult concept to understand and implement. Local 

and state elected leaders must make greater investments in preparing for recovery in 

advance of disaster to include funding, planning, policy, training, and exercising. At 

every level of government, we must fairly share the burden of disasters; from 

mitigation, preparedness, and response, to the last project and dollar of recovery. 

13. The DHS Office oflnspector General (OIG) and other watchdogs have identified problems 

with FEMA · s management of its grant programs. 

a. If confirmed, what initial actions would you take to improve FEMA's management 

of its grant programs? 

If confirmed, I will commit to a review of all pertinent audits, inspections, and 

evaluations to identify all incomplete recommendations with the aim of 

ultimately improving the performance of bow the agency delivers federal 

disaster and non-disaster grants programs, including accountability, 

transparency, and good business practices. 

b. What qualities will you look for in those that will manage FEMA 's disaster 

assistance and preparedness grant programs? 

Integrity, attention to detail, accountability, transparency, and mastery of 

managing federal disaster and non-disaster grants programs, witb the goal of 

reducing the complexity ofFEMA. 

c. If contlrmed, will you commit to doing a full review of open DHS OIG 

recommendations and directing program oftlces to work with the DHS OIG on 

closing outstanding recommendations? 

Yes. 

14. Please describe your experience working with state and local governments. How would you 

create effective working partnerships with state and local governments while effectively 

Senate Homeland Security and Governmental Affairs Committee Page 5 
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holding states responsible for managing emergency response activities that are within their 

respective capabilities? 

I have worked extensively at the local and state level for the past ten years. Building 

effective partnerships starts by finding out what we have in common and what we can 

leverage together to achieve our common goals. Conducting hazard and gap analysis 

will assist in determining to what degree capabilities exist and which ones have 

shortfalls. By properly identifying gaps and shortfalls in a systematic way, we then can 

apply appropriate funding in order to "buy down" or reduce that risk. As the State of 

Rhode Island's State Administrative Agent for federal grants, I must ensure periodic 

compliance checks and continued resource availability. 

I clearly understand that for there to be an effective federal response, we must prepare 

all levels of government to assist the individual to be prepared for the next disaster. 

Without prepared residents, no neighborhood can be truly prepared; without strong 

neighborhoods, no municipality can be prepared and there can be no strong state 

response; and without prepared states, there cannot be a robust, effective federal 

response and recovery effort. 

15. FEMA has had challenges closing out disasters. What do you think contributes to disasters 

not being closed out in a timely manner? If confirmed, how would you address this problem? 

I believe the complexity of the Public Assistance (PA) program prevents local and state 

disaster sub-recipients from closing out disasters in a reasonable amount of time. With 

that being said, there may be disasters that have complex issues which may require 

additional time considerations. If confirmed, I will continue to champion the effort to 

reduce the complexity of PA, while simultaneously encouraging states to increase their 

capacity to manage disasters through a more robust state recovery program, thereby 

avoiding the reliance on federal assistance. 

16. FEMA is the primary federal entity charged with managing disaster response activities. 

FEMA and its programs provide assistance based on the extent of damage incurred. 

However, FEMA is not the sole source of federal assistance available after a presidential 

disaster declaration. In your view, what improvements can be implemented by FEMA to 

eliminate or reduce instances of benefit duplication? 

In my experience as a local and state emergency management director, we must 

dedicate more pre-disaster funding vice post-disaster funding. In a recent National 

Institute of Building Sciences report entitled Natural Hazard Mitigation Saves: 2017 

Interim Report, the report finds that for every dollar spent on federal grants aimed at 

improving disaster resilience, society saves six dollars 

Additionally, we must continue to encourage states to increase their capacity to manage 

disasters through a more robust state recovery program. Being prepared -especially 

for the recovery phase- starts with a community-based planning effort to ensure a well 

Senate Homeland Security and Governmental Affairs Committee Page 6 
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thought-out, integrated, and practiced plan. At the local level, these recovery plans 

must align with state recovery plans, while those at the state level align with the 

National Disaster Recovery Framework. To eliminate or reduce instances of benefit 

duplication, states must continuously improve the delivery of education and outreach 

before a disaster strikes. The federal post-disaster system is fragmented and lacks true 

cohesion. Too often, the recovery education and outreach happens after a disaster. It is 

imperative that local and state governments understand the wide range of Federal and 

non-Federal partner capabilities up-front before a disaster strikes. If confirmed, you 

have my commitment to look into how to reduce benefit duplication. 

17. If confirmed, will you commit to updating the FEMA website so it includes useful and usable 

information regarding disaster and preparedness grants funding? 

Yes. 

National Flood Insurance Program 

18. The National Flood Insurance Program (NFIP) has been on the Government Accountability 

Office's (GAO's) high-risk list since 2006. If confirmed, what steps will you take to address 

this problem? 

a. What steps would you take to increase the number of structures in designated Special 

Flood Hazard Areas that comply with the requirement to have flood insurance? 

I believe the key to increasing the number of structures insured in the Special 

Flood Hazard Areas begins at the local level by improving zoning and building 

code requirements, as well as making sure floodplain compliance is met. 

Additionally, local municipalities should be encouraged to participate in the 

Community Rating System (CRS) which can reduce the homeowner's flood 

insurance premiums by as much as 45 percent. The CRS program also 

enhances floodplain management activities for public safety, reduces damages 

to property and public infrastructure, avoids economic disruption and losses, 

reduces human suffering, and protects the environment. If confirmed, I would 

also examine the requirement for the annual lump-sum payment that is 

required of insurance holders; this may be an impediment to insurance uptake. 

Finally, insurance is the best action a property owner can take to ensure their 

most important investment is properly protected which will enable them to 

recover from disaster. 

b. Do you believe there are problems with the amount ofNFIP premiums collected 

from policyholders? If so, what steps would you take to address them? 

I am unfamiliar with this issue. If confirmed, I will research this issue to 

determine the level of concern. 

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c. What steps would you take to ensure the Flood Insurance Risk Maps are updated to 

properly inform buyers and sellers of flood risk? 

Both state and local hazard mitigation efforts across the country should have an 

easily searchable, online database where owners and prospective owners can 

access their flood risks for a specific property. Flood Insurance Risk Maps are 

updated based on current risk using historical data and do not include 

consideration of future risk. FEMA has a robust NFIP Flood Hazard Mapping 

web presence. State and local hazard mitigation planners, along with insurance 

associations, should be encouraged to synchronize awareness efforts and make 

the decision to buy flood insurance simpler. 

Hazard Mitigation and Disaster Resilience 

19. How could FEMA better design pre-and post-disaster mitigation grant programs to increase 

incentives for states, localities, businesses, and individuals to invest in disaster resilience? 

As a Nation we should sharply focus on pre-disaster mitigation. Although the Hazard 

Mitigation Grant Program (HMGP), authorized under Section 404 of the Stafford Act 

offers "protection to undamaged parts of a facility or to prevent or reduce damages 

caused by future disasters," that funding is simply not enough. FEMA should seek to 

move funding typically provided after a disaster to the HMGP or other new program 

that encourages risk reduction before a disaster strikes. I have seen estimates that for 

every dollar of mitigation invested prior to a disaster, it saves up to six dollars of money 

spent on post disaster recovery costs. 

20. What actions would you take to help FEMA lead and implement the development of 

consistent and meaningful indexes across the whole-of-community to measure the state of 

disaster resilience and preparedness and the return on investment for specific hazard 

mitigation activities? 

FEMA should, were practicable, incentivize and encourage disaster resilience and 

preparedness hazard mitigation activities such as Structure Elevation Infrastructure 

Retrofit and Advance Assistance. Tangible risk reduction projects should be shared as 

best-practices with the whole community to demonstrate the success of the program. 

21. What role do you think hazard mitigation will have in addressing federal disaster cost issues? 

With proper whole community planning and the ability to gain additional HMGP 

funding before a disaster strikes, state and local communities can significantly drive 

down the cost of a disaster, by making intelligent pre-disaster investments in resiliency. 

22. What could FEMA do to help states, localities, and individuals better assess their own 

disaster risk? 

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Conducting risks assessments across the sixteen DHS Critical Infrastructure I Key 

Resource sectors are critical to better understanding the interdependencies of critical 

infrastructure with the goal to minimize the impact of catastrophic events and to 

enhance the resiliency of the people, property, economy, and environment of each State. 

FEMA could better assist, local and state partners in conducting more risk assessments, 

aligning programs, and sharing of data. Additionally, as a Nation we should focus on 

consequence analysis with the goal of better understanding disruption of operations, 

recovery challenges, and overall well-being as it impacts the public, responders, 

continuity of operations, property, facilities, infrastructure, environment, economic 

condition of the state and public confidence in governance. 

23. Do you believe FEMA should encourage the use of credible science information to assess 

future risk? lf so, how could FEMA help ensure that such information is accessible, 

understandable, and usable by all interested parties? 

I am unfamiliar with what current science and research activities are taking place 

within FEMA. However, the sharing of data should be highly encouraged to assess risk 

at all levels. If confirmed, I will research this issue to determine FEMA's ability to 

assess future risk. 

Preparedness Grants 

24. What is your position on the eflcctivcness of preparedness grant programs to state, local, and 

tribal governments to help prepare for terrorism and other hazards? 

The federal preparedness grant programs to state, local, and tribal governments are 

critical to ensure the Nation's ability to prepare for, respond to and recover from a 

wide-range of hazards. The majority of funding to fight terrorism comes mainly from 

federal funding grant opportunities. Proper administration and management by State 

Administrative Agents (SAA) ensures funding is directed to those projects that have 

significant vulnerabilities and the greatest gap. I would encourage grant applicants 

across the country to better share replicable best-practices and successes with the whole 

community to demonstrate the value of wise and meaningful grant dollars investments. 

25. To what extent do you believe more quantitative assessments of preparedness grants are 

possible? 

The award of a federal non-disaster preparedness grant requires extensive reporting 

and data collection; a condition of accepting the grant. As a State Director, I believe 

there is a high level of accountability, both programmatically and fiscally. I would like 

to see more success stories about bow an applicant used the funding to reduce risk 

and/or make significant positive impacts in their community. 

26. What are your plans to strengthen FEMA 's federal coordination efforts and partnerships on 

the development and implementation of national preparedness efforts? 

Senate Homeland Security and Governmental Affairs Committee Page 9 
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I am unfamiliar with current federal coordination efforts and partner activities that are 

taking place within the federal family led by FEMA. If confirmed, I look forward to 

working with the many local, state and federal partners to assess the breath ofFEMA's 

coordination and national preparedness efforts. 

FEM4. Management 

27. What do you see as FEMA 's most important management challenges, and what steps will 

you take to address these challenges? 

I believe the most challenging management issue is the continued building of a strong, 

dedicated, talented, enthusiastic and robust workforce capable of meeting the demands 

of the Nation during disasters. Core to this mission is to ensure there is zero tolerance 

for sexual harassment, to improve the culture and confidence in FEMA leadership. If 

confirmed, under the direction and guidance of the FEMA Administrator, I will take 

positive actions to improve processes to deliver critical resources to the Nation. 

28. In the most recent Best Places to Work in the Federal Government survey, FEMA ranked 295 

out of 339 federal agency subcomponents for employee morale. In your view, what factors 

drive morale and employee engagement at FEMA? What steps are needed to make progress 

in this area? 

As a state director one of the first challenges I tackled was to completely revamp and 

update outdated job descriptions and position qualifications. These changes were 

critical to the long-term health of the organization. For too long the agency hired new 

employees using job descriptions which have no connection to the profession of 

emergency management and did not support the mission of the state's emergency 

management agency. It is imperative that public safety organizations require clear and 

definable job descriptions that attract the most qualified individuals while at the same 

time, supports the core functions and mission of the agency. 

