David Richardson recently assumed leadership of the Federal Emergency Management Agency (FEMA), confronting a workforce grappling with a history of budget cuts and diminishing morale. His appointment could not have come at a more opportune time considering that hurricane season starts on June 1. This timing makes his recently stated commitment to reform particularly urgent.
In an all-hands meeting with FEMA staff, Richardson came in and cut the crap. As a former Marine artillery officer and combat veteran, he certainly commanded attention and respect. He said that he wants to “run roughshod” over any staff that oppose his efforts to make change happen. His comments are a clear sign of a new leadership style focused on cutting red tape and making sure that the agency is working as efficiently as possible.
Richardson immediately suspended all delegation of authority within FEMA. He promised that each decision, especially spending, would from now on go straight through him. This move is a clear embodiment of his desire to consolidate the power. It allows him to do things quickly that further his vision for the agency.
In his opening remarks, Richardson underscored the problems FEMA is up against. He especially noted the impact of a shrinking workforce due to years of budget cuts. He acknowledged that 15-20% of the rank and file will always be against any kind of organizational reform.
“I, and I alone in FEMA, speak for FEMA. I’m here to carry out the president’s intent for FEMA,” – David Richardson
Underneath, Richardson drives forward with a combative, muscular approach. Some observers are concerned that this model may only work to further demoralize an already stressed workforce. Michael Coen, a former chief of staff at FEMA, expressed some disquiet about Richardson’s approach. He is concerned that doing so would have a damaging impact on employee culture.
In his prepared comments, Richardson cautioned against what he describes as “naysaying” tactics designed to delay or derail. He stated,
“Obfuscation, delay, undermining. If you’re one of those 20% of people and you think those tactics and techniques are going to help you, they will not, because I will run right over you.”
Richardson’s approach centers on refocusing FEMA’s operations to ensure they stay absolutely within the four corners of the law and wholly in line with the agency’s mission. He stressed the necessity of improving partnerships with state governments.
“Don’t get in my way … I know all the tricks.”
His remarks are a testament to the complexity of disaster management and response here stateside. His goal is to make operations more efficient and effective. By working to increase collaboration at the state level, Richardson hopes to better allocate resources and build a state that is more prepared for disasters.
“We’re going to find out how to do things better. We’re going to find out how to push things down to the states that should be done at state level. Also we’re going to find out how we can do more cost sharing with the states,” – David Richardson
Richardson’s appointment comes as Cameron Hamilton, the acting FEMA chief, departs after proving his mettle during a dystopian stretch for the agency. His appointment comes after strident pleas from President Donald Trump and others to downsize or do away with FEMA entirely. This advocacy complicates the agency’s mission at a precarious time.
Richardson is under immense pressure to make all of these impactful changes while avoiding a workforce heavily against any change. His direct style and commitment to reform will be put to the test as he sets out on this decidedly uphill task.
As hurricane season approaches, Richardson faces considerable pressure to implement effective changes while navigating a workforce resistant to transformation. His direct style and commitment to reform will be tested as he embarks on this challenging endeavor.
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