New HCFCD Executive Director Shares His Top Three Priorities
7/7/26 – Two weeks ago, I reached out to Harris County Flood Control District (HCFCD) about the priorities of new, incoming Executive Director, Marcus Stuckett.
When I didn’t hear back immediately, I asked other people what they thought his priorities should be and published those in an editorial yesterday titled “Getting HCFCD Back on Track.”
However – just minutes after publishing the editorial – I opened an email from HCFCD. It was about Stuckett’s priorities. I am glad to say…
There was a remarkable degree of consistency between what he said and what others said.
Stuckett’s Top Three Priorities
According to an HCFCD spokesperson, Stuckett’s immediate focus will be on:
- CDBG Program (HUD Community Development Block Grant projects)
- Transparency/Reporting
- Responsiveness/Project Delivery.
How They Work Together
His top priority is executing the CDBG plan approved by Commissioners Court in June of 2026. That includes system and agreement updates, revised project schedules, and budget adjustments needed to put the plan into action.
The plan, approved by both Commissioners Court and the Texas General Land Office (which administers HUD grants in Texas), is designed to save $322 million in federal funding with a deadline of 2/28/27.
That involves bundling and billing all of the County’s CDBG work together for both Mitigation and Disaster Relief Grants and both HCFCD and Harris County Housing and Community Development Department (HCHCD). The totals will all then be applied against the $322 million with the rapidly approaching deadline.
The table below summarizes the starting point for Stuckett. Figures are current as of 7/6/2026.
Even with the new “bundle plan,” Harris County is only one third of its way to the goal. But that’s far better than before when HCFCD’s Disaster Relief (DR) program had its own budget and deadline.
HCFCD before Stuckett managed to bill only 4.35% of its Disaster Relief allocation in about 80% of the time allowed.
To see the latest project-by-project status report, click here.
33% is much better than 4%. But Stuckett still assumes office with a huge hurdle to overcome. He must move quickly to adjust tracking and accounting systems as he pushes contractors to accelerate.
For example, Woodridge is a CDBG-MIT program. But Woodridge billing can now be applied to CDBG-DR. So it makes sense to hurry that up if possible.
Addressing Remaining Data Gaps
Supporting Stuckett’s effort is a push to strengthen reporting and transparency, addressing any remaining data gaps that could affect HCFCD’s ability to track and communicate progress.
Responsiveness is the third pillar of Stuckett’s focus. With many systems and initiatives in motion, Stuckett says he is working to shorten processing times and move approvals more efficiently – both internally and externally.
“Together, these priorities reflect a broader commitment to transparency and delivery that will carry the organization into its next phase,” said HCFCD.
Posted by Bob Rehak on 7/7/2026
3234 Days since Hurricane Harvey