In my opinion, the factors that drive morale and employee engagement start with the 

hiring process. FEMA must encourage the Nation's best and brightest to seek out and 

join a team instilled with integrity, ideology, and sense of purpose. 

Second, once in the workforce, employees must understand how what they do on a daily 

basis supports the mission and functions of the agency. Without that understanding, the 

organization will fail to perform to the high standards expected ofthe Nation. 

Employees must be given the ability to see an achievable career path in which to 

succeed and move to more challenging positions of responsibility within the 

organization. 

Third, all employees must be trained and educated on a deliberate and recurring basis 

with professional emergency management and leadership education. 

Senate Homeland Security and Governmental Affairs Committee Page 10 
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Fourth, all employees must be held accountable for the work they are assigned. Those 

employees who excel should be publicly recognized and praised for their efforts. Those 

employees who fail to perform must be counselled on how to improve their 

performance, and if they are unable or unwilling, they should be properly terminated. 

Mid-level managers are key to ensuring this element. 

Lastly, FEMA should publicly demonstrate its wide-ranging and diverse workforce of 

dedicated employees, their successes and their ideas, creating an incentive to join 

FEMA for those just starting out in their public safety career. 

29. What challenges do you anticipate during FEMA 's modernization effort of its grants 

management and financial management systems? How do you plan to address these 

challenges if confirmed? 

I am unfamiliar with FEMA's modernization effort of its grants management and 

fina~cial management systems. If confirmed, I will research this issue to determine 

FEMA's ability to modernize grants management and financial management systems. 

30. Protecting whistleblower confidentiality is of the utmost importance to this Committee. 

a. During your careers with the U.S. Marine Corps and Rhode Island Emergency 

Management Agency, how did you address whistleblower complaints? 

During my time with the U.S. Marine Corps and Rhode Island Emergency 

Management Agency I have not had the occasion to address whistle blower 

complaints. 

b. How do you plan to implement policies within FEMA to encourage employees to 

bring constructive suggestions forward without the fear of reprisal? 

If confirmed, I will continue to focus on the FEMA Team concept, ensuring that 

great ideas come from employees of every division within FEMA, no matter 

your pay grade, duty assignment or opinion, that there is transparency, no fear 

of reprisal, that there is always an open door wherein employees can trust their 

managers and supervisors will do the right thing for the right reason. For 

FEMA to move forward, employees must believe that leadership cares about 

them and their ideas and opinions are crucial to the long-term "health" ofthe 

agency. 

c. Do you commit without reservation to work to ensure that any whistleblower within 

FEMA does not face retaliation? 

I do, without reservation. 

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d. Do you commit without reservation to take all appropriate action if notified about 

potential whistleblower n:taliation? 

I do, without reservation. 

31. What is your view of the role of the DHS Inspector General as it relates to FEMA? 

The Office of the Inspector General ensures "integrity and efficiency iu 

government" and offers "independent oversight and promotes excellence, 

integrity, and accouutability." It plays au important role to both DHS and 

FEMA. 

a. If confirmed, what kind of relationship do you anticipate having with the DHS 

Inspector General? 

If confirmed, I will have an open relationship with the DHS Inspector General, 

with the goal of promoting excellence, integrity, and accountability. If 

confirmed, I commit to keepiug the dialogue open and active during my 

tenure at FEMA. 

V. Relations with Congress 

32. Do you agree without reservation to comply with any request or summons to appear and 

testifY before any duly constituted committee of Congress if you arc confirmed? 

I do. 

33. Do you agree without reservation to make any subordinate official or employee available to 

appear and testify before, or provide information to, any duly constituted committee of 

Congress if you are confirmed? 

I do. 

34. Do you agree without reservation to comply fully, completely, and promptly to any request 

for documents, communications, or any other agency material or information from any duly 

constituted committee of the Congress if you are confirmed? 

I do. 

VI. Assistance 

35. Are these answers your own? Have you consulted with FEMA, DHS or any other interested 

parties? If so, please indicate which entities. 

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Yes. In an effort to be forthright and responsive to the Committee, I have participated 

in a few high-level pre-confirmation briefings with FEMA staff and the Department of 

Homeland Security. These consultations were generally used to inform my answers at a 

high level, but these answers are my own. 

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Minority Supplemental Pre-hearing Questionnaire 

For the Nomination of Peter Gaynor to be 

Deputy Administrator, Federal Emergency Management Agency, 

Department of Homeland Security 

I. Background of the Nominee 

l. Please describe your experience working in state and local emergency management. 

a. How have you successfully managed the response to large-scale disasters during 

your career? 

I believe I have successfully managed disasters, although not without 

challenges, with a team that is trained, educated, proactive, flexible and 

forward-thinking. The primary Jesson I have learned is that well-trained, 

dedicated, and enthusiastic employees exclusively make the difference in 

successfully managing the diverse spectrum of disaster response and recovery 

efforts. 

In the past ten years, at both the state and local level, I have managed the 

following federal disasters: DR-1894 (2010 March Floods), DR-4027 (2011 

Tropical Storm Irene), DR-4107 (2013 Winter Blizzard), DR-4212 (2015 Winter 

Blizzard), as well as the HlN1 Pandemic (2009-2010). Since being appointed 

the State Emergency Management Director for Rhode Island, I have managed 

two pre-existing disasters in the recovery phase, those are: DR 4089 (2012 

Hurricane Sandy), and DR 1704 (2007 Severe Storms and Inland and Coastal 

Flooding). 

b. How have these experiences prepared you to serve as FEMA Deputy Administrator? 

c. As a local emergency manager for the City of Providence, I saw firsthand the 

impact on survivors and the stress and uncertainty the recovery process can 

bring on the individual, neighborhoods and greater community. I clearly 

understand the need for emergency managers and government at every level to 

perform in a caring and timely manner. As emergency managers, we are 

evaluated for our ,jurisdiction's response during a disaster as well as how we 

execute the long-term recovery phase. If recovery is poorly executed, an 

organization's value and goodwill can be quickly diluted. 

2. Please give examples of times in your career when you disagreed with your superiors and 

aggressively advocated your position. 

While assigned to Marine Corps recruiting duty in Detroit, Michigan, I had a Marine 

who worked for me who had a significant personal issue. My direct supervisor, the 

District Commanding Officer proposed a course of action that I felt would 

unnecessarily and negatively affect the Marine; I did not agree. I was summoned to 

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District Headquarters and reported to the District Commanding Officer where I 

continued to respectfully and firmly disagree with his approach. He stated he would 

relieve me of my command, however I did not relent. Ultimately, I returned to my 

command and successfully completed my tour. 

3. Please list and describe examples of when you made politically difficult choices that you 

thought were in the best interest of the country. 

I have not had the opportunity to serve in a high-level federal political position that 

affected the country. However, I have served for twenty-six years in the Marines 

Corps in numerous command and administrative assignments which required many 

difficult choices. Additionally, I have served for three elected leaders (2- Mayors and 

I-Governor) that also required many difficult choices involving public safety. I 

offered these leaders recommendations and opinions that I believe to be in tbe best 

interest of the people we served. 

4. Do you seek out dissenting views, and how do you encourage constructive critical dialogue 

with subordinates? 

I have been successful throughout my career because I do not shy away from 

constructive, critical dialogue with subordinates, peers or superiors. I believe most 

employees want what is best for the organization and many of them have experiences 

that I do not have. One way to ensure new and innovative ideas, diverse courses of 

action, proposals, and projects are successful is to punch holes (Red Team) in the plan 

before it sees the light of day and comes into contact with public. Most employees 

understand senior leaders have the final say, but should be encouraged to offer 

constructive, critical dialogue with the goal of reaching the best solution. 

II. Policy Questions 

5. Provide us with examples of a few changes or improvements you believe need to be made to 

FEMA 's existing regulations. policies, or practices. 

In my opinion, the complexity of the Public Assistance (PA) program prevents local 

and state disaster sub-recipients from adequately meeting the needs of their 

constituents. FEMA should continue to aggressively reduce the complexity of these 

programs. Additionally, to enhance pre-disaster projects at both the local and state 

levels, FEMA should encourage the idea of an "Infrastructure Bank" that focuses on 

the issuance of bonds, loans, grants, and the engagement with and mobilization of 

sources of public and private capital to fund pre-disaster mitigation projects. 

If confirmed, I will continue to champion the effort to reduce the complexity of PA, 

while simultaneously encouraging states to increase their capacity to manage disasters 

through a more robust, state recovery and pre-disaster mitigation programs thereby 

avoiding reliance on federal assistance. 

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FEMA Management 

6. What changes, if any, in culture and leadership tone at FEMA are needed, and what would 

you do to make progress in these areas? 

If confirmed, I plan to focus on the three stated strategic goals of the FEMA 

Administrator: l) Building a Culture of Preparedness, 2) Readying the Nation for 

Catastrophic Disasters, and 3) Reducing the Complexity ofFEMA. 

Second, I will fully examine the human resources system, internal culture and 

confidence in FEMA leadership with the mission to ensure there is zero tolerance for 

sexual harassment, within FEMA before assessing what changes should be made. 

Lastly, FEMA must encourage the Nation's best and brightest to seek out and join a 

team instilled with integrity, ideology, and sense of purpose. Once in the workforce, 

employees must understand how what they do on a daily basis supports the mission 

and function of the agency. Without that understanding, the organization will fail to 

pe~form to the high standards expected of the Nation. Employees must be given the 

abiiity to see an achievable career path to succeed and move up to more challenging 

positions of responsibility within the organization. All employees must be trained and 

educated on a deliberate and recnrring basis with professional emergency 

management and leadership education. Additionally, all employees must be held 

accountable for the work they are assigned. Those employees who excel should be 

publicly recognized and praised for their efforts. Those employees who fail to perform 

must be counselled on how to improve their performance, and if they are unable or 

unwilling, they should he properly terminated. Mid-level managers are key to 

ensuring this element. FEMA should publicly demonstrate its wide-ranging and 

diverse workforce of dedicated employees, their successes and their ideas, creating an 

incentive to join FEMA for those just starting out in their public safety career. 

In summary, I believe organizations thrive when employees are engaged, understand 

their role in supporting the mission, that their leaders have their back, that they are 

recognized for superior performance and what they do every day makes a difference to 

the Nation they serve. 

7. Last year's simultaneous response to three catastrophic hurricanes and unprecedented 

wild tires significantly strained FEMA 's workforce. At one point in October 20 J 7, 85% of 

FEMA's full-time workforce was reportedly deployed to disaster-affected areas. FEMA 

mobilized 63 FEMA Corps teams and made more than 4,000 local hires in Texas, Florida, 

and Puerto Rico. Another 4,000 non-FEMA federal employees were also engaged in 

disaster response and recovery activities through the Department of Homeland Security's 

Surge Capacity Force. According to recent press accounts, an abnormally low percentage of 

FEMA's disaster-response workforce is currently available for deployment due to the 

ongoing recovery from 2017 disasters. 

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a. If confirmed as Deputy Administrator, what steps do you plan to take to address 

FEMA ·s persistent workforce challenges? 

Not having full insight on how the FEMA workforce is designed and built, it is 

my belief that the 2017 Atlantic Hurricane season was an outlier. I do not 

believe that FEMA in its historical and current form was built to handle the 

number, intensity, rapidity, or duration of the catastrophic disasters 

experienced last year. FEMA must have the ability to weather the ebb and 

flow of large and small disasters while sustaining their eore workforce. The 

FEMA Integration Team concept can assist local and state emergency 

managers in developing trained, non-federal employees who meet national 

qualifications standards making them another asset for deployment to large 

catastrophic disasters. Additionally, FEMA should look to expand its Surge 

Capacity Force concept to more departments outside DHS to fill the workforce 

gap that will occur during a catastrophic disaster. 

