The Federal Emergency Management Agency (FEMA) came under considerable criticism after hurricane Katrina for its slow response. GoLeanSixSigma.com Green Belt Charles White really dug into FEMA's processes and identified opportunities to make significant improvement with some common sense changes to material handling and loading. At the time of publication FEMA has been responding to the aftermath of hurricane Florence, so the results are not in, but Charles' work looks very promising. We look forward to updating this after the Florence data has been processed.

1. LEAN
SIX
SIGM
A
GREEN
BELT PROJECT:
FEDERAL
EM
ERGENCY
M
ANAGEM
ENT
AGENCY
(FEM
A) RESPONSE
TO
M
AJOR
DISASTERS
B
Y :
C
H
A
R
L
E
S
R
.
W
H
I T
E

2. Storyboard submission is key to certification - You will be certified based on the following:
1. Complete all required Storyboard elements - See checklist below
2. Tell your story succinctly - 25 slides maximum - unlimited Appendix
3. Use the tools wisely - Use the right tools for the right reasons and include a "Take Away" or learning on each slide
4. Label your graphs clearly - Title all graphs & charts, label each axis and indicate the time frame of the data
5. Be clear about your analysis - Describe all root cause hypotheses along with how you verified or disproved each one
6. Show measurable Improvement - Document each reduction in waste, time or defects and show "before" and "after"
Submit all required Storyboard elements
- For any requirement with more than one option - please include one or more of the options listed
- Review "Example" tab on templates to see how to fill in each field
(T) = Template available
Slides
What is the story of your project?
Control
4.6
Green Belt Storyboard (T) Webinar
Have you completed all the required elements of the storyboard?
Green Belt Storyboard Checklist (T)
What is the one-page summary of your work?
X Executive Summary (T)
What was the problem, goal, scope and reason for this project to exist?
X Project Charter (T)
What is the high-level view of the process being addressed?
Define
4.24 - 4.29
X SIPOC (T) Webinar
What is the detailed view of one or more of the steps in the SIPOC ("As Is" Map)?
X Detailed Map X Swimlane X Value Stream
What was the plan for collecting data? What type? How much? By whom and how?
Measure
3.1 - 3.38
X Data Collection Plan Webinar
What does the baseline data look like when displayed?
Analyze
3.1 - 3.41
X Baseline Data Display (Run Chart required) X Run Chart Webinar
Green Belt Storyboard Checklist
Green Belt Candidate:
Introduction Phase Requirements
Define Phase Requirements
Measure Phase Requirements
Download-
able
Define
2.1 - 2.19
Define
4.19 - 4.48
Control
4.6

3. What were the suspected root causes of the problem with the Project Y?
Analyze
4.7 - 4.19
X Fishbone Diagram (T) (With key root causes circled) Webinar
What issues or opportunities did you discover by studying the process?
X Project Specific Map X Other
What were your main theories about the root causes of Project Y issues and how did you verify them?
X Hypothesis Statement(s) and Results X Root Cause Hypothesis Worksheet (T)
What data, observations or other proof do you have of root caues hypothesis verification?
X Verification of Root Cause X Observations
What were the solutions you developed to solve the problem at the root?
X List of Improvements X Impact Effort Matrix (T)
What does the improved process look like with waste removed and solutions implemented?
X "To Be" Map (or segment) X Before and After Improvement Chart (Histagram)
What measurements or graphs do you have to show the "after" process is better?
Proof of Improvement X Histogram
What are the lessons learned? Soft/hard savings? Potential replication? Process Owner sign off?
X Project Closure (T) X Transfer Opportunities
What terms and acronyms did you use that people outside your might need explained?
Key Words - Definitions of non-DMAIC, industry specific terms
Additional Slides as needed
Improve
4.1 - 4.29
Improve
5.25
Control
5.3 - 5.5
Analyze
2.1 - 2.34
Analyze
5.6
Analyze
6.1 - 6.32
Improve
3.4 - 3.19
Appendix
Improve Phase Requirements
Control Phase Requirements
Analyze Phase Requirements

