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I am honored to be here today representing the FBI Washington field office. We value our partnership with the community and emphasize diversity and inclusion. We are actively hiring and encourage anyone interested in joining the FBI to reach out to us. Thank you for your support.

Last week, I appointed Bob Fenton as our Chief Federal Response Coordinator for long term recovery on Maui. He is a highly experienced emergency manager and has been in Hawaii since before the fires started. His role is crucial in leading our efforts to rebuild and recover from the recent events on the island.

Last week, I appointed Bob Fenn, a top emergency manager, as our chief federal response coordinator for long term recovery on Maui. He has been in Hawaii since before the fires started.

I'm Lieutenant General Joe Berger, and as the 42nd Judge Advocate General, people are my number one priority. To emphasize this, I've established the Office of Professional and Organizational Development (OPOD), led by Colonel Shay Stinson. I'm Colonel Stinson, and OPOD focuses on recruiting, retaining, and developing inclusive teams. We aim to enhance performance, professional growth, and overall well-being throughout your career. OPOD coordinates the Judge Advocate Recruiting Office (JRO), the wellness program, leadership skills development, and DEIA initiatives. The JRO focuses on early decision programs and engaging with potential candidates. The wellness program is developing resources like a wellness website, the JAG FIT education program, and wellness consultation services. Although DEIA staffing is restricted, we remain committed to DEIA principles, utilizing a strategic plan and the JAG Corps DEIA Council to continue this vital work.

FEMA has been effective in deploying resources for disaster relief, operating a large center with extended hours. However, challenges arise when coordinating efforts across states, especially when local agencies have different approaches. While California has a large population and resources, the organization of aid can be problematic. Past disasters, like in North Carolina, saw success through collaboration among states. FEMA's processes can be slow, requiring numerous permits, which delays recovery. It’s suggested that local authorities should expedite permits to allow residents to rebuild quickly without bureaucratic delays.

Last week, I appointed Bob Fenn, a top emergency manager, as our chief federal response coordinator for long term recovery on Maui. He has been in Hawaii since before the fires started.

As workers in the World Trade Center, it's crucial to be prepared for emergencies. You, along with floor wardens and fire safety teams, are the first line of defense. The building has smoke detectors, sprinklers, and emergency lighting in place. In case of a fire, follow evacuation procedures and do not use fire extinguishers unless safe. The Port Authority Police and New York City Fire Department are trained to handle emergencies. Remember, safety is a team effort.

I have spent four years at USAID and am more convinced than ever of the impact of American compassion and ingenuity, alongside our foreign service nationals. While we face new challenges, we also have fresh insights, tools, and partners. In my travels to communities where USAID operates, I hear stories of transformation—people receiving capital to start businesses, recovering from disasters, or gaining education to achieve their goals. These individuals are eager to collaborate with the United States to tackle future challenges. By becoming more responsive, efficient, and catalytic, we can harness the power of these partnerships and drive progress in this new era.

My name is Tiffany Goper and I manage the COVID unit in CCU. As the manager, my team will be among the first to receive the vaccine.

Mister President, FEMA has effectively deployed thousands of personnel to assist us, operating a large center from 9 AM to 8 PM. However, managing such a vast disaster requires coordination. While California has a large population, the challenge lies in organizing resources effectively. FEMA's approach can lead to conflicts with local teams, and their processes can be slow and costly. Instead of relying solely on FEMA, we should expedite local permits to allow residents to rebuild quickly. Many individuals may struggle to finance their homes, and not everyone has the cash to rebuild after a disaster.

Good morning! We're working around the clock in Florida, the southeast, and Hawaii. I want to express my gratitude and acknowledge the efforts of my entire cabinet in our government's response to extreme weather events. We will be utilizing all available resources to address these challenges.