8. In 2012, FEMA implemented a performance-based FEMA Qualification System (FQS) to 

track and measure the knowledge and skills of its incident management workforce. 

According to information provided to this Committee, agency staff have fallen short of 

target qualification rates, and the current qualification system may not consistently reflect 

employees· proficiency in performing field tasks. 

a. What plans do you have, if confirmed, to improve qualification rates or adjust FQS 

standards to better measure employee proficiency? 

I am unfamiliar with the FEMA Qualification System (FQS). If confirmed, I 

will fully examine the target qualification rates, and the current qualification 

system before assessing what improvements should be made. 

9. FEMA depends upon contractors to provide various services in disaster situations and in 

ongoing management efforts. According to GAO, the average annual cost of a government 

civilian employee is $126,500 while the average annual cost of a service contract employee, 

including overhead and benefits, is $250,000. 

a. In your opinion, does FEMA rely too heavily on contract support of its day-to-day 

activities and disaster operations? If so, what steps would you take to build FEMA's 

in-house capabilities? 

I am unfamiliar with FEMA's methodology, operational requirements and 

federal personnel hiring practices. If confirmed, I will fully examine the 

reasons for this apparent disparity between civilian and contracted employees 

and assess ways to build FEMA's in-house capabilities. 

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10. Coordination between FEMA's regional oftlccs and headquarters has been identified as a 

management issue by the GAO and others and has at times created internal conflict and 

inconsistent application of policies and procedures with state and local governments. 

a. To what extent are you aware of this situation, and what steps do you plan to take to 

improve coordination between FEMA's regional offices and headquarters if 

confirmed? 

If confirmed, I will fully examine how FEMA coordinates between its 

headquarters and regional offices. I will commit to visiting the Regional Offices 

to collect feedback before assessing ways to improve coordination. 

b. Do you believe FEMA's current regional structure is the most efficient and effective 

way to organize and implement FEMA's various missions and programs? Please 

explain. 

I am familiar with the 10 FEMA Regions. I believe the FEMA Integration 

Team concept is a great first step to more efficiently and effectively benefit 

from the capabilities of Regional Offices, which in tnrn benefits local and state 

counterparts. If confirmed, I will examine the current regional structure to 

better understand what is working and how the agency can improve upon any 

challenges. 

c. Arc you familiar with the FEMA Integration Team concept, which has been piloted 

in several states this year? If so, what is your impression ofthis program, which 

embeds full-time FEMA staff in state emergency management agencies? How will 

you measure success of this program if confirmed as Deputy Administrator? 

Yes, I am familiar and have been fortunate to receive the first FEMA 

Integration Team (FlT) in FEMA Region I. As a State Emergency 

Management Director, I believe the current initiative of assigning FITs to the 

state level is ground-breaking. It will better ensure the integration and 

coordination of federal-state planning and operations and allow for better 

information sharing (both directions) and timely decision-making. 

If confirmed, I will commit to a review of shortfalls and gaps in order to 

improve the performance of the agency. Success will be measured by direct 

feedback from State Directors who have FITs assigned as well as the FITs, as 

they uncover best practices that improve performance and the delivery of 

disaster resources. 

II. Are you familiar with FEMA 's Office of Equal Rights? 

Yes, from an external point of view. 

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a. What actions would you take as Deputy Administrator to ensure that FEMA 

provides its employees with a discrimination- and harassment-free workplace? 

If confirmed, I will actively support the FEMA Office of Equal Rights (OER) 

mission of "promoting affirmative employment, a discrimination-free work 

place, and equal access to FEMA programs and benefits." Additionally, I will 

ensure there is zero tolerance for sexual harassment, from top to bottom within 

FEMA to include support of the Administrator's stated actions consisting of 

end-to-end, third party review of intake, management, and resolution of 

employee misconduct allegations, especially sexual harassment allegations and 

requirements for employees to complete a mandatory, third party, in-person 

training to recognize, report, and prevent sexual harassment. 

b. If confirmed, how will you ensure that employee complaints are impartially 

adjudicated in a timely basis? 

If confirmed, I will bold periodic meetings with OER to review open cases, how 

closed cases were adjudicated, and the effectiveness of OERs education and 

outreach program. 

Response and Recovery 

12. Administrator Long has committed to conducting an "exhaustive, after action review" of 

FEMA 's response to the 2017 hurricane season. This review reportedly will include an 

analysis of lessons learned and recommendations for future actions. 

a. What do you view as the key lessons learned from Hurricanes Harvey, Irma, and 

Maria? Please describe any shortcomings you have identified along with the steps 

you will take, if confirmed, to address these shortcomings. 

The 2017 Hurricane Season FEMA After-Action Report (AAR), released on July 

12, 2018, focused on five main areas; 1) Scaling a Response for Concurrent, 

Complex Incidents 2) Staffing for Concurrent, Complex Incidents 3) Sustained 

Whole Community Logistics Operations 4) Responding During Long-term 

Infrastructure Outages and 5) Mass Care to Initial Housing Operations. 

The core goal of every emergency manager across the Nation is to preserve life, 

minimize property damage and speed recovery after a disaster. This FEMA 

AAR seeks to accomplish these three goals and more. The AAR properly 

addresses the shortcomings of FEMA along with setting achievable benchmarks 

for both short-term and long-term goals. 

In my experience, successful outcomes require the whole community being 

prepared and engaged. Without that, response and recovery from disasters 

become problematic. 

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Appropriately, the AAR seeks to promote engagement by highlighting the 

importance of locally executed, state managed, federally supported operations, 

logistics, and housing solutions. 

The Administrator and his FEMA Team thoughtfully reflected on the lessons 

learned from Hurricanes Harvey, Irma, and Maria and not only designed an 

action oriented AAR but skillfully weaved the key lessons learned into the 

FEMA 2018-2022 Strategic Plan ensuring persistent and achievable short-term 

and long-term goals. 

One of the major takeaways is a need to review current plans and assumptions 

to ensure plans are realistic and operationally achievable. Second, the need for 

a more flexible surge and/or national incident workforce, and that the certified 

staff are capable of understanding and executing the plan. The key to having a 

certified and experienced incident workforce is their ability to act and adapt 

when the plan fails and/or conditions on the ground fail to meet planning 

assumptions. 

The AAR also focuses on the stabilization of critical lifelines infrastructure and 

coordination across critical infrastructure sectors with a focus on suppor·ting 

states in order to build greater capacity to respond and recovery from disasters. 

Without a strong state and local response, the ability for FEMA to be successful 

is made exponentially more difficult. 

Of particular interest is the goal to develop a "better capacity in improving 

state, local, tribal and territorial ability for disaster cost recovery, pre-event 

contracting and contract enforcement and vendor-managed inventory." Again, 

without a strong state and local response the ability for FEMA to be successful 

is made substantively more difficult without all levels of government thoroughly 

engaged in response and recovery efforts. 

Lastly, and most important is the goal of promoting all-hazards insurance so 

that individuals can reduce their losses and speed their recovery. This is an 

important step in changing the culture of preparedness in the Nation. We must 

encourage people to assess their risk, protect that risk with proper insurance 

while aligned with a greater investment in pre-disaster mitigation efforts at the 

state and local levels, all with the goal of minimizing errors during response and 

recovery and better serving survivors. In my opinion, the AAR properly 

addresses the shortcomings of FEMA and sets achievable short-term and longterm goals to ensure the lessons learned in this historic hurricane season are not 

lost. 

13. FEMA has laced perennial challenges in implementing post-disaster non-congregate 

sheltering programs and tailoring these programs to meet the varying needs of disaster 

survivors. 

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a. What do you view as FEMA 's role vis-it-vis the roles of other federal agencies, state 

and local governments, and non-governmental actors in providing temporary and 

permanent housing solutions for disaster survivors? 

As outlined in the Catastrophic Housing Annex to tlte 2012 Federal Interagency 

Operations Plan- Hurricane August 2012, the "restoration of widespread 

sustainable housing after a disaster provides a foundation for stability and 

growth and is a critical factor in a community's ability to recover." However, 

options for non-congregate sheltering may be limited by the damaged caused by 

a disaster and/or the available housing stock may be limited due to local 

economic factors. As a State Emergency Management Director, it is our 

preference to keep the displaced survivors in the community. Identifying 

suitable, available and affordable non-congregate sheltering differs from 

community-to-community and state-to-state. FEMA should encourage states to 

proactively develop plans, best-practices and concepts (a framework) that meet 

the needs of each unique community. 

b. What ideas do you have for streamlining or expediting the home inspection process? 

I need to better understand the macro inspection process with the goal to make 

it as cumbersome free as possible. However, streamlining of the home 

inspection process needs to occur on every level-local, state and federal. 

FEMA should encourage states and local officials to proactively develop plans, 

best-practices and concepts (a framework) that allow for an expedited and 

uncomplicated process. 

14. Extended power and communications outages following Hurricane Maria presented severe 

challenges for an elfective and efficient response and recovery in the Commonwealth of 

Puerto Rico. 

a. What in your view can FEMA do to better prepare for these contingencies in future 

disasters? 

For the Nation to be successful during disasters big and small, I wholeheartedly 

agree with the FEMA Administrator's belief that disasters are locally executed, 

state managed and federally supported. Using the power and capacity of the 

entire federal family of resources (not just FEMA alone), we must focus on 

mitigation efforts and infrastructure resilience before a disaster happens. Risk 

assessments at every level should be conducted to understand the strengths and 

weaknesses of vulnerable communities. This effort requires elected leaders at 

every level to honestly assess their ability to withstand and recover from a 

potentially catastrophic disaster. At every level of government, we must fairly 

share the burden of disasters; from mitigation, preparedness, and response, 

through to the last pro.ject and dollar of recovery. 

Senate Homeland Security and Governmental Affairs Committee Page 21 
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15. As a condition for receiving a 90% federal cost-share for all "permanent work" projects, 

Puerto Rico must utilize Section 428 Public Assistance Alternative Procedures during the 

recovery from Hurricane Maria. Section 428 of the Stafford Act authorizes FEMA to award 

Pub I ic Assistance grants on the basis of fixed-cost estimates rather than the actual cost of 

repairing or replacing public infrastructure. Prior to Hurricane Maria, these Alternative 

Procedures had never been applied to an entire disaster. 

a. Do you agree with the decision to utilize Section 428 Alternative Procedures in 

Puerto Rico following Hurricane Maria? Why or why not? 

Y cs, from my external review of the Public Assistance Alternative Procedures 

(Section 428), Guide for Permanent Work, FEMA-4339-DR-PR, dated Apri12018 

the goals are to reduce the costs to the federal government, increase flexibility 

in the administration of assistance, provide expedited assistance to eligible 

parties and provide financial incentives and disincentives for timely and costeffective completion of projects. 

b. Under what circumstances do you think these Alternative Procedures should be 

included in future disaster declarations? 

The FEMA Administrator should retain the flexibility to provide assistance that 

best meets the needs of survivors and impacted communities depending on the 

circumstances and scale of the disaster. 

Disaster Spending 

16. Over the past three decades, there has been a gradual increase in the frequency and severity 

of natural disasters and major disaster declarations. What factors, in your opinion, are 

driving the increases, and what actions, if any, would you take as FEMA Deputy 

Administrator to address the rising number of disaster declarations? 

