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Jeff Beard
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Former Secretary of Corrections for California and Pennsylvania
Bryan Collier Executive Director, Texas Department of Criminal Justice
Nicholas Deml Commissioner, Vermont Department of Corrections
Chadwick Dotson Director, Virginia Department of Corrections
Jeff Dunn Former Commissioner, Alabama Department of Corrections
Helen Hanks Commissioner, New Hampshire Department of Corrections
Todd Ishee....................................................Former Secretary, North Carolina Department of Adult Correction
Edwardo Jackson Captain, Travis County Sheriff’s Office, Travis County, Texas
Rob Jeffreys Director, Nebraska Department of Correctional Services
Shawn Laughlin Commander, Broomfield Detention Center
Marc Levin Chief Policy Counsel, Council on Criminal Justice
Brian Lovins, Ph.D. Principal, Justice System Partners
Kelly A. Martinez Sheriff, San Diego County
Larome Myrick, Ph.D. Executive Director, Rhode Island DCYF
Tyrone Oliver Commissioner, Georgia Department of Corrections
Wayne Salisbury Director, Rhode Island Department of Corrections
Cory Salzillo Managing Partner, WPSS Group
Nneka Jones Tapia, Psy.D. Managing Director for Justice Initiatives, Chicago Beyond
Josh Tewalt Former Director, Idaho Department of Correction
Felice Upton Former Asst. Secretary, Juvenile Rehabilitation, Washington DCYF
Tim Ward Former Commissioner, Georgia Department of Corrections
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EDITORIAL ADVISORY BOARD
Chad Dotson, director of the Virginia Department of Corrections; Todd Ishee, former secretary of the North Carolina Department of Adult Corrections; and Marc Levin, chief policy counsel for the Council on Criminal Justice (CCJ), are the three newest members of the Correctional News Editorial Advisory Board.
Judge (ret.) Chadwick Dotson is the director of the Virginia Department of Corrections. He received his bachelor’s degree from the University of Virginia and his Juris Doctorate from Georgetown University Law Center. After a short stint in private practice, Dotson was elected in 2003 as attorney for Wise County and the City of Norton. While in this role, he was appointed as a special assistant United States attorney for the Western District of Virginia. In 2007, Dotson was elected by the Virginia General Assembly to the General District Court bench. He was elevated to the Circuit Court bench in 2011 and reappointed in 2019. He served as the chief judge of the 30th Judicial Circuit and presided over the Circuit’s Recovery Court program for the entirety of his tenure on the Circuit bench. In addition, Dotson served a term on the State Drug Court Advisory Board, appointed by the chief justice of the Supreme Court of Virginia. After retiring from the bench, Dotson served as dean of students and distinguished professor of law at the Appalachian School of Law, where he taught constitutional law, criminal law and criminal procedure. In 2022, Gov. Glenn Youngkin appointed Dotson to serve as the chair of the Virginia Parole Board, where he was agency head until 2023 when he was appointed department director.
As former cabinet secretary of the North Carolina Department of Adult Correction, Todd Ishee oversaw 30,000 incarcerated people, 85,000 offenders and 20,000 employees—while managing a $2.1 billion budget. During his tenure, Ishee built strong leadership and staff collaboration, while ensuring the safety and rehabilitation of residents. Previously, Ishee served as commissioner of prisons for the North Carolina Department of Public Safety, where he managed 55 adult correctional facilities and led initiatives in prison reform and violence reduction. He spent three decades with the Ohio Department of Rehabilitation, where he began his career as a correctional officer.
Marc Levin is chief policy counsel for the Council on Criminal Justice, bridging legal scholarship, policy innovation, and bipartisan collaboration to advance practical, evidence-based criminal justice solutions. His work continues to shape state and national dialogues on creating a fairer and more effective justice system. An attorney and prolific author, he founded the Texas Public Policy Foundation’s criminal justice program in 2005, driving bipartisan reforms that spurred dramatic declines in Texas’ crime and incarceration rates. In 2010, this success led him to develop the concept of the foundation’s Right on Crime initiative. Levin graduated with honors from the University of Texas and earned his Juris Doctorate with honors from UT Law in 2002. He clerked for Judge Will Garwood on the U.S. Court of Appeals for the Fifth Circuit and worked as a staff attorney at the Texas Supreme Court.
