Introduction
Among the eight areas that were identified that need policy changes so that FEMA can improve its capabilities is their procurement. Many may overlook this aspect when talking about how FEMA may improve or how it can affect operations in times of emergencies, but this aspect is essential for FEMA. Its improvement will help FEMA’s ability to respond, aid and reconstruct when dealing with emergencies, particularly Hurricane Katrina, to improve (Bea, 2007). This paper will likewise analyze this particular area of change (procurement) and determine how changes in this area can improve FEMA’s capability.
Body
The changes in procurement cover other sub-areas, namely: advanced contracting, subcontracting tiers, use local firms, noncompetitive contracts, and contractor registry. In advanced contracting, a report is to be submitted that includes services or goods that are necessary for responses to specific disasters. After which, it will be determined which of the services or goods may be contracted earlier. This plan likewise takes consideration of the Stafford Act that prefers local firms. With regards to subcontractors, they are expected to be kept to a minimum. Firms or organizations that based locally are also preferred for their procurement needs. It is, however, acceptable to use non-locals if the reasons for doing so are justified and have been approved. As for noncompetitive contracts, they are limited to 150 days to respond to immediate needs for FEMA’s response and aid in times of emergencies. Lastly, a contractor registry shall also be maintained so that emergency responses and aids may be planned and carried out easier (Bea, 2007).
The plans laid out to improve the procurement for FEMA appear to cover every grounds. The advanced contracting, for instance, is an excellent move since it allows FEMA to prepare earlier. Contracting when the disaster has come can be a bit tricky and inconvenient since this is the time when people need aid the most. If some goods or services were contracted in advance, then there can be a faster response. Furthermore, the preference for local contractors can also help deliver goods and services faster. The limit that was imposed for non-competitive contracts also allow the movement of the said contractors to be faster. The registry likewise can likewise allow a more efficient planning. It allows FEMA to determine their contractors and how they can be put to use better when emergencies come. Basically, these are changes that can mobilize aid more effectively.
Among the factors that led to the management of the 9/11 crisis was the rapid response that helped achieve specific goals (Rubin, 2012). With the said changes in their procurement procedures and policies, FEMA’s capability can improve since they allow a faster delivery of aid and response. These measures make sure that no time will be wasted. Time is important in emergency situations like the Hurricane Katrina since many lives are at stake for every minute of negligence. Upon improving their response time, FEMA can be positive that any fatalities may be avoided or put to a minimum. Victims can likewise receive aid immediately—reducing damages.
Conclusion
FEMA has the responsibility to make sure that the impacts of disasters or emergencies are kept to a minimum. The improvement in the area of their procurement can likewise help achieve the goal of improving their capabilities to improve since they can allow FEMA to have the necessary goods and services readily. Thus, with the said changes in procurement, it can be expected that FEMA will be more prepared for any incoming disaster or emergency.
References
Bea, K. (2007). Federal Emergency Management Policy Changes After Hurricane Katrina: A Summary of Statutory Provisions. Congressional Research Service.
Rubin, C. B. (Ed.). (2012). Emergency management: The American experience, 1900-2010. Boca Raton, FL: CRC Press.