I am unsure of the exact reason for the gradual increase in the frequency and severity 

of natural disasters. However, the fact remains that natural disasters and major 

disaster declarations continue to negatively impact our Nation, citizens and economy. 

I believe we must encourage states to better focus on pre-disaster planning and 

recovery at every level. The National Disaster Recovery Framework is a good start to 

achieve that goal. Local and state elected leaders must make greater investments in 

preparing for recovery in advance of disasters (including funding, planning, policy, 

training, and exercising). This includes increased investments in pre-disaster 

mitigation. 

17. Despite increases in federal spending on disaster response and recovery, the President 

proposed a net decrease in FEMA's discretionary budget in Fiscal Year (FY) 2019. Do you 

support the President's FY 2019 budget request, and, if Congress approves the budget as 

Senate Homeland Security and Governmental Affairs Committee Page 22 
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presented, how would you work as Deputy Administrator to ensure that FEMA is prepared 

to respond to all disasters despite the spending cuts? 

I am unfamiliar with the rationale and discussions, between the White House, the 

Department of Homeland Security and FEMA that occurred during the budget 

building process. However, I would seek to align the FEMA Administrator's top-line 

strategic goals, reprioritize mission essential functions and deliver services more 

efficiency and effectively. If confirmed, I will fully examine the internal budget process 

to better understand the rational for both reductions and increases in the FEMA 

budget. 

18. The need for more competitively bid, prepositioned contracts was a key lesson learned in 

the wake of Hurricane Katrina, which struck the Gulf Coast in 2005. The following year, 

Congress enacted the Post-Katrina Emergency Management Reform Act, which required 

FEMA to adopt a "contracting strategy that maximizes the use of advance contracts to the 

extent practical and cost effective." However. in multiple instances during the initial 

response and recovery to 2017 hurricanes, federal, state, local, and territorial governments 

failed to utilize prepositioned contracts negotiated in advance of the storms. In some 

instances, federal, state, local, and territorial officials entered into emergency contracts with 

companies with no relevant- or poor- past performance. Some of these post-event 

contracts were canceled or featured sharply elevated rates compared to rates that had been 

negotiated in advance of the storms. 

a. In your view, how can federal, state, local, tribal, and territorial governments better 

utilize competitively bid prepositioned contracts to prepare for future disasters and 

ultimately reduce disaster costs? 

I believe it is incumbent of every level of government to properly plan and 

prepare for future disasters to reduce the economic impact. Federal, state, 

local, tribal, and territorial governments must better analyze risks, determine 

and anticipate needs, and coordinate among stakeholders with the goal of 

having adequate access to supplies though pre-disaster purchase agreements 

with contractors and/or vendors. 

b. If confirmed, what el1orts will you make as Deputy Administrator to solicit and 

award additional prepositioncd contracts at the federal level and to incentivize state, 

local, tribal, and territorial governments to do the same? 

I am unfamiliar with the federal prepositioned contracting process and 

protocol. If confirmed, I will fully examine the federal process and will 

encourage state, local, tribal, and territorial governments to take actions to 

have adequate pre-disaster purchase agreements. 

19. In your view, should FEMA be required to collect and publicly report information on 

contracts awarded by sub-recipients of Public Assistance grants? 

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I am unfamiliar with the federal requirements to publicly report (or not) information 

on contracts awarded by sub-recipients of Public Assistance grants. If confirmed, I 

will examine this policy. 

20. Do you support increasing the Public Assistance Per Capita Impact Indicator beyond annual 

adjustments that are made on the basis of the Consumer Price Index? Why or why not? 

I believe this issue is problematic and requires additional effort to determine an 

equitable solution. Based on previous discussions I have had with my fellow state 

emergency managers, there is not a one size fix that fits all states. What may be 

beneficial for one state may not yield the same benefits for another. Changes to this 

methodology should be compared against the requirements outlined in Title 44 oftlte 

Code of the Federal Regulations, §206.48. Factors considered when evaluating a 

Governor's requestfor a major disaster declaration. 

a. In your view, should other factors, such as the total taxable resources of a 

jurisdiction, be incorporated into the indicator? If so, please explain. 

As stated above, what may be beneficial for one state may not yield the same 

benefits for another. Changes to this methodology should be compared against 

the requirements outlined in Title 44 of the Code oftlte Federal Regulations, 

§206.48. Factors considered when evaluating a Governor's request for a major 

disa~·ter declaration. 

21. What is your opinion of the Public Assistance state deductible concept? Will you advocate 

for this concept- or other Public Assistance reforms- if con tinned as Deputy 

Administrator? Please explain. 

As a State Emergency Management Director, I fully support FEMA efforts to simplify 

the Public Assistance (PA) process. The "New Public Assistance Delivery Model" 

attempts to move away from a one-size-fits-all approach with the goal of targeting 

problems early in the PA process to avoid challenges that historically surface during 

grant closeout. Also helpful is the Grants Manager and Grants Portal tool, which allows 

for a cradle-to-grave project tracking for use by FEMA and states. Additionally, I 

believe Public Assistance Alternative Procedures (Section 428) will assist in reducing the 

costs to the federal government, as well as for state, local tribal and territorial 

governments, increasing flexibility in the administration of assistance, providing 

expedited assistance to eligible parties, and providing financial incentives and 

disincentives for timely and cost-effective completion of projects. 

FEMA Grant Programs 

22. In 2015, FEMA launched a new Public Assistance delivery model to increase simplicity, 

accuracy, accessibility, and efficiency of the program. To what extent do these recent 

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changes address your understanding of the longstanding challenges associated with FEMA's 

Public Assistance program? 

As stated above, the "New Public Assistance Delivery Model" attempts to move away 

from a one-size-fits-all approach with the goal of targeting problems early in the public 

assistance process to avoid challenges that historically surface during grant closeout 

such as de-obligations based on conllicting policies and/or procedures or legal 

interpretations after the project has been successfully completed. Also helpful is the 

Grants Manager and Grants Portal tool, which allows for a cradle-to-grave project 

tracking for use by FEMA and states. 

23. FEMA also provides Individual Assistance to cover the basic needs of individuals and 

households following a disaster. The six primary factors FEMA uses when evaluating 

whether Individual Assistance should he included in a disaster declaration have not changed 

since 1999. In response to congressional direction for updated Individual Assistance 

factors, FEMA published a proposed rule in November 2016 with six new factors. But, 

since then, FEMA has not finalized the proposed rule. 

a. Do you support the proposed rule? Why or why not? 

I am unfamiliar with the Individual Assistance proposed rule. If confirmed, I 

will examine why FEMA has not finalized this proposed rule. 

b. To what extent do you think updated Individual Assistance factors are necessary to 

provide more objective criteria, clarity, and efficiency in the disaster declaration 

process? 

I am unfamiliar with this specific issue. If confirmed, I will conduct a more indepth examination of this issue. 

24. The President's FY 2019 budget request would reduce funding for five preparedness grant 

programs that FEMA administers- the Urban Area Security Initiative, State Homeland 

Security Program, Emergency Management Performance Grant Program, Port Security 

Grant Program, and Public Transportation Security Assistance by more than $500 million 

compared to FY 2018. These grant programs are intended to build state and local resilience 

to terrorist attacks. 

a. Do you support the President's FY 2019 budget request for FEMA preparedness 

grant programs? Why or why not? 

I am unfamiliar with the rationale and discussions, between the White 

House, the Department of Homeland Security and FEMA that occurred 

during the budget building process. The federal preparedness grant 

programs to state, local tribal, and territorial governments are critical to 

Senate Homeland Security and Governmental Affairs Committee Page 25 
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ensure the Nation's ability to prepare for, respond to and recover from a 

wide-range of hazards. Much of funding to fight terrorism comes mainly 

from federal funding grant opportunities. FEMA must focus on reducing the 

necessity of sustainability and maintenance within the preparedness grant 

program. Increased costs for sustain ability and maintenance reduce the 

ability for local and state grant recipients to pilot new innovate programs 

and develop new capabilities in an ever-changing threat environment. 

25. FEMA's Pre-Disaster Mitigation Grant Program is intended to build state and local 

resilience to disasters before they occur while also reducing state and local governments' 

reliance on future federal funding. Pre-Disaster Mitigation Grants have supported 

retrofitting public buildings against hurricane-force winds or seismic damage, acquiring and 

relocating properties out of the floodplain, managing vegetation to mitigate against 

wildfires, and constructing or converting public spaces into "safe rooms" in tornado-prone 

areas. The President's FY 2019 budget request, if approved, would reduce ti.tnding for 

FEMA's Pre-Disaster Mitigation Grant Program by approximately $210 million or 84%-

compared to FY 2018 enacted levels. 

a. Do you support the President's FY 2019 budget request for the Pre-Disaster 

Mitigation Grant Program? Why or why not? 

I am unfamiliar with the rationale and discussions, between the White House, 

the Department of Homeland Security and FEMA that occurred during the 

budget building process. As a Nation, we should sharply focus on pre-disaster 

mitigation. The goal of the Pre-Disaster Mitigation Graut Program is to 

"reduce overall risk to the population and structures from future hazard 

events, while also reducing reliance on federal funding in future disasters." I 

support the FEMA Administrator's stated goal of "working with Congress to 

develop flexible and holistic approaches for more federal funds to be spent on 

risk reduction and pre-disaster mitigation." 

b. What do you think of current proposals to incentivize pre-disaster mitigation, and 

what other ideas do you have to encourage individuals and governments at all levels 

to take action that increases disaster resilience before disaster strikes? 

Pre-disaster mitigation cannot be a federal effort alone. It must start at the 

local level with stronger building and land usc planning codes. State, local, 

tribal, and territorial governments should support thoughtful funding of 

mitigation projects in their community to reduce risk and post disaster 

recovery costs whether those efforts are incentivized or not. 

Senate Homeland Security and Governmental Affairs Committee Page 26 
151 

Disaster Preparedness and Resilience 

26. What is your assessment of our nation's preparedness today, both at the federal level and at 

the state, local, tribal, and territorial level? As Deputy Administrator, how will you work 

with Administrator Long to implement measures that will improve our nation's 

preparedness? 

Having the opportnnity to serve as both a local and state emergency manager, one of 

the hardest challenges I have had, and continue to have, is to encourage people to be 

better prepared for a wide-range of disasters. Being prepared is a continual process 

which requires consistent maintenance and sustainability efforts. Building a culture of 

preparedness requires a focused campaign to change habits and human nature. It can 

be done, but we must be innovative and easily replicable at all levels of government. If 

confirmed, in support of the FEMA Administrator I will work tirelessly to improve 

preparedness through innovation and marketing. 

a. In your opinion, should the federal government shift more of the financial 

responsibility for preparedness to state, local, tribal, and territorial governments? 

Like mitigation efforts, there is a shared responsibility for preparedness at 

every level. I believe FEMA should continue to support preparedness with the 

variety of tools and programs at their disposal. However, state, local, tribal, 

and territorial governments must do more to increase preparedness from the 

individnallevel on up. 

27. Earlier this year, Administrator Long established a Resilience organization within FEMA, 

combining the National Preparedness Directorate, Grant Programs Directorate. Federal 

Insurance & Mitigation Administration, National Continuity Programs, and other Protection 

and National Preparedness of1ices. 

a. What is your opinion of this reorganization? Do you think it was necessary? Why 

or why not? 

I am unfamiliar with the specifics of this internal reorganization. If confirmed, 

I will examine the rationale and overarching concept in greater detail. 

National Flood Insurance Program (NFIP) 

28. The National Flood Insurance Program (NFIP) is a key component of the federal 

government's efforts to limit the damage and financial impact of flooding nationwide. 