I'm committed to giving you more than any president before. We will streamline the permitting process; just coordinate with your state officials. The federal government is usually slower, but you already have the necessary permits. Brad, focus on getting those permits quickly. I plan to appoint Rick to represent me as we decide on the best approach, whether an individual or a commission. A strong individual is often more effective than a commission, which can get bogged down. It was an honor to meet your firefighters and police; they are brave and well-respected. I look forward to returning and supporting your cleanup efforts starting tomorrow at noon. Thank you all for your hard work.

Hi, Virginia. Thank you for the warm welcome despite the cold. I'm grateful for the support from North Carolina and committed to helping the state. I plan to visit Los Angeles to address their water issues, but first, I'm here in North Carolina. I want to express disappointment in FEMA, but I’m eager to work with the new governor and local congressmen, especially Michael Watley, to ensure everything goes smoothly. Franklin Graham and Samaritan's Purse have done incredible work, and I appreciate their efforts. Let’s take a look around and say a few words. Thank you all for your support.

Tiffany Doper identifies herself as a manager in the Coronary Care Unit (CCU). In describing her position and the responsibilities tied to her role, she notes that her team operates within the COVID unit. Because of this placement, she states that her team will be among the first groups to have access to the vaccine. This point underscores the prioritization she is describing for her team, highlighting that their frontline status in the COVID unit translates into earlier scheduling or eligibility for vaccination relative to other staff cohorts. In addition to outlining the vaccine prioritization for her team, Tiffany emphasizes the clinical environment in which they work. By specifying that she and her colleagues are in the COVID unit, she conveys the heightened exposure risk and the heightened need for protection that accompanies their daily duties. The claim about early vaccine access is presented as a direct consequence of their unit’s involvement with COVID patient care, rather than as a general or universal policy for all hospital staff. An important, personal moment emerges in her statement when she reveals that she is feeling very dizzy at the moment. This immediate personal health note interrupts the professional context, signaling that she is experiencing a physical symptom that could affect her ability to communicate or perform her duties at that moment. The dizziness is described in a straightforward, self-reported manner, without further elaboration about potential causes, tests, or subsequent steps. The combination of professional duty and personal condition juxtaposes the demanding environment of the CCU COVID unit with the personal health realities that can accompany healthcare workers in high-stress settings. Taken together, the transcript conveys two core points: first, the vaccine access expectation for Tiffany Doper’s team due to their assignment to the COVID unit and the associated frontline status; second, Tiffany’s immediate personal experience of dizziness during the moment of discussion. These elements together reflect both operational priorities within a high-risk clinical area and a momentary health concern affecting the speaker.

Hello, everyone. We just left North Carolina, where significant progress is being made with the Army Corps of Engineers. The area has been severely impacted, and we're here to address the damage. I appreciate the governor's support as we work towards recovery. This situation is unprecedented, reminiscent of post-World War II devastation. We aim to implement permanent solutions to prevent future occurrences. The governor and I are committed to collaborating closely, as federal assistance will be crucial for recovery. I have full confidence that we can work together effectively. Thank you all for being here, and some of you will join us on the tour.

As part of our core mission to secure the nation and spend taxpayer dollars wisely, we're executing President Trump's priorities: peace through strength, restoring the warrior ethos, rebuilding our military, and reestablishing deterrence. We're welcoming Doge to help find fraud, waste, and abuse, and eliminate non-essential Biden priorities. We're reorienting our budget away from those priorities to build a lethal fighting force. This involves pulling funds from non-lethal programs and reinvesting in Trump's America-first priorities. Key programs like border activities, nuclear modernization, and cybersecurity are protected. Finally, we're reevaluating our probationary workforce to ensure mission-critical contributions and accountability. We'll identify and eliminate redundancies, focusing on retaining the best and brightest employees based on merit. We're committed to communicating directly with you about these decisions.

I'm the CEO of 185. Thank you all for joining us tonight. We appreciate everyone who came out on a Friday night, and we are grateful for our donors.

