letters

The Roots of FEMA's Problems

Thursday, August 31, 2006; A24

R. David Paulison, director of the Federal Emergency Management Agency, offers a good guide for what needs to be done before the next natural disaster strikes ["Weathering the Next Storm," op-ed, Aug. 27].

But improving the federal government's responsiveness may be more difficult than he indicates. FEMA's management problems did not start with Michael Brown; they were initiated by Joe Allbaugh, whose management style and interpersonal skills motivated many competent and experienced professionals to leave FEMA.

In addition, the formation of the Department of Homeland Security reduced FEMA's authority and eliminated effective programs, such as Project Impact, that provided planning expertise and technical assistance to help communities take steps to lessen the impact of and repair the damage from disasters. Other programs were transferred to DHS. These actions resulted in a further exodus of experienced FEMA employees to other federal agencies and the business sector.

Transitions between administrations need not be so traumatic. The transition at FEMA from the first Bush administration, when FEMA was deemed to be less competent, to the Clinton administration resulted in fewer than 20 new political appointees. James Lee Witt, President Bill Clinton's FEMA director, brought leadership to the career employees and insisted that political appointees be experienced emergency managers.

Mr. Paulison wrote, "I have invested heavily in hiring the right leaders with emergency management experience to coordinate federal response efforts." I hope that he is successful.

OLLIE DAVIDSON

Chevy Chase