Morale at FDA: Ready to Rebound or On a Downward Spiral?
Over the past two weeks, several news stories have reported low morale at FDA. Although they all reached the same conclusion, each story focused on a different driver. One was about how the shutdown was exacerbating low morale; another focused on the cumulative impact of ten months under the new administration; and another examined leadership instability, as illustrated by the peculiar case of Dr. Tidmarsh’s ouster as head of CDER.
The agency has endured a lot, starting with the DOGE cuts earlier in the year and accusations that the agency is “a sock puppet for industry.” Every month has brought additional reasons for FDA employees to feel less than thrilled about their jobs.
FDA Morale in 2025
At the start of the year, I advised FDA staff to “keep calm and carry on,” rather than prejudge what it would be like to work in the second Trump Administration.
I’m not sure anyone foresaw the extent, scope, abrupt, and random nature of the DOGE-led cuts. Morale plummeted. Everyone wondered who would be let go next. The layoffs were the opposite of the organized, well-planned, thoughtful approach the agency staff is accustomed to.
In late June, I once again tried to assess the FDA’s situation (here), ultimately finding that “there is very little support among stakeholders and FDA employees for the 2025 version of the FDA. Some of us are discouraged. Some of us are trying hard to find the good in agency proposals and actions.” The article concluded that “we all need to be rooting for FDA” because agency failure would be disastrous for the FDA and our country. I still believe that strongly.
I returned to the topic at the end of September (here) and added, “Our nation’s health, well-being, and economy depend on a successful FDA. However, that does not give the Commissioner carte blanche to define success solely by his own vision... nor does it absolve the stakeholder community from a responsibility to speak out constructively about the state of the agency and how it could better perform its duties.”
At that time, I also identified the greatest fear of FDA employees and stakeholders: the possibility of the agency experiencing “CDC-ification.” Luckily, we are not there... and hopefully, we never will be.
Morale and Productivity at FDA
Since the start of Trump’s second term, the agency has experienced significant losses in staff, capacity, morale, and respected leadership. We do not know whether the situation will improve from here or continue on a downward spiral.
On November 6, Commissioner Makary provided an optimistic assessment at the Milken Institute’s 2025 event. Future of Health Summit (meeting coverage from Regulatory Focus Today):
Makary said that there is now a teamwork culture at the FDA, and a “giant team” at the agency is working on reforms, including “a bunch of drug reforms” that the agency will announce over the next three months.
“The FDA is strong,” said Makary. “I want everybody to know the FDA is going to meet all of its targets with the user fee deadlines. We're going to meet all of our funding goals.
“The trains are running on time,” he added. “They're running, hopefully faster now that we are going to cut the idle time, not cutting corners on safety, we're cutting the idle time in the review.”
Although Makary’s commitment to change has generally been a positive influence on the agency, I have two main concerns.
Many of the Commissioner’s claimed successes (e.g., animal testing, AI integration, shortening review cycles) are ongoing initiatives. His strong initial steps are deserving of praise, but it’s too early to take a victory lap.
He has overly-personalized many of his new policies and programs by releasing them in final form, clearly lacking in public and staff input before their announcement. That might be his style—and it could work—but it has never been typical FDA behavior.
The Commissioner has avoided additional RIFs, which is a big plus. However, the agency is losing staff—through the forced departures caused by the RIFs and overall attrition due to other job opportunities and retirements. This has resulted in a significant loss of expertise. New job postings are far less attractive in the marketplace than they were when they were last filled. It’s challenging to attract top talent to an agency that has been battered.[1]
Suggestions for Improving Morale at FDA
Having worked with so many FDA employees over the years, I know that they are hardworking. I doubt anyone is slow-quitting. However, people can only rise to the occasion for so long before they become exhausted and less productive. Job satisfaction can evaporate.
FDA workers need a reason to stay, and job seekers need a reason to want to work at the agency.
Strong morale is built on a foundation of trust. Employees need to trust that they will be listened to and not just told to follow orders. They need to trust that they are making a meaningful contribution to the agency’s mission and positively impacting the lives of Americans. They also need reassurance that they will not be taken for granted.
Well-organized groups are always smarter than individuals. That’s true, even if the individual is an extremely bright, highly accomplished FDA Commissioner.
Bosses should never forget: job satisfaction increases where there is a shared sense of accomplishment.
[1] Justice Department struggles as thousands exit — and few are replaced, WP 11-10-25 here
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