4. What are the critical findings/root causes that were discovered?
Research showed two distinct bottleneck located at the distrubution center and
relief sites. Also a lack of distribution centers, personnel (mostly volunteers), and
Urban Search and Rescue teams cause added lead time and extended man hours.
Lack of communication between federal aganices, state, and local governments
needs improvment and standardization.
Graphical Display of Improvement
List key solutions that were implemented to address root causes
1).Implement supply container system.
2).Utilize trucks and equipment made for better mobility.
3).Implement downtime prepackaging of supplies in containers.
4).Implement downtime cross-training of all supporting aganices at all levels.
5).Increase the number of Urban Search and Rescue teams to 50.
6).Improve lines of communication between all levels of government.
Insert a chart, graph illustrating before and after process
improvement (Control or Run Chart indicating the date
improvements were made or Box Plot comparing Before and After)
Solutions Implemented
Executive Summary
Project Results
What is the importance of doing this project? (State in lost dollars, productivity
loss, customer dissatisfaction, cost avoidance, risk, etc.)
What are the measurable process improvements/wins?
Customers reporting higher levels of satisfaction
Less trucks are needed to transport containers because they can
drop them off and go pick up other loads
Pre-packaging time eleiminates wait time for loading supplies
Communication lines improve along all levels of governement
Container loading Lead Time has reduced from 30 minutes to 10
minutes
Improved cross-training reducses wait time for hurricane survivors
to get supplies
There were twelve disasters in 2017/2018 that cost the American people over a
billion dollars each. FEMA has had disastisfied customers for many years so
increaseing lead time to supplying disaster survivors would turn the publics
perception about the agency. Some monetary benefits will come as a result of this
process improvement such as saved money on transportation, salaries, contracts,
and inventory expenses.
Business Case
Root Cause Analysis
0.00
50.00
100.00
150.00
200.00
250.00
Hurricane
Katrina
(3,731)
(Aug2005)
Hurricane
Ike
(2,589)
(Sep 2008)
Hurricane
Sandy
(1,258)
(Oct 2012)
Hurricane
Harvey
(4,167)
(Aug2017)
Hurricane
Irma
(5,789)
(Aug2017)
Hurricane
Maria
(10,097)
(Sep 2017)
Hurricane
Florence
(Sep 2018)
Old System
New System

5. Phase Actual
Define: Februray 28th
Measure: April 20th
Analyze: May 22nd
Improve: June 18th
Control: July 13th
1st Process Step Position Person Title % of Time
Last Process Step Team Lead Charles White Green Belt
Candidate
100%
In Scope:
Out of Scope:
Project Charter
Problem Statement Business Case & Benefits
Goal Statement Timeline
Decrease cycle time for responding to natural disaster victims from 4-8
days to 2-4 days or less by December 2022.
Scope - First/Last and In/Out Team Members
Since the turn of the century the United States has seen a dramatic
increase in natural disasters. From Hurricane Katrina to the more
recent Hurricane Harvey they have destroyed major parts of the United
States costing thousands of lives and hundreds of billions of dollars.
Federal Emergency Management Agency (FEMA) has taken some
criticism for there slow response to these major disasters. In the
majority of cases Hurricane victims would go without help for more then
a week.
Decreasing cycle time for getting supplies to Hurricane victims would
greatly increase the survivalbility of the victims. An increase in the
number of Hurricanes and there magnitude over the last 18 years has
cause for concern. If we don't start a major revamp of FEMA's
process many more people will die from not getting the aid they need
at the time they need it. This would reaffirm the people that there
government is working hard towards a better and more efficent
system.
Planned Completion Date
Restructuring of chain of command
Februray 5th
March 2nd
March 30th
April 21st
May 27th
Hurricane Occurs
Deliver Relief Supplies
System Upgrades, Hiring of additional staff, Process
steps, delivery method

6. S I P O C
Suppliers Inputs Process Outputs Customers
Disaster Victims
Estimated
Number of
Victums
Disaster Occurs
Food Suppliers
Meals-Ready to
East (MRE), Non-
Parishable, Dry
Food
Determine
Amount of
People Affected
Deliver Disaster
Relief Supplies
Disaster
Survivors
Water Suppliers
Fresh Drinkable
Water, Water for
bathing
Determine
Accessiblity to
Get to Victims
Shelter and
Power Suppliers
Temporary
Shelters,
Generators, Cots
Determine
supplies needed
by victims
(Prioritize)
Evacuate the
Injured, Sick,
and Elderly
SIPOC
Deliver Supplies
to victims who
cannot be
evacuated
Customer Requirements
Accurate
(Food delivered should be none parshiable and
easy to eat)
On-Time
(Delivery in less then 8 hours after storm has
passed and every 8 hours till the infastructur is
stable)
Right Temperature
(Heating packs are located within the MRE's)
Available
(Water always available, MRE/food two times
a day at least)

