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Facility of the Month Keeping the ‘Community’ in the Women’s Community Correctional Center page 22
Sustainable Justice Facility Design and Construction page 40 FEATURES
Detention Equipment Contractors Report & List pages 34-37
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Dec. 8 -12 | Correctional Leaders Association All Directors Meeting
Jan. 10 -14 | American Correctional Association Winter Conference
FIND US AT ACA, BOOTH #222
DLR Group has named architect and principal Ronok Nichols, AIA, LEED AP, as Southeast Region Leader. An accomplished architect and expert in justice and civic design, Nichols will manage the operations of a $68 million practice and 250 people across 14 states. As a DLR Group Advisory Board member, she provides additional perspective and insight, guiding innovation and evolution and strategically addressing the firm’s business plan initiatives. In her decade of experience at DLR Group, Nichols has mentored employee-owners, counseled clients, and delivered holistic design solutions attuned to the needs of local communities.
infrastructure projects to his new role. At Willo, Goodman will use his expertise in correctional environments to advance Willo’s mission of delivering cutting edge-safety solutions and locking systems. Prior to his new role, Goodman served as vice president of owner’s representation at CGL Companies, where he was crucial in maintaining CGL’s client relations.
Jeffery Alvarez, chief medical officer at NaphCare Inc., has been honored with the Bernard P. Harrison Merit Award, the highest recognition from the National Commission on Correctional Health Care. Throughout his career, Alvarez has dedicated himself to serving county hospitals, health clinics and correctional systems. In his leadership roles, he fosters innovation and positivity to drive conversations on community transformation, according to a statement by NaphCare Inc. Alvarez has placed particular emphasis on substance use disorder (SUD) treatment, gaining hands-on working experience at a methadone clinic for two years. This experience helped him enhance and expand NaphCare’s SUD treatment protocols, improving support for both staff and patients.
Board. Strange will hold a spot on the 16-seat board that sets policy and develops long-term plans for the NIC. Strange enters this new role after 40 years in public service. Most recently, Strange was secretary of the Department of Corrections for four years with prior experience as secretary of the Department of Social and Health Services and CEO of Western State Hospital. Strange will bring her years of leadership to this new NIC role to collaboratively introduce policy and continue prioritizing public safety at a federal level.
Alabama-based Willo Products Company has appointed Eric Goodman as vice president of business development. Goodman will bring 30 years of experience leading and managing multi-million-dollar highsecurity environments and government
US Attorney General Merrick Garland has appointed Cheryl Strange to the National Institute of Corrections (NIC) Advisory
As leaders in justice design, we stand committed to using the design process to promote meaningful restorative justice and human dignity. HDRjustice@hdrinc.com
Felice Upton has been elected as vice president of the Board for the Council for Juvenile Justice Administrators (CJJA), the national non-profit organization created to improve juvenile justice systems, enhance local correctional and residential facilities and programs and promote better long-term outcomes for youth and their families. As vice president, Upton will have opportunities to promote Washington state’s interest in national juvenile justice discussions, collaborate with national leaders to address critical issues in juvenile justice, and spearhead innovative approaches to support the youth population. To read more about CJJA, go to page 6 and read about Correctional News’ new partnership.
Marina Cadreche, a long-time member of the American Correctional Association (ACA), recently joined Falcon
Inc. as senior project manager and senior expert. With 25 years of expertise in correctional health, behavioral health and substance use services administration, Cadreche brings a wealth of experience from her roles at the Tennessee Department of Correction and the Florida Department of Corrections. She has also received international training in Colombia, El Salvador and Argentina, focusing on best practices aligned with the ACA International Correctional Core Standards, and served as chair of the ACA Behavioral Health Committee. Cadreche will help advance Falcon Inc.’s mission of promoting justice, healthcare and safety across state, federal and local custody settings.
DeAnna Hoskins has made history has the first formerly incarcerated person in the U.S. to become a White House fellow. Hoskins, who serves as both JustLeadershipUSA president and chief executive officer and JustUS’ coordinating council founder, is one of the next 15 leaders to take part in the year-long fellowship. As a fellow, Hoskins will bring her experiences in corrections and reentry to discuss policy impacting formerly incarcerated and justice-impacted communities.
Veteran attorney Yvonne BrileyWilson — who has served as a correctional officer, public defender and organized labor leader — has been appointed by Maryland Gov.Wes Moore to lead the newly formed Office of Correctional Ombudsman. She will serve as acting ombudsman following high-ranking roles in SEIU Local 500 and the Michigan Education Association. In this new position, Briley-Wilson will implement procedures and practices to help minimize risks to the health, safety, and welfare of incarcerated individuals, in addition to advising incarcerated persons, family members and others regarding the rights of incarcerated individuals.
The Iowa Department of Corrections recently announced the appointment of Jared Nobbe as director of the 3rd District. As director, Nobbe will focus on enhancing service delivery, ensuring safety of staff and community members in the district and advancing evidence-based practices. Nobbe brings a range of experience to the role after years of working in risk assessment, risk management, offender supervision and community-based corrections. In a statement announcing Nobbe’s appointment, Sally Kreamer, deputy director for the Iowa Department of Corrections, said, “We are confident that he will excel in this new position and continue to make a positive impact on the lives of those under our supervision.”
Idaho Juvenile Corrections recently announced the addition of Jolene Brooks as planning and compliance program specialist. In this position, Brooks will work in partnership with local government to ensure compliance with juvenile justice standards and support the Idaho Juvenile Justice Commission (IJJC). After studying Criminal Justice and Sociology at Boise State, Brooks worked with multiple community-based organizations and initiatives as a rehabilitation specialist, advocate coordinator, pro bono attorney liaison, CASA advocate supervisor and diversion officer. She has also served as a member of the Idaho Juvenile Justice Committee, notably as vice chair of the DSO Compliance Committee, and has long been an advocate for abused and neglected children. She is committed to improving the lives of youth and families in her community and will continue to do so at the IJJC headquarters.
The Federal Bureau of Prisons announced Dr. Stefan LuBuglio as the new director of the National Institute of Corrections (NIC). Over the course of LuBuglio’s career in corrections, workforce development, program evaluation and operational management, he has helped states, counties and cities plan and implement evidence-based justice solutions. LuBuglio’s formerly served as the deputy superintendent of community corrections for the Suffolk County Sheriff’s Department, chief of Reentry and Pre-Release Services for the Montgomery County Department of Correction and Rehabilitation, and director of the Corrections and Reentry Division at the Council of State Governments Justice Center. He holds a Master of Public Policy, Criminal Justice, and Corrections from Harvard Kennedy School and a Doctor of Education in program design and evaluation from Harvard Graduate School of Education.
Sammy Heaton has been appointed as the warden of Brown Creek Correctional Institution in North Carolina, which is being re-established as a standalone facility for minimum-custody male offenders. Heaton brings 25 years of experience in various roles, including sergeant, lieutenant, captain, training specialist, and security compliance auditor, along with a bachelor’s degree in criminal justice and specialized training in criminal justice and
defensive techniques. Prior to this role, Heaton served as the associate warden for custody and operations at Southern Correctional Institution in Troy, N.C.
Deidra Edwards has been promoted to the Georgia Department of Corrections (GDC) assistant superintendent at Smith Transitional Center. After receiving a
master’s degree in criminal justice, Edwards began her career at GDC as a correctional officer. Edwards has gone through the ranks as a behavioral health counselor, senior counselor, chief counselor, acting deputy warden of care and treatment and most recently unit manager at Coastal State Prison. Edwards will bring her extensive experience and
educational background to her new position, assisting the superintendent with the daily operations of the facility, overseeing staff and supervising approximately 202 male residents.
Send your people news to cn@wmhmedia.com.
By Michael Dempsey
The Council of Juvenile Justice Administrators (CJJA) is thrilled to announce an exciting new partnership with Correctional News, a leading publication in the field of correctional facility management and operations. This partnership aims to provide enhanced resources, training opportunities and critical insights to juvenile justice professionals across the country. With a shared commitment to improving outcomes for youth, staff and communities, CJJA and Correctional News will bring together expertise and innovative approaches to address the challenges faced by the juvenile justice field.
As part of this partnership, CJJA is excited to unveil its plans for 2025, which include three key training initiatives designed to support leadership development and best practices within juvenile justice facilities:
This year the CJJA will host a specialized training session for facility superintendents, offering a space for these leaders to engage with one another, discuss the latest challenges, and learn about emerging trends in juvenile justice management. This training will focus on providing superintendents with practical tools and strategies to enhance conditions of confinement, improve staff wellness and implement evidencebased practices within their facilities.
Recognizing the critical role that deputy directors play in shaping the direction of juvenile justice agencies, CJJA will also offer a targeted training program for these leaders. This program aims to equip deputy directors with the skills needed to support their teams, navigate complex policy landscapes, and lead organizational change that prioritizes the wellbeing of youth and staff alike.
CJJA’s 2025 Leadership Roundtable will bring together key juvenile justice leaders from across the country for a deep dive into pressing issues, including policy reform, staff development and the future of juvenile justice. The roundtable will serve as a forum for sharing ideas, developing collaborative solutions and creating a unified vision for the future of the field. With participation from leaders at all levels, the roundtable will provide an unparalleled opportunity for networking and knowledge exchange.
In addition to these training events, CJJA is also placing a strong emphasis on developing and implementing Critical Data Points (CDPs) in 2025. The goal of this initiative is to create a set of standardized metrics that jurisdictions across the country can use to track and compare their performance on key aspects of juvenile justice operations. These CDPs will focus on critical areas such as facility safety, staff-to-youth ratios, youth outcomes and conditions of confinement.
By providing jurisdictions with a way to measure and benchmark their progress, CJJA aims to foster a culture of continuous improvement and transparency in the juvenile justice field. The data collected through this initiative will allow juvenile justice leaders to make more informed decisions, identify areas for growth, and celebrate successes in their efforts to provide safe, supportive environments for youth.
As part of CJJA’s 2025 agenda, a key area of focus will be on developing new resources and data specific to the needs of older youth populations within the juvenile justice system. Many facilities are seeing an increase in older youth who face unique challenges as they transition into adulthood, including education and workforce development, mental health support and reintegration into the community. CJJA is committed to addressing these needs by creating research-based tools and guidance that can help facilities better serve this demographic.
Through the partnership with Correctional News, CJJA will share insights on best practices for working with older youth, leveraging data from the Critical Data Points project, and providing updates on trends and research findings. This focus
on older youth aligns with CJJA’s broader mission to ensure that every young person in the juvenile justice system receives the support they need to thrive.
The collaboration between CJJA and Correctional News will also include the creation of a new Juvenile Justice Update section within the publication. This section will feature exclusive content curated by CJJA, offering readers timely updates on developments within the field of juvenile justice, including policy changes, innovative programs and profiles of leaders making a difference. It will serve as a valuable resource for juvenile justice directors and professionals, providing them with insights into trends and issues that impact their work.
The Juvenile Justice Update will also
highlight success stories from CJJA’s training events and data initiatives, showcasing the impact that juvenile justice leaders are making in their communities. Readers can look forward to articles on how different states are implementing best practices, interviews with key stakeholders, and analysis of emerging challenges and opportunities in the juvenile justice space.
This collaboration with Correctional News represents a significant step forward in CJJA’s efforts to support juvenile justice professionals. By providing targeted training, data-driven insights, and a platform for sharing best practices, we are empowering leaders to make meaningful changes that improve outcomes for youth, families and communities.
Correctional News shares this vision, and the publication is committed to helping CJJA reach its goals in 2025 and beyond. With a shared commitment to advancing the field of juvenile justice, the partnership aims to create a more informed, connected, and resilient community of professionals dedicated to supporting youth and reducing recidivism.
CJJA invites its members and partners to join in the many opportunities that 2025 will bring, including the Facility Superintendent Training, Deputy Director Training and Leadership Roundtable. We also encourage juvenile justice leaders to engage with the new Juvenile Justice Update section in Correctional News, where they will find a wealth of information to support their work.
Stay tuned for more updates on how CJJA and Correctional News will continue to collaborate to bring you the latest resources, training opportunities and data insights. Together, we can build a brighter future for the field of juvenile justice and the young people we serve.
