Keys to Make Your Facility Work Well

Transition planning is essential to the successful opening, occupancy and operation of a new detention facility. In recognition of this fact, the California Corrections Standards Authority (CSA) and the National Institute of Corrections (NIC) have developed a transition planning process based on two underlying principles:

• Start transition activities early – up to a year and a half before activating your facility.
• Involve staff – from line staff to administrators – in all aspects of the process.

To assist counties in making an efficient, effective transition into new detention facilities, the CSA offers training opportunities on activities that are critical to a smooth transition. Key transition planning activities include:

Assigning Adequate Transition Staff– It takes a variety of staff, both permanent and temporary, to achieve a smooth transition into a new detention facility. The number of staff needed will vary with the size of the project and available county resources. The CSA recommends that one staff person be given full-time responsibility for preparing for the facility’s opening at least a year prior to activation. This individual, who will serve as Transition Coordinator, will need support staff during the construction and transition periods as well housing and equipment at/near the construction site.

Developing a Transition Scenario – This is a user-oriented process for identifying the sequence of activities related to the performance of a particular function or service in the new facility. In scenario development, the Transition Team:

• identifies all functions and activities that are going to occur in the new facility;
• charts the activities;
• identifies users;
• records the range of anticipated behaviors;
• documents the equipment and materials required;
• notes operational policies, administrative rules, and other relevant information
• checks the scenario on-site prior to opening, and revises the scenario as necessary.

Developing Policies and Procedures – A comprehensive set of operating policies and procedures that comply with state standards (Title 15) and meet the specific needs of the facility will enhance staff training, ensure consistency of performance, guide staff actions in an emergency, and protect the county against liability when individual acts can be shown to be outside of prescribed practices.

Developing Final Staffing Plan and "Post" Orders – The Transition Coordinator and his/her team must prepare a final staffing plan for the new facility. This plan must be consistent with the final facility design and the revised policies and procedures. A final first year operational budget, based upon finalized staffing levels and anticipated costs of opening the new facility, should be developed as far in advance of opening as possible. Approval from the Board of Supervisors must be secured and included in a timely manner in the budget.

Development of "post" orders is the process of documenting precise staff responsibilities and tasks for each position included in the final facility staffing plan. Post orders help justify budget requests.

Recruiting, Selecting and Training Staff – New staff should be hired well in advance of the facility’s scheduled opening so that they can participate in mandatory state training programs as well as local training specific to the new facility. Current staff will also need training in the operation and philosophy of the new facility. Staff training needs to focus on the application of the new policies and procedures and current case law, as well as the operation of new equipment and hardware built into the new facility.

Completing the New Facility – Prior to the contractor turning the facility over to you, transition staff need to assure that the facility is complete and acceptable. In order to accomplish this task, staff should "shake down" the facility for contraband, test all systems to make sure they work, inventory and order all equipment and furnishings, check that the facility has the necessary supplies and equipment to operate, and assure that "as built" drawings and warranties are provided to the county.

Handling the Logistics of the Move – The Transition Team needs to prepare a detailed plan for executing the actual move to the new facility. Move logistics include such issues as:

• transporting detainees to the new facility;
• deciding when to begin moving detainees and equipment;
• determining whether to move gradually or all together;
• arranging for enhanced security during the move;
• planning for coverage for both the old and new facilities during transfer;
• ensuring that necessary supplies, food, and services are in place.

Closing Out the Project – There are several tasks that must be accomplished in order to complete the move-in. These tasks range from public and press tours to storing and packing of construction records and related documentation, and closing-out or restructuring the old facility.