A/E/C
DLR Group recently welcomed Principal Jim Miller, AIA, as a new member of its Justice+Civic leadership team. Based in Phoenix, Miller is a seasoned architect and project executive with 34 years of experience. He brings a portfolio of impactful justice and civic architecture and a deep commitment to community-driven design. Miller joins DLR Group after an 18-year tenure at a renowned national firm where he led a broad range of awardwinning justice and civic projects, including notable work such as the Salt River Pima-Maricopa Indian Community Justice Center, which received an AIA National Honor Award, and the Southeast Justice Center, which earned both RED and AIA Arizona Honor Awards. Miller began his career in the A/E/C industry in 1984 and has steadily advanced through key design and leadership roles at local, regional and national firms. He has amassed an impressive range of project experience, including civic and governmental buildings, behavioral health centers, higher education athletic and office facilities, crisis housing and equitable community master plans. His work is noted for its sustainability, regional sensitivity and dedication to historically underserved populations.
CORRECTIONAL AND ORGANIZATIONAL LEADERS
role, DeBroux will serve as legislative liaison, promoting legislative and policy priorities of the GDC and the primary contact with members of the Georgia General Assembly. Additionally, DeBroux will be responsible for supporting strategic planning and the development and implementation of an agency tracking system of strategic initiatives and policy development. DeBroux joined the Georgia Department of Labor (GDOL) in 2023 as an external affairs specialist. He was promoted to chief of staff and was responsible for managing statewide operations, facilities, legislative and external affairs as well as bringing security in house. Under his leadership, GDOL strategically invested $1.7 million in transformative capital improvement projects, modernizing facilities, upgrading HVAC systems and boosting energy efficiency.
The Arizona Department of Corrections has appointed Thomas Arbaugh, Ed.D., as deputy assistant director. Arbaugh will support the holistic rehabilitation of inmates by working to develop education, counseling and treatment, program development and faith services. Arbaugh has served as acting deputy assistant director for education and programs since February, prior to which he held the role of faith services administrator. He has also been a chaplain with CommonSpirit Health since 2018. Arbaugh received a Master of Divinity from Emmanuel Christian Seminary and a Master of Science in mental health counseling from Milligan College before earning a doctorate in organizational leadership from Grand Canyon University.
Marshall Clement was recently named director of the Council of State Governments Justice Center, providing strategic leadership to advance the organization’s mission of strengthening public safety, improving justice systems, and supporting state and local leaders nationwide. For 20 years Clement has played a key role in shaping many of the organization’s impactful initiatives. As director of the State Initiatives Division, he led the Justice Reinvestment Initiative, partnering with policymakers in 27 states to develop data-driven policies that reduce corrections spending, lower recidivism and enhance public safety. His expertise in criminal justice policy, data analysis, and bipartisan collaboration has helped inform policy and practice changes across the country.
Georgia Department of Corrections (GDC)
Commissioner Tyrone Oliver announced the appointment of Louis DeBroux III to serve as assistant commissioner of the Office of Research, Strategic Planning and Government Relations. In this
Dana Shoenberg has accepted a new position as the inspector general for Maryland’s Department of Juvenile Services, where she will advance positive change for young people and their families. Before taking on the role Shoenberg was director of the National Prison Rape Elimination Act Resource Center for three years, prior to which she was a senior manager for the Pew Charitable Trusts’ Public Safety Performance Project. She also served as an expert consultant to the U.S. Department of Justice and as an independent auditor for the Federal Consent Decree between the Department of Justice and the State of Mississippi. She holds a Master of Law from Georgetown University Law Center and a Juris Doctorate from Yale Law School.
Dotson
Arbaugh
Clement
Miller DeBroux
Shoenberg
CALENDAR
Ishee
Levin
DIRECTOR’S REPORT
STATE OF MONTANA
REPORT DIRECTOR’S
Montana Department of Corrections: Building the Future of Corrections in Big Sky Country
By Brian Gootkin
I arrived at the Montana Department of Corrections (MDOC) in Helena after my appointment by Gov. Greg Gianforte in 2021 as its biggest critic. As a multi-term Gallatin County Sheriff, my experience with the MDOC was the constant stream of MDOC inmates plugging up my detention center, leaving little room to house offenders arrested locally. But instead of complaining and criticizing, I decided to throw my hat in the ring for the position of director.
The
Journey
It didn’t take long for me to realize the department was constantly under attack by the public, legislature and yes, sheriffs. Both male and female adult prison populations have been steadily increasing, and the department received minimal funding for maintenance of prison infrastructure, let alone new construction, for decades. Montana State Prison opened its current location in 1970 and much of that original infrastructure remains. Imagine 17 inmates sharing one sink, one shower and one toilet in a dormitorystyle unit built about 40 years ago. As boilers broke in sub-zero weather and door controls catastrophically failed, ensuring the safety and security of staff and inmates became our priority.
