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The Federal Emergency Management Agency is not going to cease operations. But it might need to make some difficult calls.

As communities across the United States continue to be overwhelmed by extreme weather, the Federal Emergency Management Agency’s disaster relief fund — the largest source of federal post-disaster assistance — is likely heading into the red.
“Right now, we anticipate a shortfall towards the mid and end of August,” FEMA Administrator Deanne Criswell said at a congressional hearing earlier this month.
To address the most pressing question right off the bat: No, this doesn’t mean FEMA is going to cease operations any day now or be unavailable to assist places impacted by disasters in the weeks to come. But it is worth understanding how FEMA got here and the sort of difficult calls the agency might need to make if its prediction comes to pass.
Taking it back to the basics, FEMA defines the disaster relief fund as “an appropriation against which FEMA can direct, coordinate, manage, and fund eligible response and recovery efforts” for federally-declared disasters and emergencies. These dollars can be put toward works like removing debris after a disaster and repairing public infrastructure, as well as preparing for future disasters and giving impacted residents financial aid. That means the funding both makes things happen quickly after disaster strikes and is a source of ongoing assistance in the months or even years that follow. When making a request for next year’s budget, Criswell described the disaster relief fund as a “vital function to our nation’s readiness posture.”
The fund is typically filled through congressionally-approved appropriations, including supplemental appropriations in response to specific disasters. In line with other disaster spending, these costs have spiked in recent years in response to increasingly extreme weather events and the Covid-19 pandemic. According to a Congressional Budget Office analysis released last year, disaster relief fund spending was around $5 billion annually between 1992-2004; from 2005-2021, the annual average was more than triple that at $16.5 billion.
Administrator Criswell has been warning Congress about a potential summer deficit since April, and this forecasted dip has also been clear in monthly reports FEMA shares with Congress tracking the fund’s balance. In fact, a group of Florida congress members described the fund as “one of the most-tracked single accounts funded by Congress each year” in a recent letter calling for Congress to take action on the issue. Despite that bipartisan plea and legislation in both the House of Representatives and the Senate to refill the fund, Congress failed to pass any supplemental aid before adjourning for an August recess. When sessions resume in September, refilling the fund will be one of a long list of financial priorities before the end of the month, which is also the end of the fiscal year.
Per FEMA’s July report to Congress, the fund is expected to hit a $4.2 million deficit in September. But in an email yesterday, a FEMA spokesperson told me funding levels are “more than adequate to execute immediate response and recovery efforts to any incidents which may occur” and that FEMA is “working closely with the administration to ensure adequate resources remain available.” The agency declined to offer any specifics about what that work entails or how funds might be moved around to address any areas of need. So far, the Biden administration has not yet requested any supplemental funding from Congress.
When addressing questions about the potential shortfall in the July hearing, Administrator Criswell said FEMA has a number of “tools that we can implement” to ensure the agency continues to offer aid if and when disasters occur in coming weeks. She also clarified that the status of the fund’s balance does not factor into whether aid applications to the agency will be granted or denied.
Jessie Riposo, director of the RAND Corporation’s Disaster Management and Resilience Program, told me that addressing any lack in the disaster relief fund would ultimately come down to the agency needing to make risk calculations and determine where dollars are most necessary until funding as usual resumes.
Craig Fugate, who served as FEMA Administrator during the Obama administration, explained to Marketplace that addressing any new disasters would likely come at the temporary expense of longer-term priorities, such as rebuilding or mitigation programs. (There’s an unfortunate irony in there, as a National Institute of Building Sciences study found each dollar spent on federal mitigation grants saves an average of $6 in post-disaster recovery spending.)
For now, Riposo notes that the disaster relief fund is still operating as usual and whether or not there will be shortfalls are speculation. The difficulty in predicting disaster-related costs is something Criswell has addressed, as well, telling Congress, “The disaster relief fund as we continue to go into the last quarter is always a very dynamic situation and the balances continue to change.”
However, the draw on this resource is showing no signs of easing up: In July alone, there were seven federally-declared disasters added to the agency’s growing list of responsibilities.
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The spinoff of Lawrence Livermore National Lab has a new 10-point plan to get onto the grid by the 2030s.
One of fusion energy’s newest startups, Inertia Enterprises, is betting that the fastest route to commercial fusion runs through one of the field’s oldest ideas. The company, which raised a $450 million Series A earlier this year, plans to build a power plant based on the laser-driven fusion system pioneered at Lawrence Livermore National Laboratory’s — the only tech yet to have produced more energy from a fusion reaction than it took to initiate it. Now, Inertia has shared its commercialization roadmap exclusively with Heatmap, detailing the 10 near-term capabilities it must demonstrate before this landmark experiment can become a grid-scale power plant by the mid-2030s.
The roadmap offers a route from the national lab’s impressive but commercially impractical fusion demonstrations to an economical power plant capable of producing electricity for the grid. At its core are a set of milestones — mostly aimed at developing cheap, mass-manufacturable components — that Inertia says it must clear before those individual systems can be integrated into a working plant. This road is not necessarily linear, however, as various teams will likely be working on many of these goals simultaneously.
