project.  Taken together, the two projects will affect several of FEMA's major 

response and recovery IT systems.  For example, 

eMerge

2

 will affect aspects 

of FEMA's financial system, as well as parts of its non mission specific 

logistics system.  Likewise, 

eMerge

2

is likely to have an impact on NEMIS' 

grants functionality.  Further, 

MAX

HR

 may have a bearing on employee 

management and deployment processes currently managed in ADD.   

Once fully implemented, 

eMerge

2

 will likely affect FEMA's current financial 

system, grants management system, and aspects of its non mission specific 

logistics system.  Although FEMA officials have actively participated in the 

DHS Logistics Steering Committee to define 

eMerge

2

 development, some 

officials have expressed concern that the 

eMerge

2

effort does not address 

some of their requirements.  For example, these officials said that 

eMerge

2

does not consider the complexity of FEMA's disaster grants programs as 

compared with standard grants processing.  The limited time and resources to 

successfully plan and transition to 

eMerge

2

 also troubled them.   Conversely, 

eMerge

2

 officials expressed concern that FEMA was not open to new ways of 

thinking.  As FEMA moves forward with improving existing systems and 

pursuing new systems development, the EP&R CIO must continue to ensure 

that the effects of DHS wide initiatives, such as 

eMerge

2

 and 

MAX

HR

, are 

considered and effectively support disaster response and recovery goals. 

Recommendation 

1.  We recommend that, in keeping with legislative requirements, the Under 

Secretary for EP&R update the FEMA strategic plan to support 

achievement of DHS goals and ensure that all FEMA systems provide the 

performance data necessary to measure progress toward achieving 

response and recovery goals.  Subsequently, direct the EP&R CIO to 

update the IT strategic plan in line with the updated FEMA strategic plan.    

IT User Support Could Be Improved 

The EP&R CIO's office provided significant customer support to IT users 

assisting disaster response and recovery efforts related to the 2004 Florida 

hurricanes.   However, overall systems guidance and training could be 

improved.  Specifically, EP&R has reasonably up to date online systems 

manuals, but these manuals are not adequate to support business processes.  

Often unaware of the online manuals, field personnel used out of date hard 

copy guidance to meet their needs.  Although a number of users said that 

Emergency Preparedness and Response Could Better Integrate Information Technology  

with Incident Response and Recovery 

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