Gov. Gianforte and Montana Legislators for the Win
It’s hard to express the gratitude the department feels for the support it has received from Gov. Gianforte and Montana legislators. Over the past two legislative sessions (2023 and 2025), lawmakers allocated $701.5 million for MDOC employee raises and infrastructure projects ranging from construction of new buildings to repairs or replacement of antiquated HVAC systems, boilers, sewer systems and water lines.
In 2023, Montana legislators delivered funding for rapid relief relative to jampacked local detention centers. This allowed the MDOC to transfer male inmates from Montana State Prison to out-of-state prisons. Lawmakers extended that funding in the 2025 session, allowing the MDOC to maintain those placements. Today, Montana has 600 inmates housed in out-of-state facilities. While not an ideal or long-term solution, it allowed us the necessary space to effectively manage our prison population and reduce jail overcrowding. We are committed to returning our inmates to Montana as soon as new construction comes online.
The 2023 Montana Legislature also provided the MDOC with funding to replace three dormitory-style prison units and renovate another unit ($156 million). While the overall impact of this construction project on bed counts was 112 additional beds, the construction of an additional two units (at a cost of $171 million) approved during the 2025 legislative session will add 512 beds to Montana State Prison’s current capacity of 1,551 beds.
Since receiving the funding, we have been collaborating with corrections design and construction experts DLR Group and Sletten Construction to ensure the new units will
offer a safe, secure, and healthy environment for the staff and the inmates under our care. As part of our research, we visited newly constructed prisons—including Coyote
Rep. John Fitzpatrick, Gov. Greg Gianforte, Director Brian Gootkin and MSP Warden Jim Salmonsen participated in a groundbreaking ceremony at Montana State Prison on April 29.
Wallace Building: With funding from the 2023 legislative session, the Montana Department of Corrections is working to design an addition to its administrative building to include a workout facility, locker rooms, cafeteria/break area and sleep accommodations.
Photo Credit (all): Montana Department of Corrections
Ridge in Washington, Bledsoe County Correctional Complex in Tennessee and Utah State Correctional Facility in Salt Lake City—to learn from their successes and avoid the shortfalls they identified.
From that, we developed a plan that follows modern correctional construction best practices including versatility of use (multiple classification levels), improved line of sight, enhanced security technology, expanded space for inmate programming and education, and improved natural light. By using these best practices, our employees will be safer and more efficient in their duties. We anticipate the new building will be ready for inmates in August 2028.
Also with funding from the 2023 legislative session, we are working with our design team, contractors, and members of the Montana State Prison Wellness Committee to design an addition to our administrative building that will include a workout facility, locker rooms, a cafeteria/break area and sleep accommodations. This is a critical investment in our staff and their overall well-being.
What’s Next
As part of the $455.5 million allocated to the DOC for infrastructure projects in the 2025 legislative session, lawmakers set aside $250 million for the Future of Corrections Fund. This provides funds for the evaluation of options for our entire population management, construction, renovation, and purchase of correctional facilities as well as operations and maintenance. We are in the evaluation stage of this effort, but our consensus is that this will allow us to address our rapidly expanding female inmate population.
Not by Accident
This success and investment didn’t happen by accident. Yes, the right set of conditions were in place in terms of the political climate in Montana, but we also needed to be transparent and strategic in our efforts.
MDOC took the following actions:
· Addressed challenges to the extent of our ability with available resources
· Worked closely with the governor and his budget office
· Shifted from a culture of “Gotcha” to “We’ve got you”
· Reduced our correctional officer vacancy rate at Montana State Prison from 40% to 4%
· Educated legislators about challenges and invited them on numerous tours of all of our facilities
· Informed legislators about our anticipated needs and presented supporting data
Overall, Gov. Gianforte and Montana legislators have provided a generational investment in our people and infrastructure, and we are extraordinarily thankful. Together we’ll create a safer Montana through accountability, rehabilitation and empowerment.
The Future is Bright
community leading successful lives. The CAC meets with new offenders entering our facilities to provide them with hope. They are also a sounding board for new policies and tools the executive team is considering implementing.
Brian M. Gootkin was appointed by Gov. Greg Gianforte to serve as the director of the Montana Department of Corrections in 2021. He previously also served as the Gallatin County Sheriff. During his 27-year tenure with that office, Gootkin served as patrol deputy, detective with the Missouri River Drug Task Force, jail administrator and undersheriff.
