Downsizing FEMA and DHS

Impossibile aggiungere al carrello

Puoi avere soltanto 50 titoli nel carrello per il checkout.

Riprova più tardi

Rimozione dalla Lista desideri non riuscita.

Riprova più tardi

Non è stato possibile aggiungere il titolo alla Libreria

Per favore riprova

Non è stato possibile seguire il Podcast

Per favore riprova

Esecuzione del comando Non seguire più non riuscita

Downsizing FEMA and DHS

Ascolta gratuitamente

Vedi i dettagli del titolo

Offerte di stagione | 0,99 €/mese per i primi 3 mesi

A seguire 9,99 €/mese – si applicano condizioni. Puoi disdire mensilmente.

The National Security Hour · America Out Loud Talk RadioHosts: Dr. Michael Scheuer and “Colonel Mike” · Guest: Lt. Col. David RichardsonEditor’s note. This is a cleaned-up transcript prepared from the show’s auto-generated captions. Mis-heard names and terms have been corrected (e.g., Kristi Noem, Tom Homan, Camp Leatherneck, Countering Weapons of Mass Destruction, DOGE, Guadalupe River), repeated words and verbal stutters have been smoothed for readability, and station promotions and advertisement reads have been removed and marked. The substance and wording of the interview itself are preserved. Because both hosts speak throughout, a few host attributions are best-effort and may need correction.SEGMENT 1COL. MIKE: Welcome back to another episode of The National Security Hour on America Out Loud Talk Radio. Today we have a really big show — like Ed Sullivan used to say — and I’ll tell you why. We have with us Dave Richardson. He’s got a new book coming out. What was he doing? He was working with the government. So what could possibly go wrong working with the government, right? Dave, welcome to The National Security Hour. We want to discuss this new book, and we want to tell people how screwed up FEMA is.RICHARDSON: Thanks for having me. I greatly appreciate it. I’m really glad to be here to speak with you two gentlemen.COL. MIKE: So, Dave, why were you chosen to lead FEMA? What qualified you?RICHARDSON: Number one, I’ve got a background in strategy. I was a ground combat officer in the Marine Corps in a couple of different theaters of war. I went to the Marine Corps schools and essentially learned how to plan, build strategies, and do things like mission analysis. After I got out of the Marine Corps — partially due to what I did in Korea — I got into the countering weapons of mass destruction business. Eventually I was appointed by President Trump in 2020 to be the Assistant Secretary for Countering Weapons of Mass Destruction. When Trump didn’t get back into office, I spent four years doing similar work. When he came back into office, I returned as the Assistant Secretary at the Department of Homeland Security for Countering Weapons of Mass Destruction — and I was immediately told they were going to shut it down. Look, I’m a small-government guy, partially because, as you said, the government can be a mess. The smaller the government, the smaller the mess. So I turned to shutting down Countering Weapons of Mass Destruction. I’d done a mission analysis on it. It’s simple: you go to all the laws, figure out what you should do by law, do only that, and match the people to the law and the capabilities. As I was shutting that down, the President had expressed a desire to do the same at FEMA — like had been done at the Department of Education, and then USAID. Since I was having success systematically shutting down Countering Weapons of Mass Destruction — and that wasn’t happening to the President’s approval at FEMA, which he wanted shut down or drastically reduced and rebranded — they removed the person running FEMA and sent me over. I made no bones about it when I got there. There was much howling and gnashing of teeth the day I told them I intended to carry out the President’s intent, because they knew what that was: shut it down, or drastically reform and rebrand it. I lay all this out in my book, Texas Flood 2025.COL. MIKE: So hang on — what did you find when you got to FEMA?RICHARDSON: As I say in my book, I found people wandering around the seven floors at 500 C Street SE, essentially saying their morale was low and that they couldn’t do their mission. I immediately turned to addressing both. A note on federal employee morale: it’s a perennial problem. It’s always low, because they have a sneaking suspicion their work doesn’t matter — and in some cases they’re right, because they’re stuck leaderless, with no one pointing out the mission and driving them toward it. So they wander around and complain. And even if one person is cut, they’ll go to the press and say, “We can’t do our mission — of 18,000 of us, there are only 17,999 left.”COL. MIKE: This almost sounds like Voice of America when they started cutting VOA — “You don’t understand, we need to check the birds in Ghana, the ones with that special whistle, we just can’t report anymore.” So you had a plan to shut it down. Mike and I both lived in Northern Virginia; you’re in Northern Virginia. We understand the morale — every year when the government’s going to shut down, the world ends. It’s War of the Worlds. So what was your plan?RICHARDSON: My plan was very similar to the one I did at Countering Weapons of Mass Destruction, and it’s simple. The military calls it “troop to task.” What do you have to do — your mission — and what are the subtasks? You figure out your specified tasks and subtasks and align the people to them. That tells you what ...

Ancora nessuna recensione