With this announcement, CJJA looks forward to a productive year filled with
collaboration, learning and progress. This partnership promises to be a game-changer, offering the tools, knowledge and connections that juvenile justice leaders need to make a lasting difference.
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By Kat Balster
Detention Equipment Contractors (DECs) serve as a major trade to turn a building into a secure facility. DEC subcontractors only work within the corrections and justice industry, giving these companies a special degree of knowledge in the most up-to-date security products, strategies and approaches.
Correctional News (CN) spoke with Jeff Goodale, AIA, NCARB, OAA, senior project director of civic justice at HOK and editorial board member for CN, about the role DECs play in the corrections industry, the impacts of consolidation on the market and how to identify value in a DEC partner.
Goodale has been in the business for 40 years, with 35 of those years focused on justice-related design and construction. Much of his work has been on designbuild or design-assist projects, working directly with DECs long before ground has even been broken. He has contributed to some of the largest corrections projects in the country including the Utah State Correctional Facility in Salt Lake City; Wayne County Criminal Justice Center in Detroit; Joliet Inpatient Treatment Center in Joliet; and the Borough Based Jails Program in New York City.
CN: How has the DEC marketplace changed over the past 35 years you have worked in the corrections industry?
Goodale: Going back 35 years, there was a real emphasis on just trying to make these facilities secure. That meant making them foolproof; just putting in the hardest materials (that were the) most impossible to defeat. That made facilities harsh and more expensive. Over time, designers have discovered other ways to approach these facilities that do not just rely on the most stringent kinds of security products. In turn, DECs and manufacturers have been finding ways to improve products that fit into a more normalized environment.
CN: Can you expand more on the DEC role from the designer’s perspective?
Goodale: A good DEC understands which product and which manufacturer provides the option that will best meet the needs of the project. By working together, we can find the best — and sometimes the most creative — ways to utilize the products that
are available. A DEC that is experienced with the assorted options available is valuable with their command of the various products and their applications on a project. They can advise what the right product is to get a certain aesthetic look or function.
CN: How has DEC consolidation turned competitors into partners for large-scale projects?
Goodale: This is one of the significant things that has changed so much over the past 35 years. Back then, there were dozens of DECs that you could go to. Now there are the “Big Three” and some additional regional players. The size and the complexity of these projects has made it necessary for some firms to join forces and combine resources. In my experience, this collaboration has been incredibly positive. There are firms that will compete on some projects, but then join forces on the bigger ones.
When that happens, what you will see is more resources, more brain power, more creativity — all things that improve from that team arrangement. I have worked on some major projects where this was the case and have never seen a negative impact from having two DECs working together. The outcome improves because you have the buying power of two players and so many more product options. It is also good for industry because companies can educate each other and cross-pollinate their knowledge bases.
CN: Does the current DEC marketplace offer customers an appropriate level of healthy competition?
Goodale: While it wouldn’t hurt to see another player, you also risk not knowing if they are up to the same standards. Is it worth bringing a company into your specifications if that company cannot bring the same value that some of the established DECs bring? There is a lot more to the job than just the ability to install products well, including a lot of technical knowledge. The DECs of a (significant) size that remain in our industry have a lot of strength, though we would always like to see more if they are able to meet that same high standard. I have a lot of confidence that on a large, complex project we would be able to engage with one of the good DECs that are left. There are also many reliable, smaller regional DECs that service projects around the country.
Having expertise, buying power, working well with general contractors, and being able to get the general contractor to function as a partner are all important aspects of these
CN: What makes a strong DEC in this industry? What should owners, designers and contractors be looking for?
Goodale: The best DECs are able to bring the products we are looking for on a project without a lot of substitutions. They understand the design and how to best utilize products, and they understand the approaches we are trying to apply. A big component for (justice architects) is a DEC being able to work with a contractor and advise them, especially when that contractor might not be as experienced in a detention setting. A strong DEC understands the right sequencing, the right approaches. They can provide some technical knowledge to the
design team as well. A good DEC makes the project better, and they make our whole industry better.
From an owner’s perspective, the ability to follow through post-construction, and continue to provide support after, is a critical thing to look for in a DEC. A lot of owners will only open a new facility once in their careers, so owners should look for a DEC that can help with training and documentation to educate the client about the products, warranties, maintenance, etc. A DEC that can provide that level of support to the owner separates the exceptional firms from the just okay.
For designers that are less experienced in designing justice facilities, DECs can step in and provide a huge amount of assistance and create a great project for the owner.
CN: What can DECs and architects learn from each other?
Goodale: The best way for designers to maximize the value from the DECs on their projects is to get them involved as an early trade partner. This collaboration with the DEC, and subsequently the manufacturers,
cuts out a lot of inefficiency that is otherwise present in the early phases of design. This is due to in-person, or at least verbal, direction on what is possible in that scope — as well
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By Erin Persky
In late September, 165 justice architecture specialists — including architects, planners, owners, operators and vendors — descended upon the “Heart of America” to take part in the annual conference of the American Institute of Architects’ Academy of Architecture for Justice (AIA AAJ). Though the wafting aroma of Kansas City barbecue was ever-tempting, attendees were drawn to the conference’s theme, “Designing for Change – Architects Transforming the Justice System,” which focused on applications of human-centered design principles to “foster environments conducive to physical and mental wellbeing, rehabilitation, and community reintegration…and enhance access to justice for all individuals.”
The conference kicked off with a keynote address by Jean Peters Baker, prosecutor for Jackson County, Mo. Baker is a nationally renowned trailblazer who advocates on behalf of implementing smart approaches to justice system reform. Her session, “The State of Kansas City,” set the inspirational tone for the conference, as she discussed several justice reform initiatives developed with the aim of reversing the recent uptick in crime in Kansas City.
Session topics covered the gamut of building types as well as the broad range of involvement in the justice system, with deflection, detention, corrections and reentry as the major focus of many sessions. Court projects demonstrated
innovative applications of trauma-informed principles across very different regional environments. The New Public Safety Facilities session highlighted the evolving needs of contemporary policing and community engagement — and the importance of staff wellness for those consistently exposed to highly tense and unpredictable conditions. There were also more juvenile justice-focused presentations than in past years. As there have been significant juvenile justice reform efforts across the country, specifically as it relates to mental health crisis services, it was heartening to see justice architects translating this evolving philosophy into tangible building projects.
The second keynote, “Think Beyond the Building: Navigating the crossroads and intersections of the everchanging landscapes of behavioral health, criminal justice and human services,” drew tears from quite a few session attendees. Bob Tryanski, director of Behavioral Health Projects for Douglas County, Kan., delivered a captivating address about the early planning through occupancy and operation of the county’s pioneering Treatment & Recovery Center. Featuring crisis care, transitional housing, and permanent supportive housing, the facility supports voluntary admission and provides an alternative drop-off location for law enforcement officers who believe the individual in their custody would be better served in treatment than in a jail — as well as transitional and permanent supportive housing for those currently unhoused or unstably housed.
“I advocate for a warm handshake rather than a warm handoff,” Tryanski said, emphasizing the additional commitment required of those providing care to ensure the individual lands safely in their new phase of treatment and/ or services. He ended by encouraging architects to always “be sure to integrate the wisdom of lived experience into everything you do.”
The AAJ has long supported emerging professionals in the field of justice architecture through annual Conference Scholar sponsorships. Kaelyn Bowers, designer for DLR Group, and Angela Bulkowski, architectural designer with Treanor, earned the honor this year.
“After being introduced to justice work through my coworkers at DLR Group, I’ve been exposed to an entirely new ethos around the construction of justice and civic facilities. In addition to the opportunity to meet passionate leaders in the justice field, the AAJ conference provided me with valuable insights into unique design approaches that prioritize care, normative environments and rehabilitation,” Bowers shared.
The continued momentum toward improving conditions of confinement is dependent on our support of the next generation of justice architects, and the AAJ conference has long been a venue through which young architecture
The direct-supervision jail aims to support inmate and staff success through
segregation, support spaces, programming and sustainability
By Lindsey Coulter
When the new Pueblo County Jail opens in early 2026, it will meet nearly all of the county’s correctional needs under one secure and sustainable roof. The nearly 167,000-square-foot facility, estimated at $145.8 million, will solve ongoing crowding and maintenance issues that are pervasive in the existing 509-bed downtown jail, while setting inmates and staff members up for safety and success.
The county aims to provide a safe, secure environment for inmates, personnel and visitors via a modern, constitutional detention facility that offers the space and flexibility to properly segregate inmates. None of that is easy to deliver at the county’s existing facility, which primarily offers dormitory-style housing designed for lowcustody inmates, despite a growing need for higher-custody space.
“The physical plant within the existing jail, which was designed in the 1970s, is not in alignment with today’s correctional design concepts — leading to inefficiencies and reducing the ability of staff to manage operations at the highest levels,” said David Zupan, jail project manager for Pueblo County. “The HVAC, plumbing, and electrical systems are well beyond their useful life. Collectively, these issues brought forth the need for a new, modern jail, designed to enhance safety and security.”
In collaboration with county officials and a multidisciplinary task force of citizens and stakeholders, Architect of Record HOK worked to understand the county’s needs and management philosophies, hosting numerous workshops and meetings and maintaining an open dialogue about design and operational considerations.
supervision concept and see the model in action.
In developing the ideal design, the project team explored several iterations and site positions. Brad Clatterbuck, senior project manager with construction firm JE Dunn, focused on maximizing efficiencies while honoring the county’s budget, helping lead an extensive redesign process to rightsize the building. Ultimately, the team and client landed on a two-story approach rather than a sprawling, one-story structure. Building upward allowed the county to
maintain site space for future expansion without compromising visibility or security.
“The direct supervision facility allows for maximum efficiency and connectivity with support spaces and considers safety for staff and inmates by including clear sightline views,” said Curt Parde of HOK, who helped lead the design process. “The building’s position also utilizes the site’s slopes to provide a natural separation between secured and public spaces.”
Additionally, the project includes secured sally port and parking areas for staff and for law enforcement and a secure perimeter to help prevent the introduction
of contraband. The rear-chase cell design keeps staff out of the housing units, while the addition of recreation spaces to every housing unit and toilets/sinks in every cell will reduce inmate movement.
Among other tactics, the project’s DEC/ SEC CML Security will also integrate an IP Video System that utilizes multi-image cameras.
“CML works with the best vendors and manufactures in the marketplace and places an upfront focus on the quality control of the installation,” said Jesus Flores, assistant project manager with CML. “On the technology side, components dedicated
for safety need to be tried and tested. A staff member that has trust and faith in the systems engineered in facilities such as these has been proven to work better and more efficiently.”
The new jail will allow for maximum security, visibility, efficiency and connectivity with support spaces. It will also incorporate normative design strategies that focus on health and wellness, such as access to natural light, introduction of natural materials and good indoor air quality — improving the environment for all users. When complete, the facility will comprise a new 672-bed jail (across 12 housing pods) as well as a spacious yet secure intake, booking and release area; an expanded clinic and infirmary; space for detainees with significant mental health and substance abuse treatment needs; male and female general housing; administrative spaces; training facilities; records
management and ample evidence storage.
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The design also incorporates classroom/ multipurpose rooms for basic education, parenting and substance abuse classes — and potentially yoga and meditation. Additional behavioral health housing, including outdoor recreation areas, will likely be included in future expansions. These spaces will support inmate success and help reduce recidivism.
“The design team was instructed to plan for future bedspace to be added if/when needed,” Zupan said. “The final design allows for modular expansion of additional pods on the end of the building, with existing infrastructure able to accommodate
up to an additional 448 beds.” Technology-wise, inmates will be able to access educational programs via electronic devices, and the facility will utilize a contactless, online video visitation system — vastly expanding inmate visit capabilities and capacity.
In line with Pueblo County’s commitment to improving sustainability through construction efficiencies and renewable energy strategies, the project team is evaluating the feasibility of including a 2.5-megawatt solar array that could help make the new Pueblo Count Jail the first net-zero energy detention facility in the nation.