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Correctional leaders’ time with their agency is limited, and since day one I’ve been focused on helping to build teams and systems that will continue winning. We have built one of the best executive teams in Montana. Some of the things we’ve done to ensure continued success include:
· Creating an Innovation Unit that is responsible for measuring outcomes throughout our agency while being progressive with safety science, data, technology and desistance/recidivism
· Creating a wellness manager position and committee to focus on taking care of our people throughout the department
· Forming a committee of young adults throughout our agency to discuss recruitment and retention for this generation’s workforce
Finally, we created the Citizens Advisory Council (CAC), a group of justice-involved citizens that are in the
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How Owner’s Reps Are Leading the Charge in Modern Corrections Projects
Once considerered project watchdogs, today’s owner’s representatives are strategic leaders dedicated to delivering results
By Kat Balster
As corrections construction adapts to the demands of a shifting justice landscape, the role of the owner’s representative (OR) is quietly undergoing a fundamental transformation. No longer simply budget watchdogs or schedule enforcers, modern ORs are stepping into complex leadership roles, bridging political divides, facilitating stakeholder alignment and guiding agencies through uncharted waters.
Correctional News spoke with four industry veterans—Ed Whatley, senior vice president and director of program management at CGL Companies; Tim Hancock, senior executive director and national justice lead at Vanir; Cameron Glass, director of justice at Kitchell; and Bill Dobyns, senior project management director at Turner & Townsend Heery—to understand how today’s ORs are redefining success in the field.
From Enforcer to Partner
While the title hasn’t changed, the expectations certainly have. Whatley noted that it’s not the role itself that has shifted, but rather the world around it.
“Clients are experiencing unprecedented volatility and uncertainty,”
Whatley said, “It is becoming more difficult for program managers to promise or predict future outcomes with any certainty.”
In this new context, ORs are being asked to do far more than keep a project on schedule. They must help owners make timely, project-specific decisions in an environment where the only constant is change. That uncertainty has driven the role beyond basic oversight.
Hancock described the shift as a move from technician to strategist: “The role has shifted from being primarily technical and schedulefocused to being a strategic advisor and consensus builder.”
Hancock also noted that ORs are now shaping delivery models, managing public expectations and facilitating early stakeholder alignment, especially on projects with political or social sensitivity.
Glass emphasized that early involvement with an OR is critical.
“We’re brought in early, often before design teams are selected, to help shape RFQs and align contracts with long-term goals,” Glass said. “It used to be about keeping the project on track; now, that is just the starting point.”
The evolution is particularly visible in projects using alternative delivery models. According to Dobyns, collaboration has
See Owner’s Rep Report, page 33→
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JE Dunn, Treanor Architects Team Up to Expand Douglas County Courthouse, Construct New Public Safety Building
By Tim Ockinga
Douglas County, Kan., broke ground earlier this year on an $82 million civic and public safety project that marked the largest capital improvement project in the county’s history. The county hired Treanor Architects, whose experts recommended bringing on a construction manager at risk (CMAR) to understand operations at the existing Judicial and Law Enforcement Center (JLEC), evaluate options to optimize operations and provide accurate cost estimates to support informed decision-making.
Originally constructed in 1974, the JLEC houses Kansas’ seventh judicial district court, nine judges, the district attorney’s office, and several public services, including the sheriff’s office and emergency communications. Since its last addition in 2000, the JLEC, like many other U.S. courthouses, has needed significant updates to meet modern standards for improved security and accessibility, increase operational efficiency, and enhance technology availability. Douglas County also wanted to explore ways to improve sustainability and streamline the user experience. The county recognized the
value of bringing a CMAR on board early, and hired JE Dunn Construction, leveraging lessons learned from its previous design-build collaboration with Treanor on the neighboring Johnson County Courthouse.
“For years, the county explored solutions to its space deficiencies but lacked a wellinformed plan. It became clear that addressing the complexity of the issue required input from all design and construction disciplines,” said Jay Zimmerschied, Douglas County capital projects coordinator. “Engaging all groups early fostered idea-sharing, rapidly shaping the project’s direction. Once all partners collaborated at the same table, every facet of the project became clear. This early involvement led to swift project definition and a practical implementation plan for the county’s preferred solution, moving us forward in a positive direction.”
“For a complex project involving both renovation and new construction, having JE Dunn involved in the design process was instrumental. Their early collaboration helped us achieve a realistic budget and develop a cost-effective phasing strategy.”