7. Information Information
150 5,000 30000 030000
Value Stream Map
Suppliers Disaster Victims
100k Disaster Victims
5,000 pallets of water
25,000 cases of MRE's
Plan evacuation
routs and
accessablility
TOTAL
L/T 1 min
P/T 24 hours
%C&A
C/O
Stage Supplies at
disaster relief
site
L/T 20 min
P/T 24 hours
%C&A
C/O
Gather Supplies at
FEMA
Distribution
Center
L/T 20 min
P/T 48 hours
%C&A
C/O
Assemble proper
type and amount
of supplies
L/T 120 min
P/T 16 hours
%C&A
C/O
Determin drop
off points of
supplies
L/T 25 min
P/T 48 hours
%C&A
C/O
Distribute
Supplies
L/T 1 min
P/T 2 hours
%C&A
C/O
Determin
amount of
poeple effected
Evaluate
supplies needed
to sustain
life/Resupply
L/T 1min
P/T 1 hour
%C&A
C/O
Determin
Disaster Type
and Magnitude
Water, Food,
Medical
Shelter
By Land, Sea,
or Air

8. OPERATIONAL DEFINITION: CYCLE TIME

10. 26.21
86.81
120.60
210.35
77.73
53.94
95.94 95.94 95.94 95.94 95.94 95.94
0.0050.00100.00150.00200.00250.00
Hurricane Sandy
(1,258)
Hurricane Harvey
(4,167)
Hurricane Irma
(5,789)
Hurricane Maria
(10,097)
Hurricane Katrina
(3,731)
Hurricane Ike
(2,589)
NUMBEROFDAYS
NUMBER OF SHIPMENTS PER HURRICANE
Baseline Run Chart
# of Days Per Hurricane
Average

11. HURRICANE SUPPLY DISTRIBUTION SWIMLANE MAP
Hurricane Supply Distribution
Emergency Declaration
Major Disaster Declaration
Hurricane
Survivor
Federal
Emergency
Management
Agency
(FEMA)
Suppliers
Supporting
Agancies
Policies and
Procedures
Storm is
Inbound
The President
can declare a
When FederalAssistanceis Approved:
Activates the FederalResponsePlan(FRP)
Establishesthe EmergencySupportTeam (EST)
Identifiesthe EmergencySupportFunctions(ESF)
The State's Governormay
requestsuppliesthrough
FEMA regionalofficeif
suppliesbecomescarce.
Coordinatewith
Local,State, And
FederalAgencies
Survey Storm
Strength and
Project
Course
FEMA activatesand
implementsthe
FederalResponse
Plan
National
Oceanicand
Atmospheric
Administration
State
Governor
Declariesan
Emergency
State Governor
CanAsk the
Presidentfor
FederalAid
Breakdown in communication
between local, state, and
federal agaenies can cause a
drasticincrease in lead time.

12. FEMA SWIMLANE MAP CONTINUED
FEMA
coordinates
with Federal
Agenies:DOD,
Contract truck
companiesthat can
provided trucks to
deiliver supplies
Once under
contract trucks will
move to a FEMA
distribution center
Trucks are
loaded byhand
and forklift as
trucks roll in
Loading trucks by hand
will cause a bottleneck
increasing lead time
Trucks are then sent
to a pre-determined
location near
disaster area

13. FEMA SWIMLANE MAP CONTINUED
Once at these pre-determined
locationsthe local and state
governmentstake ownership
of supplies
At these pre-determined
locationsit is determined how
the supplieswill be distributed:
Mobile delivery,Direct
delivery,or Points of
Distribution
Once accessablitlyis
determined and the delivery
method is choosen supplies
can be delivered to
Another clear bottleneck as
trucks waiting at the pre-
determined locations can
Suppliescan be delivered
for weeks after a hurricane
hits depending on the
damage done to the states