However, the NFlP has consistently been unable to generate sufficient revenues to cover 

policyholder claims. 

a. What modifications if any would you like to see made to the NFIP? 

Senate Homeland Security and Governmental Affairs Committee Page 27 
152 

As a Nation we should redouble our efforts to expanding the number of 

properties covered by flood insurance. I fully support the FEMA 

Administrator's desire to "get back to basics and understand that almost any 

property could flood, and almost every property should carry flood insurance." 

As a State Emergency Management Director, I have been consistently 

encouraging property owners and tenants to purchase flood hazard insurance 

through NFIP. 

b. In your view, how should FEMA properly balance NFIP solvency and policyholder 

atfordability? 

The NFIP program is in great need of reform. As of July 31 "· the program has 

had 42 short-term extensions that have not offered any substantial changes. 

FEMA should continue to transfer risk for private insurers, encourage private 

insurance com panics to better train agents to sell flood insurance to a wider 

number of at risk properties, simplify the process for customers to buy 

insurance and finally to improve the customer experience so they clearly 

understand the value of flood insurance in protecting their most important 

asset. If confirmed, I will examine the solvency of NFIP and policyholder 

affordability in detail. 

d. What ideas do you have for better incentivizing individuals, communities, and 

businesses to manage risk by purchasing flood insurance? 

If confirmed, I would encourage the examination of the requirement for the 

annual lump-sum payment that is required of insurance holders; this may be an 

impediment to insurance uptake. 

29. The NFIP is not just an insurance program. It is also a mitigation, mapping, and sound 

floodplain management program. How will you ensure that FEMA prioritizes these aspects 

of the NFIP to promote less risky development and to encourage more mitigation action 

before flooding occurs? 

As previously stated, I believe to increase the number of structures insured in the 

Special Flood Hazard Areas (SFHA) one must start at the local level by improving 

zoning and building code requirements, as well as making sure floodplain compliance 

is met. Additionally, local mnnicipalities should be encouraged to participate in the 

Community Rating System (CRS) which can reduce the homeowner's flood insurance 

premiums by as much as 45 percent. The value of the CRS program also enhances 

floodplain management activities for public safety, reduces damages to property and 

public infrastructure, avoids economic disruption and losses, reduces human suffering, 

and protects the environment. 

30. The President's FY 20 I 9 budget request, if approved, would reduce funding for FEMA's 

Flood Hazard Mapping and Risk Analysis Program (Risk MAP) by approximately $160 

Senate Security and Governmental Affairs Committee Page 28 
153 

million or 62% compared to FY 2018 enacted levels. Risk MAP is intended to provide 

technical flood hazard information to states and local communities tor planning, floodmitigation, and insurance purposes. 

a. Do you support the President's FY 2019 budget request for Risk MAP? Why or 

why not? 

I am unfamiliar with the rationale and discussions, between the White House, 

the Department of Homeland Security and FEMA that occurred during the 

budget building process. Risk MAP is an important tool which provides high 

quality flood maps and information to communities to better assess the risk 

from flooding. The tool allows them to properly plan and take informed actions 

with the goal of mitigating flood risk. I support the Administrator's strategy to 

"be successful in closing the Nation's insurance gap, FEMA must be a catalyst 

for increasing the public's knowledge of risk and encouraging adequate 

insurance coverage so that individuals, communities, and businesses can reduce 

their losses from all hazards." This can only be achieved by a well-informed 

and well-prepared consumer. 

III. Relations with Congress and the Public 

31. If confirmed, how will you make certain that you respond in a timely manner to requests for 

information from all members of Congress? 

I will ensure that all members of Congress are provided with answers to requests for 

information in the timeliest manner possible. 

32. If contlrmed, do you agree without reservation to respond to any reasonable request for 

information from the Ranking Member of any duly constituted committee of the Congress? 

I do. 

33.1fconfirmed, do you commit to take all reasonable steps to ensure that you and your office 

comply with deadlines established tor requested information? 

I do. 

34. If confirmed, do you commit to protecting subordinate officials or employees from reprisal 

or retaliation for any testimony, briefings, or communications with members of Congress? 

I do. 

Senate Homeland Security and Governmental Affairs Committee Page 29 
154 

35. If confirmed, will you ensure that your staff fully and promptly provides information and 

access to appropriate documents and officials in response to requests made by the DHS 

OIG. GAO, and Congressional Research Service (CRS)? 

I will. 

36. If confirmed. will you agree to work with representatives from this Committee and the GAO 

to promptly implement recommendations for improving your office's operations and 

effectiveness? 

I will. 

37. If confirmed, will you direct your staff to fully and promptly respond to Freedom of 

Information Act requests submitted by the American people? 

I will. 

IV. Assistance 

38. Are these answers your own? Have you consulted with DHS or any other interested parties? 

If so, please indicate the individuals or entities with whom you have consulted and the 

nature of the assistance they provided. 

These are my own answers. In an effort to be forthright and responsive to the 

Committee, I have participated in high level pre-confirmation briefings with FEMA 

staff and the Department of Homeland Security. These consultations were generally 

used to inform my answers at a very high level. 

I, Peter Thomas Gaynor, hereby state that I have read the foregoing Pre-Hearing Questionnaire 

and Supplemental Questionnaire and that the information provided therein is. to the best of my 

knowledge, current, accurate. and complete. 

Tbis JO'h day of August 2018 

Senate Homeland Security and Governmental Affairs Committee Page 30 
155 

Senator Claire McCaskill 

Post-Hearing Questions for the Record 

Submitted to Peter T. Gaynor 

"Hearing to Consider the Nominations of William N. Bryan to be Under Secretary, 

Directorate of Science & Technology, U.S. Department of Homeland Security and Peter T. 

Gaynor to be Deputy Administrator, Federal Emergency Management Agency U.S. 

Department of Homeland Security" 

August 22, 2018 

1. What are your ideas for incentivizing state, local, tribal, and territorial governments to 

award more competitively bid, prcpositioned contracts in advance of future disasters? 

I understand that FEMA has recently begun the solicitation process for 

prepositioned contracts, although I have not fully been briefed on the issue. If 

confirmed, I intend to meet with FEMA staff to fully understand how the agency 

currently administers, tracks, and measures return on investment with respect to its 

disaster contracts. Additionally, because each disaster and the communities they 

impact are unique, I would also like to get a sense from the agency's State-level 

partners on what they think their resource gaps are and what the correct 

purchasing contract for their desired end state might be. If confirmed, I plan to 

assess this to the fullest extent and look forward to working with Congress to ensure 

prepositioned contracting is effectively utilized at all levels of government. 

2. What steps will you take. if confirmed, to improve hiring, retention, and training at 

FEMA? 

I strongly believe that the greatest potential for return on investment is by investing 

in people. While I have not received a full briefing on FEMA's Human Capital 

plans and programs, if confirmed, I will make it a top priority to gain a better 

understanding of FEMA's target staffing goals, current hiring practices, 

performance evaluation system and related workforce retention initiatives. I am 

also committed to making sure the agency is recruiting and retaining the best and 

brightest. Rest assured, I am deeply committed to ensuring FEMA does its utmost 

to imbue core values, camaraderie, teamwork and a sense of purpose within its 

ranks. If confirmed, I look forward to working with Congress to make certain that 

the men and women of FEMA, across all components and regions, have the 

knowledge, skills, training, and resources they need to effectively respond to 

disasters and assist survivors in their time of need. 
156 

3. What role do you anticipate playing in upgrading FEMA's grants management, financial 

management, and IT systems and making FEMA a more data-driven agency if 

confirmed? 

If confirmed as Deputy Administrator, saving lives, protecting the Nation, and 

helping communities in the time of their greatest need will be my top priorities. This 

starts with putting the right structure in place, with the best-trained people. I 

intend to take a hands-on approach, working across the agency's varied components 

to set expectations, define deliverables and track programs to ensure they are being 

implemented effectively and consistently with the agency's strategic objectives. I 

also want to reduce inefficiencies and risks in FEMA's grants program delivery and 

mature FEMA's technologies, systems and contracts in support of more robust 

data-driven decision making. 

2 
157 

Senator Heidi Heitkamp 

Post-Hearing Questions for the Record 

Submitted to Peter Gaynor 

"Hearing to Consider the Nominations of William N. Bryan to be Under Secretary, 

Directorate of Science & Technology, U.S. Department of Homeland Security and Peter T. 

Gaynor to be Deputy Administrator, Federal Emergency Management Agency U.S. 

Department of Homeland Security" 

August 22,2018 

1. In your questionnaire, you expressed support for the FEMA Integration Team concept, 

which embeds multi-disciplined integration teams in state agencies with the intent to 

enhance planning, integration, increase customer service, speed up the approval process, 

and double down on communications. You also indicated that as State Emergency 

Management Director, you received a team. 

a. As State Emergency Management Director, how would you describe your 

experience with the team? See answer below. 

b. Did you see improved integration and coordination of federal-state planning and 

operations? 

As a State Emergency Management Director, I believe the current initiative of 

assigning a FEMA Integration Team (FIT) to the state level is ground-breaking. 

It will better ensure the integration and coordination of federal-state planning 

and operations. It will also allow for better information sharing in both 

directions, as well as timely decision-making. FEMA Region I has advised that 

the first FIT member will arrive at RIEMA in approximately 30-45 days. 

2. Investing in mitigation efforts are critical because they make communities more resilient 

and better prepared, which can mean significant cost savings to the federal government in 

future disasters. In North Dakota and across the country, investments in mitigation are 

critical to helping communities remain strong and safe. 

a. As State Emergency Management Director, how did you prioritize mitigation 

efforts, and how will you pursue mitigation efforts as the Deputy Administrator? 

In Rhode Island we primarily use the following plans to prioritize and 

pursue mitigation efforts: 

• The Hazard Identification and Risk Assessment (HIRA) Plan, (in accordance 

with the Emergency Management Accreditation Program (EMAP) 

Standard)-The HIRA allows the state to clearly identify and assess the risk 

and vulnerability of people, property, the environment, and operations hazards. 
158 

• The Consequence Analysis (CA) Annex (to the HIRA), (in accordance with 

the EMAP Standard)-TheCA allows the State to evaluate tlte impact on tlte 

public, responders, continuity of operations, delivery of services, property, 

facilities, infrastructure, environment, economic condition of the jurisdiction, 

and public c01~{idence in the jurisdiction's governance. 

• The State Hazard Mitigation Plan (SHMP), (in accordance with the EMAP 

Standard and the required FEMA Crosswalk)-Tize SHMP, Disaster 

Mitigation Act of 2000 mandates that states have a hazard mitigation plan as a 

condition of receiving federal mitigation grant assistance. 

I strongly believe in the value pre-disaster mitigation and if confirmed, I will 

work to fully understand how FEMA currently administers, tracks, and 

measures return on investment for all pre-disaster and post-disaster grant 

funds. I would also welcome the opportunity to work with Congress and 

FEMA's stakeholders on incentivizing local and state-level investments in 

pre-disaster mitigation. 

3. Hazard mitigation planning and Threat and Hazard Identification and Risk Assessments 

(THIRAs) play important roles in helping states prepare for, respond to, and recover from 

future hazard events. However, I have heard concerns from stakeholders in my state that 

the FEMA guidance provided regarding THIRAs and hazard mitigation planning is not as 

streamlined or as simple as it should be. 

a. If confirmed, what opportunities do you see to simplify or consolidate THIRA 

and hazard mitigation planning requirements? 