Last week, I appointed Bob Fenton, a top emergency manager, to lead the long-term recovery efforts on Maui. He has been on the ground since before the fires started and will ensure that the community receives all the support the federal government can provide to heal and rebuild quickly. I will receive a virtual report from him on Maui after this meeting. Our goal is to restore the island to its previous state, but even better.

My name is Kelsey Goodman. I'm here to blow the whistle on FEMA. There are still people missing. Rivers that existed before have turned into lakes. Communities lack power, water, cell service, or internet. "The number one goal of FEMA is to instill equity in emergency management. It's not to save lives. It's to instill equity." A sense FEMA is overwhelmed, with frustration on the ground and an echo chamber from leadership. A disconnect: "We have a thousand people on the ground" versus homeowners who don't see FEMA. BRIC, Building Resilient Infrastructure and Communities, is annual and nationally competitive, with priorities shifting toward racial/minority groups. Executive Order 14008 and the Justice40 Initiative say "40% of certain grant funding" should go to disadvantaged communities. "Houses of worship" are no longer eligible for some disaster funding (2023). DEI training questions; "I don't know the answer." Overtime gains, alleged personal use: "beach house in Portugal." Storms do not discriminate.

I am Tiffany Doper, the manager of the COVID unit in CCU. My team will be among the first to receive the vaccine. Apologies, I am feeling dizzy.

FEMA states they are prepared for disasters like hurricanes, wildfires, and extreme heat, while emphasizing the importance of community preparedness. Secretary Alejandro Mayorkas is raising concerns about FEMA's funding in the wake of Hurricane Hilleen. FEMA is currently meeting immediate needs, but anticipates another hurricane and claims it lacks sufficient funds to last through the season. This announcement follows reports that the Biden-Harris administration allocated over $1 billion from a FEMA program to services for migrants.

We gathered at Van Nuys, California, our headquarters for the 1st of 143rd FA, before heading to Camp Roberts for a week of training with CAL FIRE to become a type 2 hand crew. It's fulfilling to assist our communities, especially during disasters, and it's vital for the state to have these resources available. As the officer in charge of crew 502, I ensure our team is well-trained and ready for our mission. The training can be dangerous, but it’s rewarding to know the community relies on the National Guard. I'm proud to serve both my community and my team.

We recognize the critical role our civilian workforce plays in national security and supporting the DOD's core warfighting mission. Earlier this year, the Office of Personnel Management requested all federal employees to provide a brief summary of their accomplishments. We initially paused this request for DOD civilians due to security concerns. Following a review and consultation, I am now directing all civilian employees to reply to the OPM email with five bullets summarizing their work from last week, while also including their immediate supervisors on the email. An email outlining the next steps will be sent out soon to ensure compliance. The information will be consolidated internally to meet the OPM directive. This is a simple task to help us streamline our workforce and maintain a strong fighting force.

As part of our core mission to secure the nation and spend taxpayer dollars wisely, we're prioritizing President Trump's goals: peace through strength, restoring the warrior ethos, rebuilding our military, and reestablishing deterrence. We are incorporating an organization to find fraud, waste, and abuse, and eliminate redundancies, including Biden-era priorities like DEI and climate change initiatives, to reinvest in our core mission. We're also refocusing our existing budget, shifting about 8% away from Biden's programs to Trump's priorities, building a lethal fighting force. This isn't a cut, but a refocus, reinvesting existing funds. Finally, we're reevaluating our probationary workforce, as mandated by an executive order, to ensure we retain mission-critical individuals and eliminate redundancies. We aim to promote the best and brightest based on merit.

Hello, I'm Mary Comins, FEMA's Chief Financial Officer. Welcome to the CFO organization! We're focused on three priorities: empowering our workforce, improving collaboration, and streamlining agency processes. Our mission is to help people before, during, and after disasters, and each of you plays a vital role in that. We encourage professional development, whether it's supporting national response or joining our financial management cadre. At FEMA, everyone is an emergency manager, allowing for quick response and growth opportunities. Our ability to deploy and support our mission depends on every employee's readiness. So, be prepared.