14. FEMA Fishbone Diagram
Supply Types
Drinking Water
Blankets/Clothes
Generators
Process
Supplies are
ordered as needed
Lead time increases as
supplies back up and aren't
distributed.
To many victims at
once
Breakdown in
communication
between agenices.
Full time employees
are limited
Not enough
people volunteer
State with effected storm
area must request federal
aide.
States determine how
and where supplies are
distributed to survivors.
FEMA does not plan for a
worse case senario.
Variability of locations
where storms may occur.
Limited distribution
centers.
Limited access to victims
due to flooding.
People Policies Place
Supplies
are delayed
getting to
hurricane
survivors.
FEMA runs out of
money so congress
must approve
additional funds.
Cots and Tents

15. BOTTLENECKS, HANDOFFS, AND DECISION MAKING
§ There are clear bottlenecks in
FEMAs process. When a hurricane
disaster occurs they call upon
hundreds of trucks all at once.
§ There is no telling how many
trucks may come at one time.
Trucks could be waiting for hours
to get loaded.
§ Research has shown, from eye
witness accounts, that hundreds
of trucks may be waiting at once at
the pre-determined relief site.
§ At lot of the waiting is due to lack
of communication between
federal, state, and local officials.
Decision making between all three
levels and multiple federal
agencies is also going to add to
the lead time.
Figure 21: Commodity shipments from August 25 -
November 30, 2017 directly to Texas, Florida, Puerto
Rico, and U.S. Virgin Islands by air, sea, and ground
transportation routes.

16. HANDOFFS AND DECISION MAKING
§ According to the official FEMA website
once supplies have reached the relief site
the state takes control of all supplies.
§ Auditors for the state of Florida Division of
Emergency Management found in a 2016
annual audit that the state was ill
prepared for a major disaster.
§ That same audit discovered that the State
Logistics Response Center in Orlando,
used to warehouse disaster relief
supplies, was more than half empty
wasting space and millions of tax payers
money.
§ Because of this shortfall the state of
Florida had to scramble to restock shelter
supplies before Hurricane Irma hit the
coast in Sep. 2017.
§ FEMA expects Florida and any other state
to have enough supplies to be self-
sufficient for the first 72 hours after a
disaster occurs.

17. SUPPLY SHORTAGES CONT.
FEMA’s on-hand inventory of selected commodities at
the Caribbean Distribution Center warehouse before Sep.
1st and after Sep. 15th Hurricane Irma, showed depletion of
commodities prior to Hurricane Maria.
§ According to FEMAs 2017 after-action
report after Hurricane Irma hit FEMA
distributed more than 80% of all
commodities at there Caribbean
Distribution Center.
§ This would leave less than 20% of
warehouse supplies for the impact of
Hurricane Maria because supplies
were not replenished in-between
Hurricanes.

18. #
Possible Root Cause (x)
(1 or 2-Word Descriptor)
Root Cause Hypothesis
(Theory of how "X" is influencing the Project "Y")
Theory True
or False?
Verification
(How did you prove or
disprove this theory?)
1 Preparation Time
Lead timeincreases as supplies back up and aren't
distributed. Bottlenecks arecreated atthe
distribution center and relief site.
TRUE Observation
2 Communication
Breakdown in communication between federal,
state, and localgovernments aganices.
TRUE Observation
3 Preparation Time
Statewith affected stormarea mustrequestfederal
aid.
FALSE
Presidentcan declarea major disaster
atanytime.
4 Packaging Time
Limited distribution centers. Packaging supplies by
hand and byforklifts on trucks is timeconsuming.
TRUE Observation
5 Preparation Time
When FEMA runs outof moneycongress has to
approveextra funds which takes an extended period
of time.
TRUE Observation
Root Cause Hypothesis

19. Impact Effort Matrix
Objective:
Sponsor:
Stakeholder:
Hard Easy
LowImpact
Reduce lead time for getting supplies to hurrican survivors
Federal Emergency Management Agency
Fema employees, local and state emergancy response personnel
HighImpact
1) Streamline communication
between againcies and local,
state, and federal government.
2) Allow federal oversite
throughout the process limiting
handoffs and communication
breakdowns.
3) Invest in shipping containers
that can be pre-loaded and
staged at distribution centers.
4) Modernize all FEMA
distribution centers making
them more efficent, cost
effective, and more self
5) Use down-time to pre-bundle
hurricane survivor supplies.
1
2
3
4
5
6) Use down-time to conduct
cross-training between all levels
of goverenment and the
military.
6

20. CONVERTING TO A CONTAINER SYSTEM
§ One 40 foot container can hold
up to 20 North American
Standard pallets.
§ Each pallet of water, which
contains 72 cases of 16.9 oz
water bottles, weighs 2,200
pounds multiple that by 20
pallets equals 22 tons plus the
container weight of just over 4
tons you are under the 35 ton
limit.
§ Containers cost anywhere
between $2,250 on ebay to
$9,750 for used refrigerated 40’
containers.
§ So if FEMA wanted to make an
initial purchase 10,000 units to
start it would cost them
$22,500,000 pending a bulk
discount which is very possible.