Net-zero energy use has been a goal from the project’s outset, and the design team explored many options that would achieve this status. The team first minimized projected energy consumption via design and material choices, which
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helped determine the size of the potential onsite solar array that will feed back into the electrical grid, further offsetting energy costs.
“Targeting net-zero energy, the goal is for the facility to produce as much renewable energy as possible on site over the course of a year,” Parde added. “There was a holistic approach focusing on envelope performance and energy efficiency, and the massing and site orientation was taken into consideration through numerous site modeling studies.”
Areas were also designated for onsite photo-voltaic panels, and electric vehicle infrastructure is in place for new and future EV parking. Shading impacts were considered through envelope fenestration studies, and the behavioral health housing area incorporates tubular solar daylighting and large outdoor windows.
Pueblo County’s distinct environment and terrain were also taken into consideration during the design process. The county is located in an expansive high desert region where the Great Plains sweep up to the Rocky Mountains. As such, the design ties into the natural and cultural landscape via massing and materials.
“The project utilizes a bold and contemporary interpretation of traditional Pueblo architecture that is prominent in the region,” Parde said. “Traditional architectonic characteristics — including stepping massing stacks, terraces, large overhangs and raw exposed materials — generate a design that ties to the rich architecture of the region.”
“We also tried to prioritize using local trade partners whenever possible, which helps impact the local economy,” Clatterbuck said.
Balancing functionality, safety, style and sustainability with market swings and Covid-19-related price escalations posed another challenge.
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Correctional facilities face unique challenges in maintaining safety, security, and costefficiency, but traditional plumbing systems often lack the control and monitoring needed to support these priorities. To address this gap, I-CON developed the NEXUS® Controller—a solution that enhances water management in correctional environments.
In many correctional facilities, water management has been largely reactive. When issues like inmates clogging toilets to flood cells occur, staff have to respond manually, often escalating risks and costs. Without the ability to control water flow at a granular level, facilities routinely face wasted water, higher maintenance expenses, and increased security threats. These challenges highlighted the need for a system to manage water use and improve overall efficiency.
The NEXUS® Controller has set a new standard in correctional plumbing, addressing core challenges around control, safety, sustainability, and operational efficiency.
Creation of the NEXUS® Controller:
Shawn Bush, founder of I-CON Systems, Inc., developed the NEXUS® Controller to solve these specific issues. The system gave staff precise control over water usage, with key features like fixture lockouts and runtimes.
The controller allows staff to lock out specific fixtures to prevent excessive water use by inmates. A sensor button is found on the cell toilet which is used to activate a flush. This sensor button connects to the controller found behind the cell wall, allowing staff to access the controller easily. The controller enables facility staff to set a limit to the number of times an inmate can activate a flush in a set period of time. This straightforward solution addressed wasteful water use while reducing incidents like flooding, ultimately improving water management and security in correctional facilities.
Since its launch, the NEXUS® Controller has delivered measurable results that benefit water conservation. Facilities using the system report reduced maintenance costs, better control over water use, and improved safety. The ability to lock out fixtures has been a key factor in preventing incidents and water waste.
Additionally, the NEXUS® Controller supports sustainability efforts by reducing water waste. With over 80 billion gallons of water saved to date, the controller in conjunction with I-CON products has helped facilities conserve resources and align with broader environmental goals.
Building on the success of the original system, I-CON is preparing to release the NEXUS® Pro and NEXUS® Pro+. The new version will introduce enhanced automation and predictive maintenance, allowing facilities to address potential issues before they become major problems with features like pressure and temperature monitoring. Additionally, the NEXUS® Pro line paired with our new water management system, ENVISAGE® Pro, will offer deeper data analytics for more informed decision-making and a streamlined user interface to simplify system management.
The NEXUS® Controller has set a new standard in correctional plumbing, addressing core challenges around control, safety, sustainability, and operational efficiency. As correctional facilities continue to evolve, the upcoming NEXUS® Pro line will push these innovations further by offering advanced automation and enhanced data insights. By focusing on practical, scalable solutions, I-CON is meeting today’s demands while preparing for the future of correctional facility management. The NEXUS® Pro will play a central role in helping facilities run more securely and sustainably.
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By Kat Balster
Placer County is nearing completion on two new additions to the South Placer Adult Jail Facility campus that will expand programming and offerings into a new era of corrections. The project includes a 16,272-square-foot Mental Health Facility that is connected on the southeast side of the existing facility and a 38,387-square-foot Medium Security Housing and Vocational Training Facility (MSVT) that is adjacent to the Minimum Security on the northern side of the existing campus.
The design-build project team includes Arrington Watkins Architects of Sacramento, Calif., and the Clark/Sullivan and Broward Construction Joint Venture of Roseville, Calif. Even though construction is running concurrently, the two new buildings are considered separate projects, as they are funded by two different senate bills.
Placer County applied to the California Board of State and Community Corrections (BSCC) Jail Construction Financing Program under Senate Bill 863 for $40 million. In November 2015, the county was conditionally awarded $9.5 million and moved forward with plans to establish the Mental Health Facility. County officials received $30 million in additional funding under Senate Bill 844 in June 2017 for the design and construction of the Medium Security and Vocational Training Facility. The Mental Health Facility is now scheduled for physical occupancy in April 2025, and the Medium Security and Vocational Training Facility is scheduled for physical occupancy in July 2025.
Nelson Resendes, captain of the South Placer Adult Jail, has been working in Placer County’s correctional system for more than 24 years and has seen the county’s detention needs evolve. “We are holding higher-level offenses and higherlevel incarcerated people for longer periods of time,” Resendes said.
As the inmate population shifts and
sentencing times expand, the existing minimum-security housing units at South Placer Jail no longer meet the county’s inmate housing needs, making the new medium-security housing areas critical to ensuring the overall safety and function of the facility. The new addition offers four housing pods with 30 beds in each pod. There are two control rooms, and the option to house male and female inmates within separate pods.
The MSVT structure is adjacent to the existing minimum-security housing areas.
The vocational training spaces will give inmates the opportunity to learn a trade and cultivate the life skills necessary to succeed upon release. The Vocational Training Center is supported through partnerships with community organizations such as the Placer School for Adults, which provides inmate education, basic life skills, GED courses and college-level course work. An additional partnership with Summit Food Service allows inmates who apply and qualify to obtain a culinary certification, which can directly lead to employment
upon their release. When the training center opens in July 2025, the county hopes to extend programming to include courses on truck driving and basic carpentry and to expand the existing culinary and welding programs as well sewing, printing, embroidery and crafts training.
“We have the responsibility to do some form of treatment or training for when these individuals are released from our custody, so they can go out and be productive,” Resendes said. “My perspective is that the whole mindset of how we design and utilize these spaces is much different than 20 years ago.”
bills is funding in a different way. It’s not just about adding beds but looking to add treatment facilities and vocational programs to reduce recidivism.”
Lisa James, senior project manager for the state’s Facilities Management in the Capital Improvements Division, has both a personal and professional stake in the project. “I am a county taxpayer, and it makes me excited to see at a county level that we are trying to reduce recidivism as well, so these folks don’t go on to the state prison,” James said.
Resendes agreed. “As a resident of Placer County, I am proud of how our county is thinking ahead, and how we are actually building and making things happen. It makes me proud to see our city and our county officials stand up and try to make things better.”
The county sought to make the MHF environment as calming and accommodating as possible to support inmates’ success in the JBCT program. This included oversizing spaces, reorganizing dayroom furniture to be more therapeutic, incorporating neutral paint colors, increasing natural light, and adding dimmers and additional temperature regulation measures.
“In California, there is a real focus on normative environments and rehabilitation,” said Mike Conder, principal architect at Arrington Watkins. “As designers, we try and make environments that are both secure, but also a place where people can rehabilitate and obtain treatment.”
Conder also noted that Placer County officials went above and beyond to impact their community and inmate success.
“The county had a vision for (the facilities) they wanted, and they are willing to staff it,” Condor said. “The State (of California) should also be given credit. What they are looking for in these senate
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By Stephen Carter, AICP
The company I co-founded with Bob Goble 50 years ago (Joe Lee merged with us a couple decades later) turned 50 in October. Although I am still working, I have taken
some time to reflect on the initial motivation and aspirations and the lessons learned from what, at times, has seemed like watching
paint dry.
I say this not meaning to be pejorative about corrections in general and detention equipment contractors specifically (you know by now that is the theme of this issue), but to acknowledge that we readers all work in a system and service that is most often based more on inertia and not initiative. But, before going down this memory rabbit hole, I think it is best to define the current term “detention equipment contractor.”
I believe each word has changed, and neither the term nor the title existed in 1974. I’ll explain.
In 1974, the detention (used here to include jails and prisons) population in the United States was less than 500,000 and almost half of the country’s detention facilities were 100 years old. As is well known by most, the current incarcerated population is just north of 1.9 million. Many of the facilities constructed to house this growth are now 30-40 years old.
Fifty years ago, detention equipment referred to fixed-state things like doors, frames, locks and glazing even though those fixed things unseen like electronic communication and command products were beginning to be included in the definition of equipment. The corrections community welcomed the likes of Buford Goff (of Buford Goff & Associates Inc.) and Jerry “Dutch” Forstater (founder of Professional Systems Engineering LLC) to design and specify the associated security equipment.
Further expanding on the definition, cell and dayroom furniture came under the umbrella of equipment. This responsibility was left to the architects, who most often selected metal cell and dayroom furniture. However, with the earliest days of direct supervision 50 years ago, architects began to introduce wood and fabric furniture as a nod towards normative environments.
In (CGL’s) first significant correctional project — the South Carolina Department of Corrections Master Plan — the contractor was just that: the company that constructed and installed everything, including all detention equipment. I fully accept that the
construction of all types of buildings must incorporate the influence of codes, costs, and context and that instant and obvious change in the methods of delivery (such as in the field of communications) is neither readily apparent nor even acceptable. But change, however gradual, in the role and expectations of DECs is inevitable. So, in my unscientific view, what might this look like? Staying with the acronym DEC, indulge me a few observations.
In most Western countries, the trend in incarceration is downward. There are some increases in various functional classifications (violent, mentally ill, and women), but this is not universal.
For traditional DECs this probably means more new projects and even more facility upgrades to doors, frames, locks and glazing. Given that more than half of these essential items have now been in 24/7 use (and abuse) for 30 years or more, the market looks strong. I know of one state that has estimated nearly a quarter of a billion dollars in just these upgrades.
If half of the future detained population (a wild, but defensible, guess) require a robust solution to hardware, then is there a market for the 50% that may be in for a long stay but represent very little risk to others or the infrastructure? Apparently so, as several DECs are well versed in and capable of offering less costly and more operationally appropriate alternatives to the traditional one-size-fits-all approach.
Most often when the “E” word is used for DECs, we mean products made of steel or polycarbonate. Over time the term has broadened to include furnishings, fixtures and electronic systems. It is the FF&E where change is most evident and the most encouraging. If the belief is that incarceration is meant to improve the inmate’s chances for a successful reentry, then more humane environments for staff and inmates should follow.
Virtually all designers agree that humaneness for the confined (again, staff and inmates) is most reflected in the appearance of the interior spaces (furniture, fixtures, acoustics, color, lighting, surface coverings, etc.). With an increased proclivity towards specialization in detention design and construction, should the responsibilities of DECs incorporate a broader definition of the role of equipment in meeting new aspirations?
And this is not even addressing electronic equipment, which is where the most visible and invisible changes are occurring. Many interviews for design projects now include the question “Will this be a smart prison?” While the definition of the term may be a bit elastic for now, the responsibility for delivery may well gravitate to the DECs.
Concluding this ramble, I want to look
briefly at what a contractor might be in the future by first suggesting that whatever we think it might be, we probably are not including enough emphasis on how artificial intelligence will change everything.
AI will mean to DEC entrepreneurs what building information modeling (BIM) did to the design profession: Small
can be extremely beautiful, competitive and profitable. Yes, I recognize there are business plans, financing streams, licensing and networks that must be addressed — but that is what we who are the benefactors of a democracy do. An inspiration becomes an aspiration, determination and then celebration.
For the understatement of 2024, the last 50 years have been real, remarkable and rewarding. I thank many of my colleagues in the DEC, design and contracting communities for all you have taught me. I’m still around and very anxious to listen and learn.