The THIRA continues to undergo positive reforms, mainly from feedback 

solicited from State Emergency Management Directors. If confirmed, I 

would like to review the development of FEMA 's THTRA guidance with an 

eye towards further reducing its complexity. 

b. What arc your thoughts on allowing the THIRA to fully satisfy the Hazard 

Identification and Risk Assessment (HIRA) requirements of the Multi-Hazard 

Mitigation Planning (MHMP), and how do you feel such a change could be 

implemented to create further ef!iciencics in the MHMP process? 

If confirmed, I look fonvard to reviewing how FEMA evaluates SHMPs 

(state to state) across the country in order to fully assess the best way 

forward. 

c. If changes were made to better align and consolidate THIRA and MHMP etTorts. 

would you support allowing the THIRA process to be completed once every five 

years (vs. the 3 year cycle it is transitioning to now) to align with the MHMP 

revision cycle and Emergency Management Accreditation Program reaccreditation'~ 

2 
159 

If confirmed, I look forward to receiving a full briefing on THIRA to learn 

more about efficiencies and working with Congress on the best way forward. 

d. If confirmed, will you commit to following up with my staff to further discuss this 

issue? 

Yes. 

3 
160 

June 27, 2018 

Honorable Ron Johnson 

Chairman 

U.S. Senate Committee on Homeland Security & Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC, 20510 

Honorable Claire McCaskill 

Ranking Minority Member 

U.S. Senate Committee on Homeland Security & Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC, 20510 

Dear Honorable Johnson and Honorable McCaskill, 

On behalf of Big City Emergency Managers, we would like to express our strong support for the 

nomination of Mr. Peter Gaynor, Rhode Island Emergency Management Director, as the Deputy 

Administrator of the Federal Emergency Management Agency. 

Mr. Gaynor has distinguished himself as an Emergency Management Director at the local level building 

the emergency management program in Providence, Rhode Island, as well as at the state level serving as 

the Rhode Island Emergency Management Director. As such, he has been a customer of FEMA services at 

both levels of government and has extensive experience in partnering with FEMA on the missions stated 

in FEMA's current strategic plan creating a culture of preparedness and preparing his communities for 

the catastrophic effects of disaster. Mr. Gaynor is the only Emergency Management Director in the entire 

nation to have succeeded in receiving third-party review and accreditation of both a local and a state 

program. 

Mr. Gaynor has been an Emergency Management Accreditation Program Commissioner and Program 

Review Committee member as well as active member of the National Emergency Management 

Association. Therefore, he is very well acquainted with current emergency management programs and 

issues across the nation. 

His experience at the local and state level uniquely qualifies him to understand the many issues emergency 

management programs face daily - mitigating, preparing for, responding to, and recovering from any 

number of threats and hazards and the policies, budget, staffing, stakeholders, and media involved. 
161 

He has the leadership skills, management philosophies, and personal and professional drive necessary to 

strengthen our nation's capabilities in partnership with the vast cast of preparedness stakeholders. Mr. 

Gaynor has earned the respect and trust of his colleagues. He is practical, reliable, and gets missions 

accomplished. 

c;·, behalf of the Big City Emergency Management programs that represent more than a quarter of the 

nation's population and risl<, we wholeheartedly endorse Peter Gaynor for the appointment to FEMA 

Deputy Administrator and look forward to working with him right away. 

Sincerely, 

Barb Graff 

BCEM Chair 

Director, City of Seattle Office of Emergency Management 

Ron Prater 

Director, Big City Emergency Managers 

B!:Erv1 jurisdictions include: 

City of Boston 

City of Chicago 

City of Dallas 

City and County of Denver 

Harris County, Texas 

City of Houston 

City of los Angeles 

Miami-Dade County 

Jersey City/Newark UASI 

New York City 

City of Philadelphia 

County of San Diego 

City and County of San Francisco 

City of Seattle 

Washington, DC 
162 

EMAP www.cmap.org 

Emur~uncy Mi'lnill\<'nlf.'nt 

Accret!>tal•on P•ogrnm 

EMAP Commi.~sion 

Robie Robinson, 

Joe Wainscott 

EMAP Pcrsollllf'l 

Christine facobs 

AsststantDfrertor 

Scott Gauvin 

Federal Projects 

June 27,2018 

Honorable Ron Johnson, Chairman 

U.S. Senate Conunittce on Homeland Security & Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC 20510 

Honorable Claire McCaskill 

Ranking Minority Member 

U.S. Senate Conunittee on Homeland Security & Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC 20510 

Dear Chairman Johnson and Ranking Member McCaskill, 

The Emergency Management Accreditation Program (EMAP) strongly supports the 

nomination of Mr. Pete Gaynor to serve as the Deputy Administrator of the Federal Emergency 

Management Agency (FEMA). 

Mr. Gaynor is one of the most experienced, innovative, and respected emergency managers in 

the country and EMAP is confident that through his leadership, both within Providence and 

Rhode Island, and nationally through Emergency Management Accreditation Program 

(ElVlAP), FEMA will become an effective partner with state and local governments. 

Mr. Gaynor is a first-rate choice for the Deputy Administrator position. His leadership, 

technical knowledge of emergency management and the National Standards, and practical 

skills showcase his wide-ranging and distinctive experience. He profoundly understands the 

importance of strong, federal, state and local government partnerships fOr disaster 

management, and local programs tmst that he will work collaboratively with all stakeholders to 

ensure that our nation is prepared and responsive to future all hazards threats and disasters. 

EMAP respectfully encourages the Committee to confinn Mr. Pete Gaynor as FEMA Deputy 

Administrator as promptly as possible. 

Sincerely, 

, . . , 

I !I(', ,I I U it. I tl< 1 

Nicole M. Ishmael 

Executive Director 

Robie Robinson 

EMAP Commission Chairverson 
163 

June 28, 2018 

The Honorable Ron Johnson 

Chairman, Committee on Homeland Security and Governmental Affairs 

Dirksen Senate Office Building 340 

Washington, DC 20510 

The Honorable Claire McCaskill 

Ranking Member, Committee on Homeland Security and Governmental Affairs 

r:;;rk;en Senate Office Building 340 

Washington, DC 20510 

Dear Chairman Johnson and Ranking Member McCaskill: 

The U.S. Council of the International Association of Emergency Managers (IAEM-USA). the nation's 

largest emergency management professional association with approximately 5,000 members across the 

country, is pleased to strongly support the nomination of Peter T. Gaynor to be Deputy Administrator of 

the Federal Emergency Management Agency (FEMA). lA EM-USA represents the profession dedicated to 

protecting America's local communities from all hazards and threats, natural and man-made. 

Mr. Gaynor brings extensive leadership experience assisting and supporting local and state governments 

with building robust emergency management and supporting risk threat and management. Prior to his 

current position as Director of the Rhode Island Emergency Management Agency, Mr. Gaynor served the 

previous seven years as the Director of Emergency Management for the City of Providence, so he 

understands and respects the symbiotic relationship between state and local emergency managers and 

the role each plays in preparing for, responding to, and recovering from disasters. In addition, Mr. 

Gaynor's 26 years of honorable service in the United States Marine Corps have certainly helped prepare 

him for the rigors of managing a large federal agency. 

Of great importance to IAEM-USA, Mr. Gaynor recognizes the value of all the emergency preparedness, 

response, and mitigation grants administered by FEMA in building capacity at the state and local levels. 

He recognizes that creating a culture of preparedness falls on state and local emergency managers and 

requires federal support if implementation of that goal is going to be successful. In short, Mr. Gaynor 

understands and respects the role of FEMA as a partner with state and local stakeholders. 

In closing, Mr. Gaynor has impeccable credentials, and IAEM-USA strongly believes he is the right person 

for the job. We strongly recommend him to the Committee, and we urge a speedy confirmation. 

Sincerely, 

Nick Crossley, CEM 

President, U.S. Council of the International Association of Emergency Managers 
164 

International Association of Fire Chiefs 

July 27, 2018 

The Honorable Ron Johnson 

Chairman 

Committee on Homeland Security 

and Governmental A1Tairs 

United States Senate 

Washington, DC 20510 

4795 Meadow Wood Lane. Suite 100 • Chantilly, VA 20151 

Tel: 703.273.0911 • Fax: 703.273.9363 • IAFC.org 

The Honorable Claire McCaskill 

Ranking Member 

Committee on Homeland Security 

and Governmental Affairs 

United States Senate 

Washington, DC 20510 

Dear Chairman Johnson and Senator McCaskill: 

On behalf of the approximately 12,000 leaders of the fire and emergency service, the 

International Association of Fire Chiefs endorses Mr. Peter T. Gaynor for the position of Deputy 

Administrator f(lr the Federal Emergency Management Agency (FEMA). Mr. Gaynor is an 

experienced emergency manager and well-qualified for this position. 

Mr. Gaynor has more than 1 0 years of experience in the field of emergency management. In his 

current position as Director of the Rhode Island Emergency Management Agency (RIEMA). Mr. 

Gaynor oversees several initiatives related to his nomination at FEMA. Mr. Gaynor serves as the 

policy advisor to Governor Gina Raimondo on emergency management issues and the liaison 

between PEMA and local emergency management offices throughout the state of Rhode Island. 

He also oversees coordination of federal disaster and preparedness grants for Rhode Island. In 

addition, Mr. Gaynor is the Chair of the State Interoperable Communications Committee, the 

State Emergency Response Commission and is Vice Chair of the State Emergency Management 

Advisory Committee. 

~,fi. Gaynor also served as the Director of the Providence Emergency Management Agency 

(PEMA), where he managed numerous federally-declared disasters and oversaw response and 

recovery operations. lle was awarded the International Association of Emergency Managers 

USA & Global Partners in Preparedness Award for his leadership in Operation SMART EXIT, a 

planned full-scale evacuation of several commercial buildings in downtown Providence. He also 

had a distinguished 26-year military career as an enlisted Marine and Infantry Officer of the 

United States Marine Corps. 

The IAFC was impressed by Mr. Gaynor's effort to improve mutual aid within the state of 

Rhode Island using GIS technology. Also, Mr. Gaynor has started looking at how the First 

Responder Network Authority can help improve public safety operations in emergencies. It is 

important that FEMA has a leader who will embrace new technology to improve disaster 

response. 
165 

The IAFC urges the committee to schedule a hearing for Mr. Gaynor soon. We believe that he is 

au excellent nominee to serve as Deputy FEMA Administrator. We look forward to working 

with you to ensure his confirmation by the full Senate in a timely manner, so that he can begin 

his new position before the heart of the hurricane season starts in late August. 

Sincerely, 

i'\ 1 

// (ii/i 

1//rhA L V/0 

Fire Chief Thomas [Jenkins V 

President and Chairman of the Board 

: kpl 
166 

June 26, 2018 

Dear Mr. Chairman and Senator Collins, 

The International Emergency Management Group (IEMG) is very pleased to send our strong support for 

Mr. Peter Gaynor for nomination as the next Deputy Administrator of the r'ederal Emergency 

Management Agency (FEMA). Mr. Gaynor's vast experience and contributions to emergency 

management in the state of Rhode Island as well as his contributions to cross-border emergency 

management coordination between the Eastern Canadian Provinces and New England States has served 

his constituents well. 

The International Emergency Management Group (IEMG) was created in June 1998 through Resolution 

23-5 of Eastern Canadian Premiers and New England Governors, with the Senate Joint Resolution 13 

passed by the U.S. Congress providing consent to the IEMG Memorandum of Understanding in June of 

2007 and signed into law by President George W. Bush on December 26, 2007. 

The mandate of the IEMG is to assure coordination of emergency management response and support 

between eastern states and provinces during times of disaster. The efforts out into planning and 

preparing for these events within the Compact of the 11 jurisdictions requires commitment and 

dedicated of capable emergency management senior officials. Peter has contribut?rJ significantly to 

these joint-planning efforts and has demonstrated leadership in bringing the strengths developed in 

mitigation, preparedness, response and recovery efforts from Rhode Island to share with colleagues 

from Eastern Canada and the New England States. 