21. CONTAINER SYSTEM CONT.
C O N T A I N E R L I F T I N G
S Y S T E M
B E L O W I S T H E V I D E O
D I S P L A Y I N G H O W T H E L I F T
S Y S T E M W O R K S
§ Container lifting system provides
a four mobile electro-hydraulic
jacks that can lift up to 35 ton
containers anywhere desired.
§ According to Joloda Hydraroll,
manufacturer of this container
lifting system, the system cost
25% less than any conventional
forklift or crane system and has a
turnaround time of 20 min per
container.
§ This system can be brought to any
site anywhere and deployed
within minutes.

22. CONTAINER SYSTEM CONT.
§ The main focal point for changing to
containers is mobility. There are many
different methods that can make
container usage a better system for
disaster relief.
§ First FEMA wouldn’t need as many
truck drivers as they do now. Not only
that but they wouldn’t have to pay
these drives to sit at the relief site for
days on end.
§ Second you can contract trucks that
have this side loading system as
displayed in the first video. This whole
process takes two minutes with on the
truck driver operating the lift system.
§ Third a cart system like the one
displayed in the second video can
make moving containers easy. These
could be used at the warehouse or
relief site.

23. § The biggest advantages to adding a container system is being able to pre-
load the containers during downtime.
§ This would essentially eliminate loading trucks with pallets as they come
into the FEMA distribution center.
§ The distribution workers would simply crane each container on the trucks
with the pre-loaded supplies thus eliminating the bottleneck at the
distribution center.
§ Once at the relief site the containers can be taking off the trucks with the
Joloda Lifting System and the trucks can be sent back to the distribution
center to pick up more loads.
§ This way FEMA can gather supplies at the relief site and keep a handful of
trucks there to distribute supplies when needed.

24. DOWNTIME CROSS-TRAINING
§ If you take a situation like Hurricane Marie which destroyed Puerto Rico and
U.S. Virgin Island, the logistics became overwhelming.
§ Some of the Federal agencies participating in Search and Rescue (SAR)
mission included: U.S. Department of the Interior/National Park Service, U.S.
Department of Agriculture, U.S. Department of Defense (DOD), U.S. Customs
and Boarder Protection (CBP).
§ One of the major problems with Hurricane Marie not so much a supply
shortage but supply chain logistics. The port at San Juan Puerto Rico was
full with shipping containers
§ FEMA employs 28 Urban Search and Rescue(US&R) teams which partners
federal, state, and local emergency responders.
§ These teams are located throughout the United States and consist of 70
cross-trained, multi-faceted personnel. These task forces can be called upon
to any disaster area to assist in search, rescue, medical, hazardous
materials handling, logistics and planning.

25. 0.00
50.00
100.00
150.00
200.00
250.00
Hurricane Katrina
(3,731) (Aug
2005)
Hurricane Ike
(2,589)
(Sep 2008)
Hurricane Sandy
(1,258)
(Oct 2012)
Hurricane Harvey
(4,167)
(Aug 2017)
Hurricane Irma
(5,789)
(Aug 2017)
Hurricane Maria
(10,097)
(Sep 2017)
Hurricane Florance
(Sep 2018)
FEMA Supply Shipments:
Measured in Days
Old Systemlead timein days
Newsystemlead timein days

26. BASELINE RUN CHART AFTER
77.73
53.94
26.21
86.81
120.60
210.35
95.94 95.94 95.94 95.94 95.94 95.94
0.0050.00100.00150.00200.00250.00
Hurricane Katrina
(3,731)
(Aug 2005)
Hurricane Ike
(2,589)
(Sep 2008)
Hurricane Sandy
(1,258)
(Oct 2012)
Hurricane Harvey
(4,167)
(Aug 2017)
Hurricane Irma
(5,789)
(Aug 2017)
Hurricane Maria
(10,097)
(Sep 2017)
Hurricane Florence
(Sep 2018)
NUMBEROFDAYS
NUMBER OF SHIPMENTS PER HURRICANE
Baseline Run Chart
# of Days Per Hurricane
Average