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By Kat Balster
Including the word “rehabilitation” in its name was important to the Hawaii Department of Corrections and Rehabilitation (DCR), communicating how the state views its relationship toward inmates in custody. As the DCR prepares to open three new buildings at the Women’s Community Correctional Center (WCCC) as part of a recent expansion, Correctional News explored how the community, DCR officials and the entire project team came together to improve the quality of life for incarcerated women in Hawaii by creating spaces that encourage rehabilitation and set a tone for the future of corrections throughout the state.
WCCC is a comprehensive hub for women in custody, functioning as both a prison and a jail, as the state also oversees county facilities.
“This facility [supports] a combined system, holding both pre-trial and sentenced inmates. ‘Community Corrections Center’ is used to cover both prisons and jails because of the dual purpose,” explained Ken McGinnis, senior vice president for CGL Companies, which served as the Architect of Record.
The project was initiated to provide space for programs and to ease overcrowding at the O’ahu Community Correctional Center (OCCC). OCCC is preparing to transfer 120 female inmates over to WCCC, effectively consolidating the programming for women.
At the WCCC dedication in September, Warden Ione “Noni” Guillonta stated the goal for the facility was to go beyond simply housing individuals to offering them an opportunity for transformation in the state of Hawaii.
“The facility will be a place where the focus extends beyond punishment to encompass education, vocational training, mental health support and reentry preparation,” said Guillonta, adding that her team aims to address the unique needs of women who require tailored support to rebuild their lives and reintegrate successfully into society.
The expansion represents the initial step of a larger
initiative to serve individuals in state custody. The DCR selected CGL Companies for this critical first phase after working with the firm for more than 40 years on various facilities maintenance, assessment and capital improvement projects.
“The State [of Hawaii] realized they had an opportunity to address some long-standing issues with women in terms of preparing for reentry and improving programs and conditions at the existing facility,” McGinnis said. “The project evolved from just creating bed space into creating bed space and improving conditions, providing all the amenities that women needed.”
The relationship between CGL and the State of Hawaii remained an important element through the duration of the design and the construction of this project. When CGL sold its Architect of Record division to Nelson Worldwide LLC in 2023, CGL continued to serve contractually as Architect of Record for the project’s duration and was fortunate to retain architect Michael Lynch.
“The only thing that changed was my email address,” Lynch said. “I was still working with the team daily, present at the site, and maintained all of my previous relationships and communications as before.”
“Kudos ... to all our former CGL employees, specifically Michael Lynch, because he really [finished out] the women’s facility as a subcontractor to CGL. He worked for CGL and then made the transition to Nelson Worldwide, and essentially stayed in the exact role on the project,” said Eli Gage, chief executive officer of CGL. “There was so little left to do on the project when we [sold the Architect of Record division] we didn’t want to try and reassign the contract so close to completion.”
Bob Glass — current director of planning and justice for HDR — was an executive vice president with CGL during the design of WCCC and provided insight on the visioning and design process.
“Sometimes when designers get on a project like this, they are looking for the client to give them ideas. CGL
proactively took the state on tours to [various facilities] to identify things they wanted to see [in their new facility] and what their needs were, what they liked and didn’t like,” Glass said.
Officials representing DCR and other state departments were able to speak with facility operators, understand new technologies and to visualize what was possible for the WCCC.
Prior to CGL joining the project, community members had already participated in conversations with DCR and related state organizations. This helped to establish an environment of collaboration before CGL was brought in to
hear concerns, share plans and to answer questions.
“This project was an example of how community outreach can be very positive,” Gage said. “[As designers]. our approach isn’t about imposing but operating with some give and take.”
As family tradition is so important to the community and culture of Hawaii, and because the facility is right in the middle of town, getting community buy-in was a significant element of CGL’s process.
“We really pushed the fact we wanted this facility to be a good neighbor to the community,” Glass added.
McGinnis also attended some community meetings and noted that the community largely welcomed the facility.
“There was never a conflict about the correctional center being there, but [the community] wanted the facility to be mingled in, and not look too much life a prison,” McGinnis said. “It was important for the design to include community input.”
Keeping a more traditional Hawaiian architectural style with the lower profile rooflines and an abundance of natural greenery was important to both the community and to the women in custody. The community also requested that the project retain an existing softball field and three culturally significant monkey pod trees on the site.
The WCCC expansion included three new structures: a housing facility, an intake and visitation building, and an administration building. The buildings were constructed from grout-filled concrete masonry unit (CMU) block covered with plaster and faux lava rock at the base. The design includes standing-seam metal roofs, with the exception of single ply over the celled unit area. All of the elements and materials were selected to blend better into their environment and to incorporate with the neighborhood and community.
“The goal was not to create your standard correctional center, but something that the neighbors would be proud to point out when driving by,” Lynch said.
The 21,086-square-foot housing unit boosts the capacity of the center by 176 beds and is divided into two areas: a restrictive housing unit of 24 double-occupancy cells, and two dorm units with eight cubicles each. Each of the dorm units has a maximum capacity of 64.
The dormitory bunks need to balance easy access with safety, which required a customized solution from detention furniture provider Cortech.
The facility managers wanted to include furniture options that were more normative in design, but that wouldn’t be at risk of being destroyed or broke over time. The project team contacted Cortech to provide new solutions.
In response, Cortech designed the Endurance Wall Bunk Safety Rail, an additional barrier to prevent falls. Cortech achieved full design approval and tool manufacturing to address the specific request without delaying the project timeline, and subsequently has made the product available to other correctional clients.
Project Name: Hawaii Women’s Community Correctional Center
Location: Kailua, HI
Square Footage: 51,575
Scope: Administration, Housing, and Intake/Visitation
Cost: $63 million
Total Beds: 176 new beds added to the existing 276
Start Date: July 2021
Owner: Hawaii Department of Corrections and Rehabilitation
Architect of Record: CGL Companies
Owner’s Representative: RLB
General Contractor: S&M Sakatomoto Inc.
Detention Equipment Contractor: CML Security LLC
Low Voltage and Security Electronics System Design: Pennell Consulting Inc.
Construction Management: Bowers + Kubota
Structural Engineer: Miyamoto International
MEP/Fire Protection: Glumac
“We worked through multiple iterations to design [the product] to be aesthetically pleasing while keeping safety and ligature resistance in mind, while still being securely fastened with tamper-resistant hardware,” said Dave Jennings, chief operating officer for Cortech.
The WCCC marks the first correctional project for general contractor (GC) S&M Sakamoto Inc., which benefitted from the deep technical and correctional experience of the other members of the project team.
CML Security served as the project’s Detention Equipment Contractor, offering guidance to the general contractor and integrating seamlessly with the project team.
Shawn Robichaud, project executive for CML Security, and his team conducted a preparatory meeting with the GC and subcontractors to review and discuss means and methods for each scope discipline prior to construction. CML Security implemented a quality control plan with the contractor and helped to identify gaps in the scope and
Concrete Protection: CanAm Coatings Inc.
Correctional Furniture: Cortech
Detention Hardware: Airteq
Detention Hollow Metal: Claborn
Exterior Finish: CB Tech Services Inc.
Floor/Wall/Tile: MAKA Construction LLC
HVAC: Heide & Cook LLC
Insulation + Firestopping: Acutron LLC
Landscaping: Island Landscaping & Maintenance Inc.
Masonry: Affiliated Construction LLC
Mechanical Equipment Installation: HSI Mechanical Inc.
Painting: Akira Yamamoto Painting Inc.
Parking: Unistrut Hawaii and GP Roadway Solutions
Perimeter Security: Sloan Security Group Inc.
Roofing: Akamai Roofing Inc.
Security Fencing: Allied Security Fence Co. LLC
Security Glazing: Advanced Impact Technologies
potential gaps with other trades
“Coordination is such a significant element of the DEC’s role. CML’s team established an inspection form for the contractor to set frames and for early conduit coordination and managed quality control throughout the entire life of the scope,” Robichaud explained. “We owe it to the industry, if we want to be one of the top DECs in the country, to help other contractors and trades on how to interface with our scope and to train others. Now we have a new GC that we can work with that understands how to do a detention facility.”
The 13,850-square-foot intake and visitation building includes eight cells, including a detox cell and a safety cell, as well as two interview rooms and a centralized security area. There are four monitors, which expand the existing Global Tel Link Tablet System allowing communication with inmates via tablet when the visitation room is not available.
“Our sincere efforts are to provide a positive rehabilitative environment, hope and return dignity to the women housed here, while simultaneously improving
Johnson also thanked many community groups for their unwavering support to better the lives of inmates and prepare them for reentry into the community.
The facility now has expanded multipurpose rooms to support reconnection and rehabilitation, helping offenders transition back into the community through employment training, education and substance abuse aftercare. The focus on community persists on a large scale through community service projects, and on the personal level with an enhanced focus on family connection, which is a critical cultural element in the community.
A family-friendly visiting area includes a kid’s play area with smaller furniture for children and more privacy for families.
Lynch described the visitation area as “one of the nicest areas I have seen in this industry in a long time, with concrete pedestal tables and a meandering seat wall with lilies and vegetation. It is open to the sky, but surrounded on three sides by building walls, and doesn’t feel closed in at all.”
While the normative environment is now a hallmark of
the project, it was a value that evolved over the project’s development.
“The facility utilizes rotationally molded plastic furniture, so walking into those cells with the light and the color, it doesn’t look like a jail or a prison,” Gage said.
Additionally, detained women have their own lockers for personal items and the dayrooms have lounge seating areas as well as tables, with standard ceiling tiles, acoustical tiles and lighting fixtures.
The 24/7 direct supervision model, as well as the fact that detained women statistically engage in less vandalization than men, led to the decision to increase the size of the windows and the natural light in the sleeping and dorm areas — a unique design element for a detention center.
The health and wellness advantages of natural light in healthcare facilities are well documented, and correctional and justice facilities can see the same benefits in inmates and detainees as well as in staff.
The project also includes a 10,025-square-foot administrative building with amenities designed to support and retain staff, including a wellness center, a small gym and locker rooms.
The design team took additional steps to ensure staff members have a sense of pride in the facility, recognizing that employees spend more time in the facility than the inmates. For example, employees now have a proper parking lot, where before they parked in a field. Additionally, the facility provides a dedicated entrance for staff members.
Crews broke ground on the WCCC in July of 2021 and all three new buildings should be operational by the end of 2024. The project was a significant milestone for the DCR, serving as a catalyst for improving corrections in Hawaii with a focus on quality spaces, inmate programs, staff development, security, dignity and integration with the community.
“The people of Hawaii see this facility as an example of what correctional spaces can be: places of positive change,” Gage concluded.
By Roger S. Lichtman AIA, DBIA
The best-laid plans often go unfulfilled due to unforeseen circumstances thwarting the path to progress. Planning and building a jail, or any public structure for that matter, is no exception. Los Angeles County, one of the most progressive counties in the country, has one of the oldest and least humane jails in the country. Why?
About 10 years ago, a five-year effort was expended on a precise plan for the replacement of the 1960s-era Men Central Jail and its 1970s-era annex. Utilities were analyzed. Operational and architectural programs were developed. Masterplan
options were explored, chosen and developed. There was even an extensive phasing plan that allowed the complex’s 80-plus busing system to operate during all phases of design and construction, allowing all detainees to get to the appropriate courthouse. Solicitation documents were prepared for a more than $2 billion mental health and detention facility. Teams were short-listed, and proposals were submitted — only for the project to die after five years of effort.
Meanwhile, Santa Clara County needed a replacement wing on its major downtown San Jose Jail complex to support more
humane living conditions and to better address detainees’ mental health needs. After extensive county and user-group input, an operational and architectural program and a facility masterplan were developed that met the approval of all involved. Solicitation documents for a design-build team were developed and distributed. A successful team was chosen, and the design was further developed in a most communicative manner involving the county’s program manager, the design-build team, the county’s user group and the county administration. Regular meetings were held until the project was ultimately shelved, and the county continues to operate the existing inadequate jail.