As co-chairs of the International Emergency Management Group, we are please to endorse Peter Gaynor 

as the next FEMA Deputy Administrator and we look forward to continue working with him into the 

future. 

Sincerely, 

Aaron Campbell 

Public Safety 

Director 

Province of Prince Edward Island 

Perry Plummer 

Homeland Security and Emergency Management 

Director 

State of New Hampshire 
167 

Daniel J. McKee 

Lieutenant Governor 

State of Rhode Island and Providence Plantations 

Office of the Lieutenant Governor 

The Honorable Ron Johnson, Chairman 

The Honorable Claire McCaskill, Ranking Minority Member 

U.S. Senate Committee on Homeland Security & Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC 20510 

Dear Chairman Johnson & Ranking Minority Member McCaskill, 

June 27, 2018 

As Lieutenant Governor and Chair of the Rhode Island Emergency Management Advisory Council (RIEMAC), I write in 

support of the nomination and confirmation of Peter T. Gaynor as Deputy Administrator of the Federal Emergency 

Management Agency (FEMA) at the Department of Homeland Security. 

O"e' tho past three years, I have had the opportunity to work alongside Director Gaynor in his capacity as Director of 

Rhode Island Emergency Management Agency (RIEMA) and Vice-chair of RIEMAC. Director Gaynor has provided our 

state with years of wise counsel on matters of emergency management that are critical to the safety of all Rhode 

!slanders. His approach to leadership is thoughtful 1 inclusive and fueled by decades of experience in many sectors of 

public service. 

Director Gaynor's extensive record has prepared him well for service as Deputy Administrator of.FEMA. In addition to his 

leadership role with RIEMA, Director Gaynor chairs the Rhode Island State Interoperable Communications Committee 

and the Rhode Island State Emergency Response Commission. His military history includes over twenty years with the 

Unites States Marine Corps, service as an executive officer responsible for the security of Camp David and experience as 

the head of Plans, Policy & Operations at Marine Corps Headquarters during the attacks on September 11, 2001. 

Rhode Island is fortunate to have a leader in emergency management who listens to all sides of an issue, seeks out a!}d 

involves all relevant stakeholders in a discussion and possesses the forward thinking necessary to keep members of our 

community safe. We are grateful for Director Gaynor's service to our state and confident in his abi!lty to serve our 

nation once again. 

On behalf of my office and the RIEMAC membership, I offer my sincere support for Director Gaynor and trust that your 

committee will carefully consider this nomination. Thank you for your time. 

Sincerely, 

r;'."~;/1;; &:, (l;,.t( ·'1~ Daniel J. McKee ' 

Lieutenant Governor 

Chair, Rhode Island Emergency Management Council 

State House, Room 116, Providence,Rl 02903 Tel: (401)222-2371 Fax: (401)222-2012 

Email: ltgov@ltgov.ri.gov 
168 

Mr 

Vice President 

Mr BradR,chy, !0 

E)(ecutiveOirector 

Ms TnnaR Sheets 

Regional VIce-Presidents 

M> 

Region ill 

Mr R•ckflinn. PA 

Region IV 

Mr PatnckShaehan. TN 

ReglonV 

Mr Chr:sKelenske Ml 

June 25, 2018 

The Honorable Ron Johnson, Chairman 

NATIONAL EMERGENCY 

MANAGEMENT ASSOCIATION 

Committee on Homeland Security and Government Affairs 

United States Senate 

Washington, D.C. 20510 

The Honorable Claire McCaskill, Ranking Member 

Committee on Homeland Security and Government Affairs 

United States Senate 

Washington, D.C. 20510 

Dear Chairman Johnson and Ranking Member McCaskill: 

On behalf of the nation's state emergency management directors of all 50 states, the 

District of Columbia, and Territories, please accept this endorsement of the recent 

nomination of Mr. Peter T. Gaynor for Deputy Administrator of the Federal Emergency 

Management Agency (FEMA). 

Serving as Director of the Rhode Island Department of Emergency Management since 

2015. Peter is uniquely qualified for this role at FEMA. As state director. he advises the 

Governor on emergency management issues and coordinates FEMA assistance within the 

state. As a member ofNEMA, his involvement in NEMA's Preparedness Committee 

helped guide consideration of recent issues such as examining alert and warning doctrines, 

ensuring coordination between federal grants and threat/risk assessments, and updating 

the National Incident Management System. Prior to becoming state director, Pete served 

the previous seven years as the Director of the Providence (R.I.) Emergency Management 

Agency. Pete's 26 years of honorable service in both the enlisted and officer ranks of the 

United States Marine Corps brings the necessary structure and organizational skills 

necessary to manage a federal agency. 

Pete's personality and leadership style will well compliment those already in place at the 

agency, and the nation will be well-served by his experience. As you proceed with 

consideration of his nomination for confirmation, please accept our full endorsement of 

our respected colleague. 

Sincerely, 

Michael A. Sprayberry 

President 

~776 Avenue ofth~J States • 

Hal o'theStates • 444NorthCapitoiS\reet 

• FAX{859)244·8239 

• (202)624·5459 • FAX(202}624-5875 
169 

Rhode lsla"'d 

ll.uociation of 

E'n'le:rrge:n.ey 

M~nagea:-s 

Honorable Ron Johnson 

Chairman 

U.S. Senate Committee on Homeland Security & Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC, 20510 

Honorable Claire McCaskill 

Ranking Minority Member 

U.S. Senate Committee on Homeland Security & Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC, 20510 

Dear Mr. Chairman and Senator McCaskill, 

June 27,2018 

On behalf of the Rhode Island Association of Emergency Managers (RIA EM), I am honored to 

convey the Association's strong support l\1r Peter Gaynor as the next Deputy Administrator of the 

Federal Emergency Management Agency (FEMA). Mr. Gaynor's long and commendable experience 

in emergency management at the local and state levels will serve the nation well. 

Our Association include-s broad representation from local emergency managers, state agencies, 

hospitals and healthcare facilities, higher education, NGO's, and for-profit businesses across the state. 

Mr. Gaynor has been an active participant in the Association throughout his emergency management 

career, first as Director of Emergency Management for the City of Providence and more recently 

Director of the Rhode Island Emergency Management Agency (RIEMA). 

As Director ofRIEMA, Mr. Gaynor's leadership has been nothing short oftransformative. In just a 

few sho1i years, he has completed a major reorganization and modernization of RJEMA 's staffing, 

transitioning the agency from Civil Defense era job descriptions to present day professional 

emergency management roles. He has led RIEMA through accreditation by the national Emergency 

Management Accreditation Program, raising the bar for emergency management excellence at the 

slate level. He has engaged a wide range of external partners to launch new initiatives in areas of 

Bus·iness Reliance, Cyber Security, Weather Readiness, Healthcare Preparedness, and Interoperable 

Communications. And he has guided the RJEMA team through comprehensive review and update of 

the state's many emergency preparedness and hazard mitigation plans. 

RHODE ISlAND ASSOCIATION OF EMERGENCY MANAGERS Post Office Box 8365, Cranston. Rhode Island 02920 
170 

Mr. Gaynor is very familiar with the importance of genuine pm1nerships among federal, state, and 

local officials to make our emergency preparedness practices effective. He has also been successful in 

working with non-profit organizations and the private sector in pmsuit of his public safety mission. 

Mr. Gaynor's vision embodies the full breadth of our nation's disaster preparedness, response, 

recovery, and mitigation activities. 

The Rhode Island Association of Emergency Managers is pleased to endorse Peter Gaynor as the next 

Deputy Administrator of FEMA and we look forward to working with him. We also very much 

appreciate the Committee's timely consideration of his nomination. Saly, ____ ______, dan~:~. Adams, R!AEM President 
171 

RHODE ISLAND ASSOCIATION 

OF FIRE CHIEFS, INC. 

June 27, 2018 

Honorable Claire McCaskill 

Ranking Minority Member 

Incorporated November 6, 1967 

Chief Frank Brown, President 

U.S. Senate Committee on Homeland Security & Government Affairs 

340 Dirksen Senate Office Building 

Washington, DC, 20510 

Rc: Nomination of Peter Gaynor as the next FEMA Deputy Administrator 

Dear Senator McCaskill: 

I write on behalf of the Rhode Island Association of Fire Chiefs, to weigh in directly with you on 

the nomination of Peter Gaynor as the next FEMA Deputy Administrator. Mr. Gaynor is the 

Director of the Rl Emergency Management Agency and has had many accomplishments during 

his tenure. 

Under Mr. Gaynor's leadership at RIEMA, the agency has eamed the prestigious distinction of 

being awarded national accreditation from the Emergency Management Accreditation Program. 

RIEMA has also completed the implementation of the agency's Workforce Modernization 

Initiative, the State Safety and Security Initiative, the Storm Ready RI Initiative as well as a long 

Jist of other accomplishments. His leadership, technical knowledge and strong record of 

emergency management experience would serve him well in this position. 

Therefore, the RIAFC would like to be on record as being in strong support of Peter Gaynor as 

the new FEMA Deputy Administrator, and urge your committee to approve his confirmation. 

Thank you for your consideration of our position with regard to this important FEMA 

appointment. Please feel free to contact me with any questions you may have at 

rillrc·chicb.it gmad.c<'rll or on my cell phone at 401-692-0795 at any time. 

Sincerely, 

~~ Chief Richard A. Susi, Ret. 

Executive Director 

Rhode Island Association of Fire Chiefs 

CC: Chief Frank Brown, RJAFC President 

Peter Gaynor 

Chief Richard A. Susi, Ret., R!AFC Executive Director 

PO Box 6041 Providence, Rl 02940 

Ph: 401-692M0795 e-mail: rifirechiefs@gmail.com www.rifirechlefs.com 
172 

June 27, 2018 

The Honorable Ron Johnson, Chairman 

United States Senate Committee on Homeland Security & Government Affairs 

340 Dirksen Senate Office Building 

Washington, DC 20510 

Honorable Claire McCaskill, Ranking Minority Member 

United State !)en ate Committee on Homeland Security & Government Affairs 

340 Dirksen Senate Office Building 

Washington, DC 20510 

Dear Senator Johnson and Ranking Member McCaskill: 

On behalf of the Rhode Island Broadcasters Association {RIBA), we are honored and privileged 

to write this letter in support of the nomination of Peter T. Gaynor by President Trump for the 

Deputy Administrator position at the Federal Emergency Management Agency. We are excited 

at the possibility of having Director Gaynor, a Rhode Island native, sitting in a top position at 

FEMA. Pete is a true leader of emergency management not only here in Rhode Island but 

across the nation. It is a little-known fact that Pete has gained national accreditation at both 

the local level while serving as the Director in the capital city of Providence and at the state 

level. He is the only Emergency Management Director we are aware of who has accomplished 

that prestigious achievement. 

Director Gaynor has been a true and dedicated leader for the advancement of the Emergency 

Management in Rhode Island. Pete possesses impeccable leadership qualities and carries with 

him vast experience and knowledge which has kept him solidly anchored in leading our State to 

pioneer a system of broad ranged and detailed accountability, organizational and orderly 

structure to our current Emergency Alerting System (EAS) program. As Broadcasters, we know 

the EAS program is a tool in messaging the public during times of emergency. Director Gaynor 

has implemented tremendous project management skills and coordination of stakeholder 

efforts to create monthly and weekly testing to ensure accountability and a steady state of 
173 

readiness in the event of need. He has formed solid working committees which uphold the 

preparedness of our State, bringing a collection of key mechanisms to the table to enhance 

Rhode Island's state of readiness regarding critical public messaging. The Rhode Island 

Broadcasters Association has worked closely with and under his direction on countless EAS 

projects. Recently, we worked under Pete's guidance and through his leadership we wrote the 

Rhode Island's State EAS Plan. 

