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| Emergency planning beyond the manual |
| By Nancy Bailey, Deputy Assistant Director/Warden for the Rhode Island Department of Corrections |
| Published: 11/27/2006 |
The successful outcome of important events is always related to the amount of planning that has gone into that event. Whether it is an important visitor, a major audit or a yearly correctional workers' celebration, we approach these events with a high degree of planning. Unlike these events however, major emergencies occur sometimes without notice, and not on a specific date. Therefore, it behooves correctional administrators to be ready. The amount of planning we do for emergencies will certainly add to our success. We do well in ensuring that staff is cognizant of the potential dangers that may occur in a correctional facility; we are not as successful in rehearsing the resolution of major incidents like food strikes, safe harbors and inmate disturbances. The frequency of incidents, both major and minor, varies from facility to facility. Likewise the experience and resulting expertise in managing these incidents vary. Some facilities get more experience than others. Nevertheless planning for incidents such as fire, evacuation, or a disturbance is critical in all correctional facilities. Best laid plans do us little good on a command center book shelf. Staff should be involved in the development, continuous review and training in the plans. For example, they should be aware of what will occur if a hostage is taken in their facility. More importantly, staff should know what to do and how they should act if they are taken hostage. Likewise, evacuation of a correctional facility requires the assistance of many responders, all with specific duties. They can learn this through training in emergency preparedness. The established frequency (yearly, quarterly etc.) of reviewing the emergency plans must ensure that staff will have a general knowledge of their roles. Those that occupy positions in the Incident Command structure must be thoroughly familiar with their role and be able to assume their position quickly. It may be that more frequent testing is needed in some areas. Testing the plans should be done on individual components. Response time, telephone call lists, emergency response teams, hostage teams, command center inventory and testing can all be done individually. Once these smaller entities test satisfactorily, major plans should be exercised. Training must become a high priority and administrators must ensure attendance. All staff, from the first responders to the upper management of a prison, must attend training. Management must devote time and resources to this critical need. In addition to regular reviews of the general facility plans, staff can learn from scenarios used as table top exercises or actual exercises. Again, line staff and first line supervisors as well as executive staff should exercise and test the plans. It serves us well to involve the local Fire Chief, Police Chief, and other organizations like the FBI, in our tabletop and actual exercises. Arming them with knowledge of our correctional procedures, aids in the resolutions of emergencies. It is easier to develop a good working relationship during peaceful times than during an incident. Implementation of the Incident Command Systems structure solidifies the structure that correctional personnel have used for many years. The concept of a unified command defines the roles of multiple agencies resolving an incident. With a high degree of accuracy, the unified command structure can be determined during the planning stage and be included and practiced. Confusion and turf battles are hopefully minimized by using the unified command structure. It is important that first responders develop a family emergency plan that is discussed with their family. There should be tentative plans if the responders are not able to return home at their regular time. Are there provisions for someone to pick up the children, does that person know where they are and do they have authorization to pick them up? If the responder is on extended duty the home duties must continue. At the minimum, emergency planners should establish an inventory of all available equipment that may be needed during an emergency. A master list of lighting, restraints, mattresses, vehicles, generators, weapons, batteries, chemical munitions and other items should be available for quick reference. It is also imperative that we know what equipment is available in our community. It is imperative that we keep abreast of the new technology that is available for emergency situations. It is ever-changing and can play an integral part in the management and resolution of an incident. There is technology that tracks people and equipment, provides lighting and good communications, aids in hostage conversations and increases our tactical ability. In summary, successful emergency plans are the result of meticulous development and training, appropriate resources and effective executive involvement. Good plans are an investment that we must make. Nancy Bailey is the Deputy Assistant Director/Warden for the Rhode Island Department of Corrections. She previously served the Bureau of Prisons for 27 year. Her last assignment was Warden at FCI Ft.Dix. She can be contacted at Nbailey888@aol.com or 401-462-0670. Related Resources: Centers for Disease Control and Prevention Programs in Brief, Bioterrorism and Public Health Preparedness Environmental Protection Agency environmental emergencies page Systemic Approaches to Emergency Preparedness Affecting Correctional Communities |
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