San Francisco County followed a similar route, as did facilities and jurisdictions in Nebraska, Georgia, Florida, New York, New Jersey, Wisconsin and others despite the prominent prevalent need. Again, one might ask, why?
Around 2007, San Mateo County also identified the need for a jail addition. The county’s existing Maguire Correctional Facility in downtown Redwood City was overcrowded and ill-equipped to provide the services that its population needed. Additionally, the dilapidated women’s facility had been flooded on more than one occasion, with knee-deep water throughout.
On March 1, 2016, the county proudly cut the ribbon on its new Maple Street Correctional Center, which continues to provide a superior building that enhances the ability of the Sheriff’s Office to run one of the finest and most modern jails in the country. What did San Mateo County do differently?
Then-Sheriff Greg Munks relied on Lieutenant Debbie Bazan to run the program from the beginning. Capitalizing
on programs offered by the National Institute of Corrections (USDOJ), Bazan built consensus within the county from day one.
“To lessen criticism about the need for a new jail facility, I decided it would be best to create an opportunity to involve our elected county officials,” Bazan said. “To kick off this idea and to assist them in understanding the conditions and needs, I asked one county supervisor to don a uniform and work a jail shift (escorted), and Supervisor (Adrienne) Tissier bravely agreed. She opened jail doors, moved inmates to sick calls and court and provided meals. She even responded to an in-progress disturbance (observing). She didn’t last the entire shift before she realized firsthand the inadequate conditions the deputies were forced to work in, the detainees lived in, and family visited in.”
There were two distinct tasks accomplished in this exercise; one was making elected officials aware of the conditions, as Tissier immediately reported her experiences to her fellow board members — not to mention the then-current issues of recruiting and retaining staff. Secondly, this was a significant step in building consensus. Bazan also went on to develop a public website dedicated exclusively to the jail, including a video of the then-current conditions and, later, the project’s progress.
“The surrounding community was so adamant that a new jail should not be constructed, some formed a ‘No Jail Committee’ garnering support to pressure elected officials to prevent any new county jail,” Bazan said. “I set up monthly meetings with their committee to provide a
The collaboration offers a communication and information platform to CLA, while giving readers an in-depth look at priorities, challenges and opportunities facing association members
By Kevin Kempf
The Correctional Leaders Association (CLA) has established a new partnership that will deliver Correctional News content directly to CLA members, while offering the publication an in-depth look at priorities, challenges and opportunities facing association members across the country. The partnership will also provide an information and a communication platform for CLA members and leaders to share their ideas and expertise on hot topics, emerging trends, best practices and industry insights.
CLA is excited to introduce the Correctional News audience to CLA members, who are the chief executive officers of adult corrections in the United States. CLA members oversee each state, all U.S. territories, and large county and city correctional systems such as Los Angeles County, New York City, Washington, D.C, and Philadelphia. The purpose of the organization is to promote the profession of corrections, support and train correctional
leaders, and influence policy and practices that affect public safety. For these reasons and more, CLA is excited to partner with Correctional News to help share important news, updates and stories about the organization and the critical work our members are doing on the ground.
CLA believes the most important thing we can do as an organization during challenging times is to insert proven leadership practices to retain and motivate staff. CLA recently partnered with the John Maxwell Leadership Company to complete the first of many leadership trainings. The focus on leadership has also led CLA to invest in our nation’s deputy directors, commissioners and secretaries. In addition to encouraging our members to bring their deputies to CLA conferences, we recently made the decision to hold two specific deputy director conferences each year.
CLA is also working on a comprehensive plan to address facility staffing concerns across the industry. Through a generous grant from the Bureau of Justice Assistance, we have partnered with Keystone Restituere Justice Center to assist our members with improving institutional culture that leads to improving working conditions for staff members and improved living conditions for incarcerated residents.
We remain committed to reducing and eliminating the use of contraband cellphones inside our secure facilities and to having state prisons added to the Federal Aviation Administration’s (FFA) list of restricted airspaces for drones, which drop contraband devices within facility’s secure perimeters. We continue to support proposed legislation that will allow state correctional facilities to utilize jamming technology as drone deterrents. During our recent “CLA on The Hill” our members educated lawmakers and FAA representatives about the public safety dangers posed by drones being flown over prisons.
We are also excited to begin a partnership with the American Probation and Parole Association (APPA). As many know, sometimes “prisons” feels like an 800-pound gorilla in the room and receives the majority of attention. But, quite frankly, probation and parole have a significant impact on everything associated with a correctional system. The majority of CLA members oversee probation and/or parole in their systems. Because of this, we are beginning a new focus on probation and parole, starting with a conference in November 2025. We will offer training and resources in partnership with APPA experts.
Stay tuned to Correctional News for updates, resources, insights and opportunities from CLA throughout the year, including thought leadership articles from state corrections directors in each issue of Correctional News throughout 2025.
CLA Executive Director Kevin Kempf began his career in 1995 as a correctional officer at Pocatello Women’s Correctional Center in Idaho and later held positions including parole officer, investigator, section supervisor, district manager, warden, chief of prisons and deputy director. He was named department director in 2014 and has served as executive director of the CLA since 2016, prior to which he served chair of the Program and Training Committee and Treasurer of the Western States CLA.
1115 waiver and ‘Reentry Demonstration’ approach would expand access to healthcare services and facilitate enrollment before an inmate is released from incarceration
By Lindsey Coulter
An effort by the Louisiana Department of Health (LDH) to connect soon-to-be-released inmates to healthcare services before the inmates leave state facilities received strong support during a recent public comment period. The effort aims to improve transitions back into the community for inmates — particularly those with needs related to mental health and substance use — by connecting them to coverage, medications and community-based providers prior to their release.
The LDH, with the support of the Department of Public Safety and Corrections (DOC), submitted an application to the Centers for Medicare and Medicaid Services in September for a 1115 research and demonstration waiver. The waiver allows for exemptions that enable states to test innovative, budget-neutral program ideas that would affect large portions of the Medicaid population. The waiver would allow the LDH to activate Medicaid coverage and begin to transition an inmate’s care to community providers up to 90 days prior to the inmate’s departure.
Louisiana maintains one of the highest incarceration rates in the U.S. at 596 inmates per 100,000 residents, according to an August 2024 presentation by the LDH.
Of the state’s incarcerated population, 28% of inmates are experiencing mental illness, while roughly 73% struggle with substance use disorder. As approximately 13,000 people are released from the state’s eight prisons and 92 local facilities each year, the 1115 waiver and subsequent Reentry Demonstration would be particularly valuable in supporting inmates with mental health and substance use disorders during their transition out of incarceration.
“Louisiana is working to impact access to critical services for justice-involved individuals post-release, with a focus on engagement in and continuity of care for substance use disorder (SUD) and other behavioral health needs,” said LDH and DOC representatives in a joint statement. “By connecting individuals to services and engaging in care before they reenter the community, the state hopes to increase the likelihood that formerly incarcerated individuals will be able to access and then utilize critical health services in the community to manage conditions such as SUD and mental illness, thus fostering recovery and reducing the likelihood of
recidivism.”
Present federal law does not generally allow the use of federal funds to pay for inmates’ Medicaid services. When individuals are incarcerated, their Medicaid benefits are suspended until they are released. Due to that disruption in coverage, individuals may face difficulties in accessing the care they need to maintain health and recovery as they transition back into the community.
Under the Federal Reentry 1115 Waiver Opportunity,
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JOSEPH
BURCH MSP Founder
“I began my career as an Iron Worker, installing detention equipment, and now have 45 years of experience in the industry. Over the years, I’ve designed Forced Entry Ballistic Rated (FRBR) doors that meet the U.S. Department of State’s highest standards, as well as Blast Rated Doors. My commitment to excellence and extensive expertise have driven my work in secure facility solutions, and I’m proud to continue that dedication to MSP.
ROSS COOPER VP of Construction
“
Joining MSP and stepping back into the DEC contracting space at this pivotal time is incredibly exciting. In my 48 years in the correctional construction industry, I’ve never seen such a scale of opportunity with so many substantial projects on the horizon. It is remarkable to be part of a team that is making a significant impact in the industry.
Maximum Security Products (MSP) is expanding its footprint across the country. With numerous projects in our existing geographic market in the Northeast and extending throughout the country, MSP is positioning itself to better serve clients nationwide while increasing service capabilities for its cutting-edge security solutions.
This investment in our construction expertise reflects MSP’s commitment to maintaining its position as a leader in the security industry, delivering reliable and innovative products designed to meet the unique challenges of secure environments.
ModCorr and ACM are excited to announce a strategic partnership aimed at transforming the correctional facilities industry. This joint venture combines ModCorr’s innovative manufacturing techniques with ACM’s cutting-edge engineering expertise to deliver high-quality, cost-effective precast concrete solutions. Together, we are poised to set new industry standards in sustainability, efficiency, and performance.
CORY PATERSON VP of Precast Operations
“Joining ModCorr and partnering with ACM is an incredible opportunity to bring the strength and efficiency of precast concrete solutions to the forefront. With decades of experience in correctional projects of all sizes, I’m excited to leverage the benefits of precast fabrication to deliver durability, precision, and innovation in every phase of construction.
MIKE ARTMAN VP of ACM
With 27 years of experience and more than 30 completed precast modular detention projects, I offer unmatched expertise to the industry. Through the new partnership between ACM and ModCorr, we are redefining fabrication with a modern approach that guarantees top-tier quality, timely delivery, and competitive pricing. Together, we are leaders in precast modular construction.
Take
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Reader Service #200
The ClearPass Full Body X-Ray Scanner from LineV Systems is an advanced security screening solution designed for efficient and effective detection of concealed threats. It uses state-of-the-art X-ray technology to generate detailed images of individuals, allowing security personnel to identify weapons, explosives and other prohibited items without physical contact. The scanner features a compact design suitable for various settings, such as airports, event venues and public buildings. With user-friendly software and fast processing times, ClearPass enhances security operations while maintaining a streamlined experience for users.
ClearPass
www.linevsystems.com
Reader Service #201
Correctional Officers use Guard1 Mobile to electronically log officer rounds instead of using paper logs. Officers use SuperMAX mobile devices as digital logbooks, recording their rounds that update in real-time over WiFi for supervisors to view standards compliance. This provides operational visibility into real-time performance and defensible logs that can be used for inspections, incidents, and accreditation.
Guard1
www.guard1.com
Reader Service #202
Hanwha Vision’s PNM-C16013RVQ four-channel, mini multidirectional dome camera combines a field of view of up to 360° and AI analytics with WiseStream III video compression for bandwidth and storage reduction. The new camera, the most compact 4-channel model available with AI and built-in IR, can seamlessly blend into environments where inconspicuous aesthetics and image quality are required. Its multidirectional capabilities enable discreet monitoring with no blind spots and its compact size makes it suitable for both indoor and outdoor installations. AI-based object detection and classification help generate metadata including object type (Person, Face, Vehicle, License Plate), reducing false alarms and enhancing forensic search efficiency. AI analytics monitor for loitering and line-crossing. Four built-in IR LEDs ensure crisp and clear video footage, even in low-light conditions.
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Reader Service #203
Protect with cross-sector solutions tested to meet top security standards. We offer customized support to fit your needs, and dedicated staff with over three decades of security glazing and interlayer/lamination experience. We offer a wide selection of performance-related, threat-protection, security glazing and fire-rated products that protect against fire, human invaders, and ballistic weapons. McGrory Glass Defend™ Security Glazing and Fire-Rated Security Glazing solutions undergo rigorous testing to meet top security standards. Our glass is subjected to numerous assaulting elements in a sequence of steps using blunt and sharp instruments, thermal stress, and chemical deterioration. All products can be manufactured as an insulated glass unit in accordance with ASTM E2190 – Standard Specification for Insulating Glass Unit Performance and Evaluation.
McGrory
www.mcgrory.com
Reader Service #204
Southern Folger Contracting is a full-service detention equipment contracting company. Our team of experts combines many years of knowledge and experience in new construction, design-build, and retrofit/renovation projects.