27. Process
Innovation/Addition/Change/Removal
(Describe the solution)
Process Benefits
(Describe measurable plus intangible benefits of
the change)
Area/Department/Business Unit
(Indicate the area that could benefit
from innovation transfer)
Modernize supply monitoring
system
Ensures we never run out of supplies
All FEMA Distribution
Centers
Add addtional Urban Search
and Rescue teams
Faster respones and local subject
matter experts
Every State in the Union
Implement mobile lifting system Easy to off-load containers anywhere
All FEMA Distribution
Centers to be used at relief
sites
Pre-package supplies in
containers
Quicker truck loading reduce
bottlenecks
All FEMA Distribution
Centers
Innovation Transfer Opportunities

28. Name of the Measure
Input,
Process
or
Output?
What is the
Target?
Method of Data
Capture
Checking
Frequency
Person Responsible
Upper/Lower
Trigger Point
Who Will
Respond?
Reaction Plan
Number of
people affected
by the hurricane
Input
100,000
Survivors
Search and
Rescue Teams
After
Storm Fall
FEMA
Administrator
Prepare for
100,000
survivors
lower limit
Collective
Federal,
State, and
Local
Agencies
Always be prepared for at least 100,000
survivors that will need aid. Inform all
other distribution centers that supplies
are running low when supplies reach less
than 30 percent. This should be a joint
effort between FEMA and State ran
emergency response teams.
Packaging Time Process
Less than
30 minutes
per
container
Shift
Supervisor
collects data
Every
Container
Supply Loaders
Over 30
minutes
Site Lead
Observe the process to see why it's taking
longer. This process is only really crucial
between Hurricanes because all the
packaging should be done during down
time. Do we have enough supplies to pre-
packaged? Do we have enough workers to
do the job? Do we have the right
equipment and adequate amount of
equipment?
Trucks Loading
Time at the
Distribution
Center
Output
Less than
10 minutes
per
container
Shift
Supervisor
collects data
Every
Container
Crane/Forklift
Operator
Over 10
minutes
Site Lead
Shift supervisor will report to the site
lead when trucks start to take more than
ten minutes to load. Is there an adequate
amount of people qualified to operate the
crane and or forklifts? Are there enough
cranes or forklifts to accommodate the
influx of trucks?
Trucks
Unloading at the
Relief Site
Output
Less than
20 minutes
per
container
On site
supervisor
Every
Fifth
Container
Forklift/Joloda
Container
Lifting System
Operator
Over 20
minutes
Relief Site
Lead
Observe the process to see why it's taking
longer. Make the corrections. Are the
containers being stacked properly at the
relief site? Are the system we are using
efficient? Are there an adequate amount
of people unloading trucks?
Monitoring Plan Response Plan

29. Do's and Don'ts for Future Efforts
Yes / No
Yes / No
Yes / No
Reduction in overhead cost. Increase in inventory by using containers to store goods.
Has been informed of process changes: The FEMA reduction team did an outstanding job!!! I am proud to sign this
green belt project off and assign the next green belt task to the team.
Charles White--Team LeadAgrees to continued monitoring of new process:
Has received new process documentation:
Process Owner Hand-off Sign-off From Project Sponsor
Final Calculations of Savings or Gains
Reduction in transportation cost by having the ability to drop containers off at
the relief site and continue back to the distribution center to pick up another
load.
Time savings at distribution center due to new setup - staff available to work
on other tasks such as crane loading trucks.
Increase in customer satisfation.
Hard Savings/Profit Increase Soft Savings - Cost or Time
Greater production from prepackaged containers so if a storm gets worse
FEMA has the ability to to increase production easily.
Project Closure
Remember to involve everyone early from federal, state, and local agencies.
Ensure new units are trained and intagrated properly. Make sure each teams
knows there respective responsibilities.
Citizans are more willing volunteer their time seeing that FEMA has become
more efficent, modernized, and organized.
Do ensure the public is informed of our progress to change and make the
disaster relief process faster.
Involving each department increases the overall knowledge base, and it also
improves communication between agancies at all levels.
FEMA and other supporting againcies get a bigger budget making it easier to
upgrade there systems and change there process
Lessons Learned Customer Impact
Positive Impacts on External Customer