EMERGENCY MANAGEMENT DIVISION

Michigan Office of the
Auditor General
Thomas H. McTavish, C.P.A.
Auditor General

EXECUTIVE DIGEST #5512599
EMERGENCY MANAGEMENT DIVISION

INTRODUCTION
This report, issued in July 1999, contains the results of our performance audit of the Emergency Management Division (EMD), Michigan Department of State Police.

AUDIT PURPOSE
This performance audit was conducted as part of the constitutional responsibility of the Office of the Auditor General. Performance audits are conducted on a priority basis related to the potential for improving effectiveness and efficiency.

BACKGROUND
EMD is authorized by Act 390, P.A. 1976 (Sections 30.401 - 30.420 of the Michigan Compiled Laws), to coordinate within the State the emergency management activities of county, municipal, State, and federal governments. The Act also requires EMD to develop and maintain a State emergency management plan and to administer grants to local emergency management agencies. Local plans and response to actual disasters are primarily the responsibility of local agencies, which coordinate financial and other assistance to persons during disasters. EMD provides State and federal funds to State and local agencies for disaster recovery and emergency management administration.

For fiscal year 1997-98, EMD reported operating expenditures of approximately $44.8 million. Of this amount, $20.1 was distributed to State and local units for disasters and $20.5 million was expended directly by EMD for disasters. As of February 28, 1999, EMD had 43 central and district office employees.

AUDIT OBJECTIVE, CONCLUSION, AND NOTEWORTHY ACCOMPLISHMENTS
Audit Objective: To assess the effectiveness of EMD's administration of emergency management programs.

Conclusion: Our assessment disclosed that EMD's administration of emergency management programs was effective. We did not note any reportable conditions.

Noteworthy Accomplishments: Michigan was the first state to develop Local Emergency Management Standards to enhance the emergency management capabilities throughout the State. The Standards provide an objective method for measuring the level of emergency management being provided to the citizens of the State. The Standards are being used as a model for other states establishing similar standards.

In addition, EMD developed the Michigan Rapid Impact Assessment Team (MRIAT) to enhance the State's capability in determining the nature, scope, magnitude, and severity of emergencies and disasters. MRIAT consists of individuals representing different functional disciplines (e.g., public infrastructure, elderly services, hazard mitigation, and building construction) who work with affected local governments to assess the damage, impact, and resource needs of individual citizens and their communities.

AUDIT SCOPE AND METHODOLOGY
Our audit scope was to examine the program and other records of the Emergency Management Division. Our audit was conducted in accordance with Government Auditing Standards issued by the Comptroller General of the United States and, accordingly, included such tests of the records and such other auditing procedures as we considered necessary in the circumstances.

Our methodology included the testing of records primarily covering the period October 1, 1996 through February 28, 1999. We interviewed both central and district office employees to gain an understanding of the program. We reviewed EMD records related to emergency management preparedness exercises and assessed the state of preparedness of the program, including EMD's role in year 2000 preparedness.

To assess the overall program structure, we reviewed EMD's methods of establishing Statewide standards and requirements for emergency management programs. To assess the effectiveness of EMD's Statewide coordination of the program, we reviewed the records relating to EMD's monitoring of local emergency management activities.

We visited selected EMD district offices and local emergency management agencies to assess EMD's application of program requirements.

PRIOR AUDIT FOLLOW-UP
EMD complied with all 3 of our prior audit recommendations.

Full Audit Report - #5512599 - EMERGENCY MANAGEMENT DIVISION

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This page was created on July 8, 1999.


INTRODUCTION This report, issued in July 1999, contains the results of our performance audit of the Emergency Management Division (EMD), Michigan Department of State Police.

AUDIT PURPOSE This performance audit was conducted as part of the constitutional responsibility of the Office of the Auditor General. Performance audits are conducted on a priority basis related to the potential for improving effectiveness and efficiency.

BACKGROUND EMD is authorized by Act 390, P.A. 1976 (Sections 30.401 - 30.420 of the Michigan Compiled Laws), to coordinate within the State the emergency management activities of county, municipal, State, and federal governments. The Act also requires EMD to develop and maintain a State emergency management plan and to administer grants to local emergency management agencies. Local plans and response to actual disasters are primarily the responsibility of local agencies, which coordinate financial and other assistance to persons during disasters. EMD provides State and federal funds to State and local agencies for disaster recovery and emergency management administration. For fiscal year 1997-98, EMD reported operating expenditures of approximately $44.8 million. Of this amount, $20.1 was distributed to State and local units for disasters and $20.5 million was expended directly by EMD for disasters. As of February 28, 1999, EMD had 43 central and district office employees.

AUDIT OBJECTIVE, CONCLUSION, AND NOTEWORTHY ACCOMPLISHMENTS Audit Objective: To assess the effectiveness of EMD's administration of emergency management programs. Conclusion: Our assessment disclosed that EMD's administration of emergency management programs was effective. We did not note any reportable conditions. Noteworthy Accomplishments: Michigan was the first state to develop Local Emergency Management Standards to enhance the emergency management capabilities throughout the State. The Standards provide an objective method for measuring the level of emergency management being provided to the citizens of the State. The Standards are being used as a model for other states establishing similar standards. In addition, EMD developed the Michigan Rapid Impact Assessment Team (MRIAT) to enhance the State's capability in determining the nature, scope, magnitude, and severity of emergencies and disasters. MRIAT consists of individuals representing different functional disciplines (e.g., public infrastructure, elderly services, hazard mitigation, and building construction) who work with affected local governments to assess the damage, impact, and resource needs of individual citizens and their communities.

AUDIT SCOPE AND METHODOLOGY Our audit scope was to examine the program and other records of the Emergency Management Division. Our audit was conducted in accordance with Government Auditing Standards issued by the Comptroller General of the United States and, accordingly, included such tests of the records and such other auditing procedures as we considered necessary in the circumstances. Our methodology included the testing of records primarily covering the period October 1, 1996 through February 28, 1999. We interviewed both central and district office employees to gain an understanding of the program. We reviewed EMD records related to emergency management preparedness exercises and assessed the state of preparedness of the program, including EMD's role in year 2000 preparedness. To assess the overall program structure, we reviewed EMD's methods of establishing Statewide standards and requirements for emergency management programs. To assess the effectiveness of EMD's Statewide coordination of the program, we reviewed the records relating to EMD's monitoring of local emergency management activities. We visited selected EMD district offices and local emergency management agencies to assess EMD's application of program requirements.

PRIOR AUDIT FOLLOW-UP EMD complied with all 3 of our prior audit recommendations.