Our specialties include:
• Detention Hardware & Sliding Devices
• Detention Hollow Metal Doors & Frames
• Detention Equipment Training
• Detention Furniture & Accessories
• High Security Exterior Gate Applications
• Security Glass & Glazing
• Security Ceilings
• Security Mesh
• Safety Padding & Padded Cells
• Preventative Maintenance Services
We offer Service Level Agreements (SLA) with visits quarterly, bi-annually and annually. Nine Point Service for Locks & Sliding Devices
• Obtain proper door alignment per manufacturer’s specifications
• Check for proper operation of locking mechanism per manufacturer’s specification
• Remove excess grease deposits and foreign debris from locks/devices
• Adjust locking mechanisms for maximum setting and engagement
• Calibrate limit switches for correct indication and travel
• Clean & lubricate lock and all moving parts with proper lubricant
• Test key and re-locking functions
• Test electrical operation for door control and proper indication
• Test emergency release function of door and make critical adjustments (For sliding devices only) Our preventative maintenance services prolong equipment & minimize failures.
Folger Contracting Inc
By Kat Balster
In early November, Correctional News hosted the annual Corrections Summit in Southern Pines, N.C. The event included a panel discussion amongst detention equipment contractors and manufacturers focused on the state of the industry.
The panel consisted of David Tidwell, executive vice president of Cornerstone Detention Products; Brett Noecker, vice president of preconstruction for CML Security; Mike Smith, president and chief executive officer of SteelCell North America; Craig Alderson, president of Willoughby Locking Systems and Willoughby Products; Buddy Johns, president of ModCorr; and Damon Santimauro, president of Titan Steel Door.
The past 10 years has seen unprecedented movement among players in the detention equipment arena. Major DECs such as Argyle Security, CCC Group, Sierra Detention Systems, and Normant Security Group all left the marketplace or were consolidated with other firms. Multiple firms also departed from the hollow metal products industry, while new firms arose. The pre-fabricated box market, both steel and concrete, has seen significant shifts of its own. Most recently, the detention lock and hardware industry has experienced a paradigm shift. As the dust settles on 2024, and a decade of shifting alliances and upheaval, the market has corrected and there are at least three vendors in detention hollow metal, hardware, and pre-fabricated cells.
The consolidation briefly resulted in some pricing instability in the marketplace. Not every DEC could purchase from
every manufacturer. If a client wanted a specific hardware, then the DECs essentially had to also utilize whatever hollow metal was packaged with that hardware. So even before the consolidation officially occurred, it was happening.
While the market never experienced a true monopoly, condensing control of multiple product lines can negatively impact how pricing is packaged on bids, resulting in a lack of flexibility or options for the client or end user. If products only work with other specific products or can’t be mixed and matched for the best value, the result is manufacturers controlling the pricing for the whole market.
•Cornerstone Acquires Norment Securit y, which includes Air teq, Trentech and Engineered Control Systems Inc.
•Coastal Detention Holdings (Coastal) is formed to acquire Trussbilt and American Steel Products
•Coastal obtains intellectual proper t y for Chief Industries and Haversham Metal
•Cornerstone Acquires Slate Security and rebrands to become Claborn Manufacturing
•Coastal Acquires Southern Folger
•Viking Products expands product of ferings to include detention hollow metal
•Coastal dba Trussbilt starts manufacturing Pre-Fabricated Steel Boxes
•Coastal Acquires Maximum Securit y Systems (MSSI)
•Cornerstone Acquires RW Modular Solutions
•Coastal Acquires R.R. Brink Locking Systems
•SteelCell Nor th America Acquires Midwest Por tland
•Modcorr enters marketplace
•Willoughby Locking Systems enters marketplace
•Viking Locking Systems enters marketplace
Manufacturers had their own complications during this time, experiencing significant price increases to raw materials due to the pandemic and geopolitical conflict.
“Prices are stabilizing in raw materials, but we can’t predict future, unprecedented events,” Smith explained. “We’ve seen how the Russia-Ukraine conflict impacted the steel market with (almost 4x) price
increases.” The panelists agreed that no price gouging was happening, if anything, manufacturers, DECs and industry players were trying to absorb a portion of costs to cushion the blow to the overall market.
“We are consistently getting backchecked against each other for the pricing we submit,” said Noecker. “Don’t get overly creative trying to create even more complexities in competition.”
While the material price impact was
significant, the labor impact was as well. Hiring skilled laborers requires an uptick in wages to attract talent from other markets.
“You must pick a rate of what you think is going to happen, because with labor no one is going to pay their people less. I guarantee we are going to be hiring and paying people more,” Smith added, regarding factors that impact budgets for both manufacturers and for the DECs.
In looking to the future in terms of volume and breadth of detention work, Alderson noted that he uses architectural activity as a bellwether. “I am in year 30, and I haven’t seen it busier than this.”
However, after the turbulence of the past few years, many firms are preparing by diversifying into other markets.
“There is going to be a rainy day again, and we don’t want too many eggs in one basket.” Alderson added.
DECs are also finding value and opportunity in teaming together on projects of significant size. These partnerships result in a sharing of knowledge, reduction of risk, and pooling of workforce and bonding resources. Despite the preconception that these partnerships reduce competition, the result provides more access to the project team for a wide array of manufacturing resources.
“I think everyone on this panel is teaming with someone else on this panel at this moment, and they will continue to do so.” Johns commented. “There are times that we compete directly against each other, because the job doesn’t require a team.”
“Sometimes having these forums where you can sit down with your competitor sparks some great collaborations,” Tidwell
said. “It has been beneficial for our industry to have competing players that realize they can work together situationally.”
Given the volume of upcoming work in the justice marketplace, manufacturers have leveraged technological advances to stabilize their labor risks. Santimauro spoke for the manufacturers on the panel, “there have been a lot of investments made, a lot of technological advancements where we used to be people heavy. Now we can be machinery heavy and use the intelligence, utilizing robots to help balance where it was once exclusively personnel.” For DECs, there is a heavy emphasis on the
experience of the teams that install the product as well as the thought leaders within the companies that hold many decades of knowledge. The concern, like so many of the areas within the detention and corrections industry, is that experts are ageing and there is no influx of younger, knowledgeable professionals participating in significant projects and being mentored by industry leaders.
“I think we are going to be looking at who is still going to be in this business next year, the following year,” Noecker said, expressing his concern regarding the future of the DEC industry. “We don’t have many young people. I am concerned about (how we) carry on all the knowledge for the future. How are we doing our part to bring in new industry intellects to this group?”
Expert Insights, from page 9
as new and innovative solutions that the DECs have the expertise across multiple owners, designers and manufacturers to bring to the conversation. This efficiency decreases time and redesign and makes for a more successful result for the owner.
Design professionals should also be collaborating with DECs to work with manufacturers proactively developing solutions to meet owners’ needs. We have seen examples of this specifically with some of the innovations around mental health and the development of products that respond to things we need in our market.
DECs learn from architects how to integrate with the rest of the building. On a heavy jail package, a DEC scope is worth about 15% of the total. So, there is a lot of other building to integrate with, whether that is structural, mechanical, electrical, etc. Putting together a team that includes all these packages significantly increases the likelihood of a successful project for the owner and the entire project team.
Lar gest C on t r act in P
FCI Alle nw ood Alle nw ood, Pa.; $3 4m Meriwether County Jail, Meriwether, Ga. $484,000 Gr ant Count y Jail
Comple x , E phr at a, W ash.; $15m
Blackburn Correctional Medical Facility, Lexington, Ky. Contract amount*
Project location undisclosed; $800,000
Project location undisclosed; $2m
E ast e r n Corr e c t ional Inst it ut ion, W e st ove r
Healthcare, from page 28
however, states can provide Medicaid services to eligible inmates in prisons and jails, or both, for a specific period prior to release. States may also obtain federal funding to pay for healthcare services that were previously paid for only by state or local funds. At minimum, states must cover case management, medication-assisted treatment (MAT), and a 30-day supply of medications upon release.
In addition to increasing coverage, continuity of coverage, and appropriate service uptake for benefits in carceral settings prior to release, the Reentry Demonstration would improve coordination and communication between correctional systems, Medicaid and providers. It would also increase investments in healthcare and related services to maximize successful reentry. Other benefits would include creating connections between carceral settings and community services to address physical health, behavioral health and health-related social needs. Ultimately the effort could reduce all cause inmate deaths in the near-term post release, reduce overdose deaths within 12 months of release, and reduce the number of emergency department visits and inpatient hospitalizations among those who were recently incarcerated.
The LDH vision is for all state prisons to participate in the Reentry Demonstration, and if approved, will also include up to 13 parish jails on a pilot basis using a phased approach. Inmates in participating facilities who are Medicaid eligible will be enrolled in Medicaid managed care 90 days before their release date, and will have access to services including case management, MAT, a 30-day supply of prescription medications upon release, mental health evaluation and counseling, peer support services, laboratory services and durable medical equipment as needed.
The LDH offered a public notice and comment period throughout August, allowing Louisianans to offer verbal and written comments, and received strong support for the plan. Many commenters expressed that prescription medications coverage prior to release will improve access to necessary treatments in a critical period prior to an individual’s reintegration, while others advocated for covering testing and treatment for infectious diseases such as Hepatitis C, TB, HIV, syphilis and other STIs. The LDH also received comments related to connecting inmates with services post-release, advocating for “warm handoffs” to key providers as well as services critical to maintaining appointments, such as transportation and access to technology for telehealth.
Based on public comments, the LDH amended the original waiver language to include a request to cover prescription medications in the 90- day pre-release period and edited wording to better reflect that individuals will have access to the entire continuum of Medicaid-covered mental health and SUD services upon release as medically necessary. Updated waiver
language also underscores the LDH intent to promote and facilitate access to services and includes a modified description of available mental health pre-release services to read “mental health evaluation and counseling,” to clarify that individuals may obtain both diagnostic and therapy services.
All comments received were logged for future reference during the implementation
planning. LDH will continue to solicit feedback from community members, including key stakeholders such as formerly incarcerated individuals, managed care plans, providers and carceral facilities.
The federal public comment period ended Nov. 10, and CMS is now reviewing the application.
professionals can engage with seasoned experts to learn and seek mentorship.
Kansas City was chosen for many reasons, one being the numerous innovative justice facilities located in its surrounding areas. Attendees had the opportunity to tour one of three nearby facilities: the Lenexa Justice Center, which includes the city’s police department and municipal court; the Johnson County Courthouse, the county’s new 28-courtroom structure housing county court functions and several justice partners; and the Johnson County Youth & Family Services Center, a minimum-security, therapy-based detention and treatment facility which provides robust services to youth and their families.
Long-time conference attendee Lorenzo Lopez, AIA, LEED AP, justice leader and associate principal with Nacht & Lewis Architects, remarked, “I was the [Justice Facilities Review] Jury Chair the year the Johnson County Youth & Family Services Center received a Citation Award. After seeing it in person, I am pleased at how well the design and building has withstood the last 12 years. I believe the bedrooms are nicer (and larger) than my college dorm room! The natural daylight, along with the design elements throughout, create a welcoming, therapeutic environment far from the institutional feel we often see in juvenile detention facilities.”
In addition to formal sessions, the conference offered many opportunities for networking and collaboration. Maybe it’s the lingering isolation hangover from the pandemic, but this year felt again like a reunion of sorts; the sense of community and shared purpose was palpable.
“Coming together once a year gives us the chance to share ideas, learn about industry trends, and hear from experts in the field,” said Conference Chair Carol Lanham, AIA, Associate DBIA, CCM, civic principal with Lionakis. “We are a small group. Some of us have known each other for years, so we also get to catch up with old friends, share some drinks and talk shop. I always leave the conference inspired, and this year was no exception.”
That said, next year is going to look a little different from the AAJ conferences of the past 30 years. The conference will be replaced with a one-day AAJ Symposium as part of the 2025 AIA Conference on Architecture & Design in Boston next summer. Visit conferenceonarchitecture.com to receive updates as the conference takes form and stay on the lookout for emails from the AAJ Leadership Group regarding details of the symposium.
