Craig Fugate, the new head of the Federal Emergency Management Agency under President Barack Obama, is an unusual choice for the job, historically speaking. Unlike many of his predecessors, most famously Michael “Heckuva Job” Brown under President George W. Bush, Fugate (pronounced few-gate) has experience in the relevant subject matter. A former firefighter, Fugate managed disasters for 20 years in Florida, the fiasco capital of America. Even more bizarrely for FEMA, often a dumping ground for friends of the powerful, Fugate has no political connections to Obama. Instead, he got his job the old-fashioned way—when Homeland Security Secretary Janet Napolitano was looking for candidates, people kept mentioning his name. He has a reputation for telling it like it is—in a field where “it” is usually bad. And what Fugate has to say may come as strong medicine for his fellow citizens, nine out of 10 of whom now live in a place at significant risk for some kind of disaster.
A bear of a man with a white goatee, an aw-shucks accent, and a voice just slightly higher than you expect, Fugate has no university degrees but knows enough to be mistaken for a meteorologist by hurricane experts. He grew up in Alachua County, smack in the middle of Florida. Both of his parents died before he graduated from high school. As a teenager, he followed his father’s example and became a volunteer firefighter. Then he became a paramedic, earning the nickname “Dr. Death” for having to pronounce more people dead on his first day than anyone before him. But he found his calling when he moved into emergency management, in 1989. Obsessively planning for horrible things he could not really control seemed to inspire him. “He is emergency management,” says Will May Jr., who worked with Fugate for more than 20 years and is now Alachua’s public-safety director. “That’s what he does. He spends practically all his waking life working in it, thinking about it, talking about it, planning how to do things better.”
Fugate is well respected, which is not the same thing as being well liked. “If they wanted a politician, Craig’s not your man,” says Ed Kennedy, who drove ambulances with him in Alachua. “Craig’s personality is more ‘Speak straight, don’t powder-puff it.’” Already, Fugate is saying things most emergency managers say only in private.
“We need to change behavior in this country,” he told about 400 emergency-management instructors at a conference in June, lambasting the “government-centric” approach to disasters. He learned a perverse lesson in Florida: the more the federal government does in routine emergencies, the greater the odds of catastrophic failure in a big disaster. “It’s like a Chinese finger trap,” he told me last spring, as a hailstorm fittingly raged outside his office. If the feds do more, the public, along with state and local officials, do less. They come to expect ice and water in 24 hours and full reimbursement for sodden carpets. But as part of a federal system, FEMA is designed to defer to state and local officials. If another Katrina hits, and the locals are overwhelmed, a full-strength federal response will inevitably take time. People who need help the most—the elderly, the disabled, and the poor—may not get it fast enough.