At least the physics of Inertia’s approach are already proven, the startup’s CEO Jeff Lawson told me, pointing to the fusion experiments at Lawrence Livermore’s National Ignition Facility as a proof-of-concept. The lab’s demonstration of net energy gain caps more than six decades and $30 billion (in 2026 dollars) of U.S. fusion research. The remaining challenges, he argued, are all engineering-related, requiring “elbow grease, hard work, and smart people” rather than breakthroughs in fusion science.
"It seems to us like a startup or a commercial company of any variety should be focused on commercializing a proven scientific result, as opposed to actually trying to demonstrate the basic science to begin with," Lawson told me. Basic science, he argues, is better left to national labs and universities, where researchers can pursue "unbounded problems" that don’t align with the expectations and timelines of venture-backed startups.
Indeed, no fusion startup has yet achieved scientific breakeven, the milestone Lawrence Livermore first hit in 2022, and has since repeated numerous times. But leading players such as Commonwealth Fusion Systems and Helion Energy maintain that it’s only a matter of time before they validate the physics behind their own reactor designs, which they claim will be highly cost-competitive.
Lawson, on the other hand, readily acknowledged that Lawrence Livermore’s tech is uneconomical in its current form. His bet is simply that the more predictable path to a commercial reactor is to drive down the cost of the lab’s validated fusion approach, known as inertial confinement. This system relies on high-powered lasers firing at a millimeter-scale pellet of fusion fuel, compressing it to extreme temperatures and pressures until the atoms fuse. Today, the National Ignition Facility makes each individual fusion target by hand, a workable solution given that it only uses about a dozen per year.
That production model, however, isn’t remotely plausible for a grid-scale power plant. Because each fusion reaction lasts just a fraction of a billionth of a second, a commercial facility must fire its lasers at a fresh target about 10 times per second to generate continuous electricity — requiring the production of hundreds of millions of targets each year.
Scaling production to roughly a million pellets per day and making them inexpensive enough for commercial operation without compromising the strength or precision required for fusion ignition is central to Inertia’s roadmap. That includes goals five, seven, eight and nine — industrializing the manufacturing of the carbon shells that hold the fusion fuel, making the thin films that hold those carbon shells both durable and cheap, scaling up and automating fusion target assembly, and speeding up how fast targets are filled with the requisite deuterium-tritium fuel.
The other central focus of the roadmap is the laser system, which will ultimately consist of 1,000 individual units operating in concert to compress and heat the fusion fuel. Key priorities include reducing the system’s cost (goal two), dramatically increasing its firing cadence (goal three), and bolstering its durability to withstand high-intensity operations (goal four). Goal six also complements these efforts, calling for the development of a control system capable of tracking moving fusion targets to precisely align each laser shot.
Goals one and 10 bookend the journey with some broader milestones. The first focuses on increasing the fusion target’s energy gain — the ratio of fusion energy produced to laser energy delivered — to more than 25 times ignition. Today, the National Ignition Facility’s best-performing laser shot has yielded a gain of just over four times what it took to start the reaction. Goal 10 then zooms out to the ultimate objective: integrating all these technologies into a commercially viable power plant that can deliver either electricity or industrial heat to end customers.
To reach that point, Inertia has embarked on an industrial engineering hiring spree, recruiting folks with experience taking complex hardware systems from prototype to mass production, “not unlike the processes that are used in the semiconductor or consumer electronics world,” Lawson explained. The company has been making progress on its component development goals since the beginning of the year, he told me, and expects to announce the successful demonstration of a few of these milestones in the coming months. Lawson ultimately expects Inertia to complete the core components of its laser and target manufacturing systems by the middle of next year.
The team will spend the next two to three years integrating these individual pieces into two fully operational subsystems, a prototype laser system and a target manufacturing line. Around 2030, the company will begin combining those subsystems into a first-of-a-kind fusion power plant, which will also serve as the proving ground for the target chamber, tritium fuel breeding system, and power conversion system that turns fusion heat into electricity. By the middle of the next decade, Inertia aims to be generating power from this first plant, setting the stage for the company to build and connect additional grid-scale commercial power plants.
There are plenty of engineering trade-offs that the company will have to solve for. Take the decision around how to size the target chamber, for example. “If you make it bigger, your walls have an easier time and survive longer, but it’s more expensive. If you make it smaller, your walls have a tougher time because they’re closer to all the heat and energy that the fusion reaction is creating, but now your power plant costs less to build.”
But to Lawson, this represents exactly the type of problem Inertia was built to solve: complex engineering issues that come to the fore once scientists have demonstrated the fundamental physics are sound. He thinks other fusion companies may someday reach this stage, as well — though he’s unwilling to hazard a guess on exactly what approach or startup is best positioned to do so.
“There have been generations of scientists who’ve made their predictions about fusion energy and gotten it wrong,” he told me. “I’m not going to pretend to be smarter than them. All I’m here to say is, just knowing that one did work, we can commercialize it.”