This year’s conference was a refreshing look at the beautiful, restorative facilities justice architecture professionals have poured their heart and minds into creating. As Andy Pitts, AIA, OAA, LEED AP BD+C, principal with Treanor, who also served on the conference committee, reflected, “We were proud to have facility owners and
operators from Colorado, Wisconsin, Washington, South Carolina, Kentucky, and Kansas at the conference to share their unique perspectives on the evolving challenges in the justice field. Their innovative solutions addressed many of the pressing issues we face, contributing to a rich exchange of ideas that will shape the future of justice architecture.”
Erin Persky is principal, facility planner and programmer at Erin Persky & Associates.
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By Doug Beichley
Organizations are increasingly focused on building and operating sustainable facilities in their drive to be environmentally and socially responsible. One approach is to reduce the carbon footprint of correctional and justice facilities. To do this, we must all design, construct, operate, and locate our facilities to reduce or eliminate negative impacts on the environment and consumption of natural resources. While sustainable design measures may have a higher first cost, they can also reduce operations costs, result in improved building performance, and improve the health, safety and wellness of occupants.
As designers, contractors and operators we should endeavor to help create sustainable environments for all users,
including the residents, staff, the public, and everyone associated with justice facilities. While sustainability has been more of a focus within justice centers and courthouses, an increasing number of detention facilities are implementing sustainable features in their design, construction and functionality. It is important to balance security with sustainability in detention facilities and ensure that sustainable features do not compromise security and functionality. Every little bit helps.
Energy Efficiency:
Utilizing energy-efficient systems and equipment, lighting systems (including natural light) and building materials significantly reduces energy consumption. Techniques like using occupancy sensors, skylights or clerestory windows further optimize energy use. The use of geothermal wells and photovoltaic cells can also reduce energy consumption over the life of a facility.
Low-flow toilets, faucets and drip irrigation for landscaping that minimize water usage contribute to water savings. Using a water management system can save millions of gallons of water and virtually eliminate the issue of flooding plumbing fixtures by residents. Additionally, rainwater harvesting systems can provide irrigation or toilet flushing water.
Sustainable Materials:
Specifying recycled and rapidly renewable materials like reclaimed wood or recycled
lower utility bills. Additionally, durable, low-maintenance materials reduce longterm costs.
Improved Health and Well-being:
Increased access to natural light and ventilation creates a more comfortable and restorative environment for staff, residents and visitors. This can lead to reduced stress levels, higher staff productivity and retention, and improved mental health. At the new Larimer County Jail in Fort Collins, Colo., solar tubes were used to allow daylight through a 3-story structure and provide daylighting throughout the housing pods.
Sustainable facilities often include design elements that integrate them more seamlessly into the community, such as green spaces and community gardens. This fosters a sense of connection, can be a source of pride for the community, and demonstrates a commitment to environmental responsibility.
crushed concrete for granular fill minimizes a building’s environmental footprint. Additionally, using low-VOC (volatile organic compound) emitting materials improves indoor air quality.
Reduce, reuse, recycle and rebuy. Designing to minimize construction waste, preplanning to maximize efficient construction, selecting longer life cycle components, incorporating recycled materials, and selling or donating excess material instead of sending it to a landfill can significantly reduce waste.
Operational Cost Savings:
Even though the initial investment in sustainable design can be higher, the long-term savings in operational costs are substantial. Energy-efficient systems and water conservation practices translate to
An integrated design process like designbuild or construction manager delivery involves collaboration among architects, engineers, contractors and facility managers from the project’s inception. This helps ensure that sustainability goals are embedded in every aspect of the design and construction process.
Certifications and Standards:
Pursuing certifications such as LEED or WELL Building Standard can guide the sustainable design process and provide benchmarks for performance.
Renewable Energy Integration:
Justice facilities can benefit from onsite renewable energy generation. If space is available, solar panels, wind turbines, and geothermal systems can provide clean energy and reduce dependence on the grid.
By Torrey Sims
Setting roots down near his hometown in Northeast Georgia over two decades ago, who knew that what now-president and CEO Mike Smith and his team were creating at SteelCell would become a “household name” in the corrections industry. Fast forward 24 years to present day, and the company has grown from $4.5 million in revenue to nearly $100 million, diversified its offerings and markets, all while continuing to be a trusted, knowledgeable and high-quality prefabricated, modular cell and permanent structure manufacturer and supplier within the justice sector.
When starting my discussion with Smith, I asked him pointedly, ‘Did you ever think this is where you would be?’ He laughed, and replied, “You know what, I didn’t set out to make a career in the corrections industry, but once it gets a hold of you, it’s hard to let go.”
Diving into Smith’s career further, it’s important to note that — with as much success and growth that the company has had — Smith has never lost sight of his good fortune, of those who have supported him over the years, and of his focus on giving back to his community and the employees that have been essential to SteelCell’s growth.
“I am so proud of the team we have, and being able to provide an environment for them to thrive makes it all worth it,” said Smith.
introducing new folks to this market. It’s fun for me at the end of the day, and it’s exciting to see and support the younger generations coming up and making their mark. I feel good about the legacy we have in place.”
Recently, to cement that sentiment, SteelCell proudly revealed the appointments
of its key executive staff to further drive the company’s vision. The firm also unveiled its newly expanded manufacturing campus and made headlines with a strategic acquisition.
Making room for an influx of projects and new ventures, recent investments in equipment and facilities have allowed the company to expand its Baldwin-based campus by another 110,000 square feet of new manufacturing, warehousing and office space. The company’s expanded five-building campus now spans more than 260,000 square feet. The growth has substantially increased fabrication and storage capabilities to support the demand for both justice and non-justice solutions well into the future, according to a company statement.
Meanwhile, SteelCell also appointed several key personnel. This includes Stephen Venzon, who was recently appointed executive vice president and chief
operating officer after joining SteelCell as chief financial officer in late 2021. He led several of the company’s recent facilities investments and process improvements and in his new role will be tasked with driving several critical initiatives targeting capacity and capability improvements throughout supply chain and sourcing functions.
In addition, corrections industry veteran Doug Bruhns joined the company in 2023 as vice president of business development. Formerly with Oldcastle, Bruhns has
25-plus years of experience promoting efficient modular designs and the value of high-quality modular construction. Bruhns was recently appointed to EVP and chief commercial officer, responsible for growing SteelCell’s footprint in the justice market and developing a non-justice modular business.
Sheila Davison has also been a welcomed member of the team, joining SteelCell in 2024 as chief human resource officer. She brings over 12 years of experience in human resources to the role and is committed to fostering an inclusive company culture around employee engagement, transparency, workplace management and professional development.
Gordy Hunt, a seasoned sales leader with over 15 years of experience in driving business growth, has also joined SteelCell as the vice president of sales and business development for CareAffirm and non-justice products. CareAffirm is the company’s behavioral and mental health line for both justice and healthcare projects. This and other offerings in the nonjustice construction market have brought diversification and helped establish the company’s VITALSpace brand.
Along with its strategic investment in human capital, SteelCell has been branching outside of its traditional manufacturing capabilities and announced the acquisition of Midwest Portland, a manufacturer of highsecurity lock equipment. The acquisition will allow SteelCell to include a broader portfolio of custom security components in its base product and service offering.
Midwest Portland has a full line of tested mechanical locks, electromechanical locks, sliding door devices and security hardware to service the detention and high security markets for both new construction
and replacement application, according to a company statement. SteelCell is excited to expand its current customer base with the addition of the new product line and plans to develop new products, innovations and possibilities.
The decision to acquire Midwest Portland was one of deep, careful thought, but also quick execution due to the critical need and nature of the product.
“We started seeing some concerning consolidation in the specialty product arena and wanted to be part of a solution to provide more options to owners and to help fulfill the demand of the market,” said Smith. “One thing we realized is that lock technology in our market has not changed much since its inception, so this acquisition really brings in a tried-and-true proven product but also gives us the unique opportunity to scale it up for efficiency and competitiveness.”
At the end of the day, Smith believes that competition is healthy for the industry, and the acquisition helps to ensure project timelines and, ultimately, client success.
“We encouraged others to do the same [when it comes to branching out from traditional areas of business in order to fulfill a crucial need], including Willoughby (Locking Systems), so that clients have multiple options available to them,” said Smith.
Currently, SteelCell is providing its lock (named the “SteelCell Lock” for now, but subject to change as the company builds its new offerings) to interested clients but also continuing to educate the marketplace on all available options for their needs and schedules.
“For the future of this product, it’s
really looking more so at utilizing what’s there now in terms of its basic, albeit lifecritical components, and then innovating through the use of modern-day technology,” explained Smith. “Without changing the lock dramatically, we will be able to get more information out of it and make it more useful for the operators. One hope is that we can provide updates to facility personnel to indicate when the lock needs service before it fails.”
While Smith and SteelCell have been busy with recent company news, they have also been hard at work completing jobs around the country and for several Caribbean Island entities. SteelCell focuses on justice projects of all scales and typologies, from jails, to prisons, to mental health and behavioral health facilities as well as
juvenile and federal projects. In recent years, SteelCell has been a big advocate and provider of solutions for facilities that serve mental health populations and offer new, innovative approaches to treatment and inmate care.
“One of the things we are seeing with incarcerated populations across the board is more and more individuals with medical and mental health needs. We as an industry have been working together to deliver solutions, including developing more ‘normative environments’ and utilizing light and sound technology, along with strong commitments from the design community to enhance outcomes for those housed in our units,” said Smith. “I think everybody in our industry needs to approach the future as if the majority of incarcerated population will fall under the inmate-slash-patient category, and that is something we are going to see across all correctional facility types across state and county lines.”
Outside of new solutions for the company, Smith also is very much engulfed in the company’s bread and butter manufacturing and supply of modular steel cell units. He sees trends building for larger facilities with additional programming services, including a massive project he is proudly contracted on for Westville, Ind. The new men’s facility is set to open in 2027 and will include nearly 4,200 beds, totaling more than $1.2 billion in construction costs. Other projects to watch include the new Borough-Based Jails in New York City and the facilities’ approach to treatment, designing in urban settings, and how the projects inspired discussions on partnerships and win strategies within the larger construction industry.
As SteelCell looks ahead, Smith reminds us that it is never too late to take a fresh look at your product and, rather than be resistant to change, have a growth and solutions-oriented mindset to always stay ahead of the rapidly changing needs of the corrections industry.
For more information about SteelCell or its products and services, please contact Doug Bruhns at doug.bruhns@steelcell.com
platform for them to express their concerns. I made myself available and approachable to answer their questions. Eventually, an understanding was reached, and to this day, I remain friends with some of the former committee members.”
Bazan also provided frequent tours inside the jail educating not just the committee on current conditions, but outside medical staff, therapy providers and elected officials.
Over the past several years in identifying the speed bumps in the road that can delay or even thwart the development of a much-needed detention facility, several commonalities can be identified. As Bazan points out, the biggest is the lack of knowledge or awareness of need. Some of the more common obstacles are:
• Not thoroughly identifying the goal and available methods to achieve those goals. As a result, the pursuit of perfection becomes the enemy of progress. Nothing gets built, and the old inadequate jail remains in operation — to everyone’s dismay.
• Not building public interest and/or approval or consensus. Bazan excelled at this.
• Not identifying a specific funding source. Often, jurisdictions get down the road without a consensus on renovation or new construction and the consequential costs and goals of a new facility.
• Not identifying competing interests. Are there other facilities that need to be addressed as well? Can interests be combined? Can a master schedule allowing both projects to progress be implemented?
• Not acting in a timely manner. The longer a project lingers, the more interest wains, despite the increasing need.
• Not thoroughly planning for an operational and architectural program/scenario development. Does the planning specifically meet user/owner needs and the needs of their constituency?
• Not building consensus amongst staff and administration. Is there adequate communication and consensusbuilding between the sheriff’s office, the law enforcement community and the county administration?
• Not planning adequately for transition. Staffing costs should be projected as part of the operational and architectural programming exercise. No one wants to see a new empty facility awaiting funding for staffing.
• Not thoroughly vetting and planning for an appropriate delivery method. Is the design and construction industry on board with the proposed procurement methodology? In some instances, RFPs have been issued for specific projects and have received no responses.
San Mateo County ultimately realized the positive impact of the new jail in part through the community’s City Trees beautification program. In the jail plan, an outside area was designed and dedicated for inmates to learn to plant tree saplings, amongst other vocational programs. This became one of the horticultural programs that benefitted the detainees, staff, visitors
and the city.