Because of his diligence and exemplary team buflding skills, the RIBA has forged a solid 

relationship with Pete throughout his tenure as the State Emergency Management Director 

which has ied to a state of readiness in Hhode Island that has never been better. The 

Broadcasters of Rhode Island have never been better prepared due to the interoperable 

readiness we have achieved under Pete's management. His steady and strong leadership skirls 

have a designed focus within the State's mission of preparedness. 

Din~dur Gavno.- w1il ie11ve il legacy 111 f~hodc !;land of orr;anized and rhtrcal thinking, a better 

pa:pared ami infotme(J poptilclcc, and a renewed Stale t\g<~ncv willth he has rebuilt from the 

ground l'P His background at both th<? Providence Emergency Momagernent /1gency and Rhode 

!s>and Emergency Managemenl, we believe, rnak;;:s Director' Gavnor a perfect candidate to 

serve as our Flat ion's FfMA Deputy 1\dministr a tor. His experiet•ce, diligence, intclligenc€'-but 

moreover his character, make him the most qualified and respected person that could take on 

this title. 

Thank you for the opportunity to write on his behalf, we have been honored to work with 

Director Gaynor and gain knowledge and direction from such an honorable leader. If you have 

any further questions, I would be more than hilppy to discuss and elaborate. 

Respectively submitted, 

Lori Needham, President 

Rhode Island Broadcasters Association 

11 South Angell Street 

Providence, Rhode Island 02906 

401-255-8200 

LNeedham@ribroadcasters.com 
174 

July 11, 2018 

Tho Honorable Ron Johnson 

Chairman 

U.S. Senate Committee on Homeland Security & 

Governmental Affairs 

340 Dirksen Senate Office Building 

Washinf'ton, DC, 20510 

Dear Chairman Johnson and Ranking Member McCaskill: 

Tho Honorable Claire McCaskill 

Ranking Minority Member 

U.S. Senate Committee on Homeland Security 8, 

Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC, 20510 

The Rhode Island League of Cities and Towns is pleased to share its strong support for Peter Gaynor's 

nomination as Deputy Administrator of the Federal Emergency Management Agency (FEMA). His extensive 

experience at the Federal. state and local levels of government make him an excellent choice to advance 

FEMA's efforts in emergency preparedness, disaster response, disaster recovery and hazard mitigation. 

Pete is deeply respected by Rhode Island's municipal officials, having previously served as director of 

Providence's Emergency Management Agency and now leading the Rhode Island Emergency Management 

Agency (RIEMA). His work in those roles has been characterized by three common themes robust 

stakeholder engagement. extensive preparedness planning and consistent public communications. Pete 

recognizes that emergency response requires the participation of many organizations and levels of 

government. and his tenure at RIEMA has been notable for the agency's engagement efforts with state 

agencies, local officials and public safety departments, nonprofit organizations and other l<ey groups. RIEMA 

has coordinated tl1ose stal<eholders in numerous emergency preparedness drills and after-action sessions, 

emphasizing the importance of real world practice. f'urther, under Pete's leadership, RIEMA has developed a 

strong working relationship with state and local media, as well as an active social media presence, promoting 

c0n<o ~tc~t 811d informative messaging throughout the year- not just at the time of crisis. 

Coupled with his two decades of services in the U.S. ~i<Jrine Corps. Pete Gaynor's accompliSilments in Rhode 

Island mal<e him the ideal candidate to promote collaboration among the Federal, state and local levels of 

government in emergency preparedness, disaster response, disaster recovery and 11azard mitigation. Rhode 

Island's municipal leaders are proud of his service to the state and our nation, and we respectfully request 

the Committee's support for his appointment as Deputy Administrator of FEMA . 

. 

Sincerely, •.• ·-) . / 

-66-~~<f Brian M. Daniels 

Executive Director, Rhode Island league of Cities and Towns 

cc: / The Honorable Jack Reed, U.S. Senate 

The Honorable Sheldon Whitehouse, U.S. Senate 

ONE STATE STREET, SUITE 502, PROVIDENCE, RHODE ISLAND 02908 PHONE (401) 272-3434 WWW.RILEAGUE.ORG 
175 

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IUIOOE lSI .AND POLICE CIIIEFS' ASSOCIATION 

Juue 25,2018 

I Ionorable Ron Johnson, Chairman 

Honorable Clnire McCHskill 

U.S. Senate C'(lflllllitlee on I Iomcland Security & Governmental Affairs 

140 Dirk~cn Sennfe Oftlce Building 

Washington. DC 20510 

Dear Chairman Johnson and Ranking Memb~r McCaskill: 

The Rhode I-slnnd Police Chiefs' Association (RTPCA) would like to form<~lly express our staunch 

suppml for ML Peter Gaynor to serve as the Deputy Administrator of the Fcdcn1! Emergency 

Management Agency (FEMA) at the Department of Homeland Security (DHS), The relationship 

between local law enforcement and FEMA is extremely vital not only for how emergency response 

efTor!s are coordinated hut also how the Agency administers essential DHS grants to local h1w 

enforcement agencies, The individual selcct~;.:d to serve in this position must rccog:nizc this critical 

rclntinnship and continue to strengthen the pmtncrship between FEMA and locnl law enforcement 

throughout the Unites States. 

Mr. Gaynor is unequivocally that individuaL He has the necessary educulion, experience and 

leadership to service <JS fEMA Deputy Administrator. After [>;pending over two decades in the 

United State..<> Marine Corp;.; as an cnli.'ited marine and infantry oflker, Mr. Gaynor served as the 

Director of the Proviflence hnere.ency Mflnagcmenl Age11cy (PFM/\) and most recently as the 

Director of the Rhode lsl<md Emergency Management Agency (RIEMA), As such, he understands 

I he needs of lhc state and local ll.rst responders who reach lhc areas of disaster betl1re anyone else. 

Furthemmrc, in his previous emergency mmwgcmcnt pnsi!lons. Mr. Gaynor hns displayed the 

knowledge <:llld proficiency in operating and coordinating the reSp()Jl$C or large~ and oJlen!imes 

complex incidents. His vast experience and qualifications make him the ideal candidate and one 

that the RIPCA is pleased to give its full endorsement. 

Th<mk you for your r.:onsidenHion. If you hnvc any questions, plca~c do not hcsitntc to contnr.:t me. 

( 'o!oncl James .1. Mendonca 

l)rcsidcnt 

Rhndc Island Police Chelf.;' Associ a\ ion 
176 

STATE OF RHODE ISLAND AND PROVIDENCE PL1NTATIONS 

DIVISION OF STATE POLICE 

HEADQUAR7MS: 311 DANIELSON PIKE. NOR711 SCITUATE, 111/0D/S /.\'LAN/) 112.15? 

Telephone: (401) 444-100/ • Fm·: (401) 444·1105 • E..Afoil: f11/l/,os.wmpico@risp.gm· 

OHICI; OJ· TilE Stli'E!t!NTENDENT 

ANN C, ASSUMPICO 

COLONEL 

SUPERINTENDENT 

D!HECTOR 

DEPARTMENT OF PUBLIC SAFETY 

The Honorable Ron Johnson, Chairman 

U.S. Senate Committee on Homeland Security 

& Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC 20510 

June 25, 2018 

Re: Letter of Recomme11dation for Peter 'T. Gaynm· 

Dear Chairman johnson: 

As Superintendent of the Rhode Island State Police and Director of the Rhode Island 

Department of Public Safety, I am writing to provide my full support for the nomination of Peter 

T. Gaynor for the position of Deputy Adminish·ator of the Federal Emergency Management 

Agency. 

Peter Gaynor served as the Director of the Providence, Rhode Island Emergency 

Management Agency, and he currently serves as the Director of the Rhode Island Emergency 

Management Agency. 

During his tenure at the state level, I have had an opportunity to work closely with 

Oirector Gaynor. He has made significant improvements in the way our state and its 

conununities prepare for emergencies. He has worked with key leaders at all levels, both in the 

private and public sectors, to ensure that accurate and timely information is disseminated. In 

tum, the lines of communication from the private and public sectors are open to Director Gaynor, 

so the slate can more effectively provide resources where they are needed. 

His pre-planning has included simulation exercises, policy and pmcedure improvements 

and staging resources. During weather and other emergencies, he is the person that both state 

and municipal leaders look to for guidance. He consistently and flawlessly tums his pre-planning 

into successful action. Following recovery from an emergency, he obtains feedback from all 

parties to make improvements to operational plans for the future. I have relied on his advice and 

counsel numerous times, and I know I can depend on him to consistently have the best solution 

for any problem or chH!lenge. 
177 

The Honorable Ron Johnson 

June 25, 2018 

2 

Director Gaynor is the type of person who will be the first one into the Emergency 

Operations Center to begin planning for a storm, and he will be the last person to leave when he 

is confident that the emergency and recovery is completed. He ensures that the people who work 

for him have the tools, knowledge, and support from him to effectively do their jobs. He truly 

cares about his job and the people of the State of Rhode Island who depend on him. He is both 

an outstanding leader and a hands-on team member. 

Director Gaynor's appointment as Deputy Administrator of FEMA will be a loss for the 

State of Rhode Island, but he will be a very valuable asset to the federal government. He has the 

experience and education to do an exceptional job. In addition, he has an outstanding work ethic, 

is highly principled, a great problem solver, calm in times of crisis, and is a caring and kind 

person. Under his leadership, the citizens and businesses of the State of Rhode Island have been 

much better prepared for storms and emergencies, which has decreased injuries and property 

damage. 

It is without hesitation that I recommend Peter T. Gaynor to you for the position of Deputy 

Administrator of the Federal Emergency Management Agency. If you have any questions or need 

additional information on this outstanding candidate, please do not hesitate to contact me. 

Sincerely,/} /) 

c~~('·~~ 

Ann C. Assumpico 

Colonel 

Superintendent 
178 

Æ 

July 10, 2018 

Honorable Ron Johnson 

Chairman 

U.S. Senate Committee on Homeland Security & Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC, 20510 

Honorable Claire McCaskill 

Ranking Minority Member 

U.S. Senate Committee on Homeland Security & Governmental Affairs 

340 Dirksen Senate Office Building 

Washington, DC, 20510 

Dear Mr. Chairman and Senator McCaskill· 

We are writing on behalf of the Rhode Island Alliance for Business Resilience (the Alliance) to express 

the membership's unwavering support of Peter Gaynor's nomination to serve as the Deputy Administrator 

of the Federal Emergency Management Agency at the Department of Homeland Security. 

The Alliance is a coalition of public and private sector entities dedicated to the resilience of Rhode Island 

It facilitates communication and coordination between Rhode Island businesses and Rhode Island 

government agencies before, during and following manmade or natural events that could potentially 

disrupt business operations. Without Pete's vision and support, the Alliance would have never launched. 

His leadership has been integral to the Alliance's continued growth and success. 

Rhode Island has been fortunate to have Pete at the helm of the Emergency Management Agency. It is 

time to share Pete's considerable talents with the rest of our great nation. He will make an excellent 

Deputy Administrator. 

Sincerely and on behalf of the Founding Members, 

Teresa C. Lindsey 

Executive Vice President 

Citizens Bank 

Todd Larson 

Corporate Services Officer 

Arnica Insurance 

Mark Goodheart 

Site Operations Manager 

Raytheon Company 

Integrated Defense Systems