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Improving FEMA’s Ability to Respond

The Federal Emergency Management Agency’s (FEMA’s) 2005 experience with Hurricanes Katrina and Rita revealed a critical need to improve its access to the commercial services and supplies needed for response and recovery. In preparation for the 2006 hurricane season, the Department of Homeland Security (DHS) and FEMA assembled an acquisition and program support services team of four firms to help them quickly mobilize commercial response and recovery resources. LMI’s role was to support logistics planning and preparation efforts, and to guide the FEMA towards a more comprehensive understanding both of commercial capabilities and the capacity of other federal organizations to support it.

Our dedicated on-site team of logistics experts evaluated the depth of supplies and services—retail supplies, ice production and storage, etc.—needed for the 2006 hurricane season. We made a number of quick turnaround studies of commercial capabilities, identifying the sources, capacities, and incentives needed to maximize industry responsiveness. We also identified opportunities to leverage Defense Logistics Agency (DLA) capacity and industry relationships to more efficiently obtain access to medical supplies, food, and fuel resources.

In a direct support role, we developed more than 29 tailored procurement packages for FEMA contracting offices. Each package was designed to permit rapid, effective interaction with industry and included development of statements of work, contract evaluation criteria, sources sought notices, instructions to contractors, draft purchase orders, and other necessary acquisition documentation. We also coordinated efforts to arrange for interdepartmental requisitioning processes with the Defense Supply Center Philadelphia (DSCP) and Defense Energy Support Center (DESC) under DHS-developed interagency support agreements. We then supported FEMA contracting office efforts, reviewing multiple technical and cost proposals.

In addition to helping FEMA prepare for the upcoming hurricane season, we assessed the organization and performance of its Individual Assistance-Technical Assistance Contract (IA-TAC) program management office and the FEMA Logistics branch, recommending ways to organize both to enhance their effectiveness and efficiency. The IA-TAC program management office is responsible for providing temporary housing during disaster recovery.

For both organizations, we recommended changes in size, skills mix, and organizational structure. FEMA adopted and is implementing recommendations from the IA-TAC study. By request, we are expanding our earlier assessment of the Logistics branch to map a long-term strategy for the logistics role in overall FEMA operations.

These efforts have improved FEMA’s ability to respond and are a key building block in overall efforts to strengthen its all-hazards capability. As a result, FEMA can now respond in force, if required, during the 2006 hurricane season.