If this entire article could be reduced to one phrase of advice, it would be: “Develop and maintain proactive communication with all stakeholders and gatekeepers.”
“What the above approach ultimately did was create ambassadors of a positive message of support,” Bazan concluded.
By Greg Offner
I can state without doubt, the criminal justice design and construction industry continually focuses on the safety and security of the public, staff and those in custody in design and construction of every facility. For the most part, the availability of funding drives the level of any enhanced security incorporated into a facility, and the design and construction industry are continually searching for solutions that provide our facilities with the ultimate in security for the lowest possible cost.
However, regardless of a safe and secure design, having the best state-of-the-art security system does not guarantee a safe and secure facility. Hand in hand with the design and systems, having the proper systems and measures (policies and procedures) in place in the event of a security threat, situation or actual breach is a critical success factor. Not having both good design and a good security system, coupled with policy and procedures that are reinforced with regular training on how to deal with these events will cause you restless nights. You won’t be counting sheep; you’ll be counting events.
I won’t go into cyber and data security in this article. I’m not qualified, nor do I have experience in this area of security. What I will share with you are my lessons learned when it comes to public buildings, courts and detention facility security both inside and outside the secure perimeter.
One need not look further than the occurrence in Washington D.C. on Jan. 6, 2021. The Capitol Building security systems were enabled, lights went on, alarms sounded, and the cameras and recorders were able to capture practically every moment of the attack. Did our U.S. Capitol Building have a state-of-the-art security system? Probably. Chances are the architect of the Capitol Building spared no expense incorporating the latest and greatest cameras, alarms and threat detection devices available. Perhaps the flaw in the building’s protection system was compounded by a lack of situational awareness combined with no specific policy and procedure written or training on how to deal with such an event? I don’t know, but the point I am trying to make is that awareness and preparedness are critical.
I like to believe many of our Correctional News readers are rarely placed in harm’s way, nor do we live, work and play in unstable or hostile environments. However, in many areas of our country, people do. Regardless of our environments, there are several very simple processes we can apply to our lifestyles to complete the circle of protection, bundled into a measure called situational awareness. Below are a few processes that could be utilized to enhance situational awareness that require zero or a minimal capital investment:
A best practice is to maintain situational awareness of national events and ongoing threats in your community. The most recent published Bureau of Alcohol, Tobacco, Firearms and Explosives guidance suggests that Explosive Related Incidents (ERI’s) totaled over 18,000 in 2023. Of those, there were 770 actual explosions with 320 actual bombings, causing over 100 injuries and 22 fatalities. Geographic data showed that California had the most actual explosions at 58 (more than one per week) while a few states like Maine and Delaware had zero.
Imagine if you will, how many government buildings
across the U.S. were forced to be evacuated. I couldn’t find the exact numbers on how many jails and prisons experienced explosive-related incidents, yet I am sure there were quite a few that did — and that their directors and staff had a few sleepless nights. How many facility managers and operators reading this article were made aware of these occurrences? How many have written policies and procedures in place, and how many train their staff regularly on ERI situations?
If you want a good night’s sleep, make sure your staff is trained to take any threatening or malicious telephone call, email, facsimile, or bomb threat seriously. If such a message is received, obtain and record as much information as possible to assist in identification of the caller. Training phone operators and other staff in bomb threat protocols is a best practice. The training will discipline staff to stay calm, record the time of the call, the exact words, any distinguishing features of the caller, and any background noise. Develop bomb-threat information forms to assist if not already in place.
In light of the multitude of bomb threats, other no-cost measures could include ensuring all levels of personnel are notified via briefings, e-mail, voice mail and signage of any changes in threat conditions and protective measures. Encourage personnel to be on guard at home as well. Encourage them to train their family members to alert and immediately report any situation that may constitute a threat or suspicious activity. Post emergency telephone numbers for police, fire and rescue. Encourage your spouses, children and neighbors to memorize important numbers. Know the location of the closest police stations, hospitals, schools, etc., and have and practice an emergency evacuation plan.
A best practice is to maintain situational awareness of your environment. Inside correctional facilities, every day there is the potential for assaults. Correctional officers are tuned into recognizing changes in inmate behavior. These personnel are trained to take notice and report suspicious packages, devices, unattended briefcases or other unusual materials immediately. They know what not to handle or attempt to remove any suspicious objects.
Outside the secure perimeter, however, the world is a different place. Encourage personnel to avoid routines, vary times and routes to and from the facility, pre-plan and keep a low profile, especially during periods of high threat. Inside, make sure personnel know the locations of emergency exits, escape routes, areas of refuge and stairwells. Most of all, encourage personnel to keep their family members and supervisors apprised of their whereabouts. This action alone will prevent many a sleepless night.
A best practice is to maintain a threat-deterrent appearance. Actions as simple as increasing the number of visible security personnel, wherever possible, can be a threat deterrent. Rearrange exterior vehicle barriers, traffic cones, and roadblocks to alter traffic patterns near facilities and cover by alert security forces. Institute/increase vehicle, foot and roving security patrols varying in size, timing and routes. Implement random security officer shift changes and have personnel on standby for contingency planning. Limit the number of access points and strictly enforce access control procedures.
Implement stringent identification procedures to include
conducting 100% “hands on” checks of security badges for all personnel, if badges are required. Remind personnel to properly display badges, if applicable, and enforce visibility. Routinely reprogram access card keys. Require two forms of photo identification for all visitors and escort all unofficial visitors entering and departing. X-ray scan all packages, if possible, prior to entry, and inspect all handbags and briefcases. Validate vendor lists of all routine emergency deliveries and repair services and approach all illegally parked vehicles in and around facilities, question drivers and direct them to move out of the area immediately. Unoccupied vehicles should be examined and, if deemed harmless, have vehicles towed out of the area.
Security measures for facilities that provide the ultimate in security for the lowest possible cost require planning, training and discipline. For public buildings it can be as simple as arranging for law enforcement vehicles to be parked randomly near entrances and exits. Review current contingency plans and, if not already in place, develop and implement procedures for:
•Receiving and acting on threat information
•Alert notifications
•Terrorist incident responses
•Evacuations
•Bomb threats
•Hostage and barricade situations
•Chemical, biological, radiological and nuclear threats
•Consequence and crisis management
•Accountability
•Media
Having a few measures to enhance situational awareness that require zero or minimal capital investment is the best method for optimizing your electronic security systems and reducing the amount of tossing and turning you will be doing at night.
When the aforementioned plans and procedures have been implemented, conduct internal training exercises and invite local emergency responders (fire, rescue, medical and bomb squads) to participate in joint exercises. Coordinate and establish partnerships with local authorities to develop intelligence- and information-sharing relationships. If you take these steps on a regular basis, you will be able to go home and fluff your pillow with confidence.
There are some security measures you can implement that have a cost, but you can enhance security for a minimal amount of capital expense if you execute the plan correctly. It is a best practice to maintain a rainy-day fund for high-value, low-cost security improvements. Inside the administration building, if you haven’t already, consider
installing telephone caller I.D. that will record all numbers coming into the facility. Incoming calls without I.D. should automatically be blocked. Announcing that there is regular monitoring of non-official phone calls, if allowable, is also good practice. Outside, increase perimeter lighting and deploy visible security cameras and motion sensors beyond the normal “boundary” of the secure perimeter. Remove vegetation in and around perimeters, maintain regularly and install special locking devices on manhole covers and grates in and around facilities. Institute a robust vehicle-inspection program to include checking under the undercarriage of vehicles, under the hood and in the trunk. Provide vehicle inspection training to security personnel. Deploy explosive detection devices and explosive detection canine teams. Initiate a system to enhance mail and package screening procedures (both announced and unannounced) and implement a pallet-free environment inside the perimeter.
Finally, I recommend budgeting to have an outside consultant conduct a cold-eye
Design & Construction, from page 14
firm Vanir, which is serving as the owner’s representative, worked closely with other project team members to ensure that the number of beds ultimately included would accommodate the existing inmate population and future population growth as well as adequate space for staff members. The firm also helped to balance the county’s priorities of ensuring that the modern building could offer mental health facilities, training space, and all necessary support spaces while remaining economical.
“During the conceptual and programing phase of the project, numerous building designs were discussed and vetted for efficiency, aesthetics and timely construction,” said Richard Cox, senior project manager with Vanir. “We ultimately chose to do a precast double-tee structure on piers with grade beams, precast insulated walls, and high-efficiency windows and roofing system.”
“This particular building type was a good candidate to utilize a precast structure and enclosure,” Clatterbuck added. “(Opting for precast) required us to consider a lot of early coordination items from a structural standpoint and work through the engineering exercise associated with the precast design.”
To adhere to an aggressive schedule, steel prefabricated cells by Georgia-based SteelCell were used for most of the facility, with some areas composed of masonry construction. Office and administration spaces use typical metal studs and drywall. As the building also uses a significant amount of CMU block, the team was also concerned about the area’s strained labor market.
“CMU is such a large component of a corrections facility, and there are only so many local masons available that can service that large of a project,” Clatterbuck said. “We tried to find opportunities to reduce the use of CMU as much as possible, whether that’s partial height walls or some other strategies.”
Thanks to these strategies, work on the project remains on schedule, and the first cell modules were delivered for installation in early November. The facility is scheduled for substantial completion in December 2025.
vulnerability study that focus on physical security, structural engineering, infrastructure engineering, power, water and air infiltration locations. Professional, third-party assessments are worth every penny. Of course, inside the walls nothing beats the counter-surveillance detection measures that can be provided by snitches. They may not be 100% fool-proof, but if you want to get a good night’s sleep you should take advantage of any and all information possible.
Greg Offner is a criminal justice consultant serving the planning, design, and construction community and is a valued member of the Correctional News Editorial Advisory Board.
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Modular or Prefabricated Construction:
Modular cells are now common elements of detention centers across the country. Prefabricated components are built in controlled factory settings and then assembled onsite, saving time and reducing construction waste and environmental disturbance.
The design-build team of JE Dunn Construction, Treanor and Fentress Architects recently completed the Johnson County Courthouse in Olathe, Kan., which achieved LEED Silver certification. The design and construction teams worked closely with Johnson County officials to implement several sustainable features. As thermal comfort and indoor environmental quality were very important to the project, it includes, the building maximizes natural light and offers views to the outdoors. Building users can also control the lighting with strategic shading internally and externally. An outdoor patio was developed on the second floor so that users can enjoy the fresh air without going in and out of security. The entire site development has enhanced the community’s downtown, as the project is located on a former high-priority brownfield site and includes materials that were salvaged and recycled from the previous courthouse, which was located across the street before its demolition. That site has now been developed into an active green space and park.
Operational efficiency and occupant health and wellness are becoming more of a focus on many project as well. JE Dunn Construction recently went through the process to achieve Gold level for WELL Building for the company’s corporate headquarters in Kansas City. We have been incorporating WELL Building strategies into our clients’
facilities and are very interested in helping our clients to own, operate, and maintain their facilities in the most efficient and healthy manner possible.
Additionally, water efficiency is imperative, especially at some locations in the southwestern United States. JE Dunn Construction was the construction manager for the 3,240-bed La Palma Correctional facility in Eloy, Ariz., where we implemented several sustainability features but focused on water conservation measures in particular to reduce operational costs and conserve water use. We utilized low-flow fixtures for toilets and showers and with a water treatment plant on campus were able to process grey shower water and reuse it to flush toilets throughout the housing units. The grey water system conserved an estimated 20 gallons of water per inmate per day which equated to 23 million gallons in annual water savings. We also utilized waterless urinals in the administration areas and high R-value roofing with reflective surface, reducing HVAC loads and energy consumption and yielding significant cost savings over the life cycle of the building. We also utilized energy-efficient lighting and high-efficiency rooftop HVAC units.
Sustainable design and construction in justice facilities is gaining momentum throughout the world. As architects, engineers and policymakers collaborate more, innovative solutions will continue to emerge. By prioritizing sustainability, we can create justice facilities that are not only secure and functional but also environmentally responsible and contribute to the wellbeing of everyone involved in the justice system.