– Jeff Lane, principal at Treanor Architects
Dunn worked with Douglas County for more than a year before breaking ground. Early in the concept design phase, JE Dunn calculated detailed cost estimates for multiple design options and massing diagrams. Discussing different budgets and scope options before Treanor began design work allowed the team to define a clear vision and avoid unnecessary revisions before the county made a final decision. The estimates set the foundation for more than six potential paths forward, including some strategies and solutions from the Johnson County Courthouse that improved efficiency and safety.
Treanor Architects and JE Dunn Construction are collaborating on the project, which will improve security and optimize operational efficiency.
Douglas County, Kan., holds Jan. 24 for the JLEC and Public Photo Credit: Courtesy
Ultimately, Douglas County selected a hybrid option, which includes: `
· A new 55,000-square-foot addition to the JLEC with six courtrooms, judges’ chambers, staff offices and holding areas
· Renovation of 57,000 square feet of the existing JLEC to improve safety, with new entrances and separate pathways for people in custody, court staff and judges, and the public
· Upgrades to ensure ADA compliance throughout the facility and installation of new cameras and audio equipment in courtrooms
· Construction of a new 37,065-square-foot public safety building to house the sheriff’s office, emergency communications, and management services, with room for evidence storage and garage space for equipment and vehicles
As schematic design progressed, the team studied how to best integrate the JLEC addition with the existing building and reviewed optimal entry points for public users. Working with a partner JE Dunn already knew and trusted throughout these early stages helped the team identify the most space- and cost-effective solution: keeping the existing entrance while expanding the security checkpoints.
DESIGN & CONSTRUCTION
comprehensive designs and JE Dunn’s construction expertise, the project came in under budget, allowing the team to reintegrate sustainable features, including solar panels mounted on pedestals around the Public Safety Building and installed on the JLEC roof. These additions support long-term operational savings and sustainability goals. Early partnership and active engagement from designers, county leadership and the broader community are essential to a project’s success. For complex projects, involving a general contractor during preconstruction brings valuable perspectives that shape thoughtful and innovative solutions that align with the shared vision and are carefully tailored to meet the community’s needs.
“For a complex project involving both renovation and new construction, having JE Dunn involved in the design process was instrumental. Their early collaboration helped us achieve a realistic budget and develop a costeffective phasing strategy,” said Jeff Lane, principal at Treanor Architects. JE Dunn project manager Ali Lawson has been pivotal to sequencing construction plans with minimal disruption to court operations, local businesses and the community.
“It’s all about understanding how these systems function together,” said Lawson.
“Getting all of the user groups in a room a year ahead of time is what makes for a seamless transition from one building to another.”
Groundbreaking for the JLEC addition took place in January and for the new Public Safety Building in March. Since then, the team has seen growing returns on its early coordination and shared vision. Thanks to Treanor’s
Tim Ockinga has worked with JE Dunn Construction for 16 years. He serves as group manager on the project to update Douglas County’s Judicial and Law Enforcement Center after previously helping lead the designbuild Johnson County Courthouse project, which was completed in 2020.
a groundbreaking ceremony Public Safety Building project.
Courtesy of Douglas County
Virginia DOC Pushes Boundaries with Tech-Driven Transformation
The state is leveraging cutting-edge tools to improve safety, intelligence gathering and operational efficiency
By Kat Balster
When Chadwick Dotson took the helm as director of the Virginia Department of Corrections (VADOC), he brought with him a bold vision: to position Virginia as a national leader in correctional safety, intelligence and technological innovation. A former prosecutor and judge, Dotson saw gaps in investigative and intelligence processes that he believed could be resolved with a unified law enforcement strategy and smarter use of existing data.
“I saw immediately that there are real challenges,” Dotson said. “There was a division in workload and a division in culture, and it was not conducive to successful prosecution.”
In response, Dotson consolidated VADOC’s Special Investigations Unit and Drug Task Force into a single entity: the Office of Law Enforcement Services. To lead the transformation, he brought in Carl Beckett, a 30-year veteran of the DEA, to turn intelligence into action.
From Reactive to Proactive
“The director brought me on eight months ago and described to me what he was looking for,” said Beckett, now VADOC’s chief of law enforcement services. “It was his vision to move from a reactive to a proactive model.”
One of the primary drivers for this shift was the rise in fentanyl-related deaths across VADOC facilities. In 2023 alone, 25 inmates died from overdoses. Since Beckett’s arrival and the restructuring of investigative processes, that number has dropped to single digits.
“That was the genesis, but it’s become a lot bigger than just the drug trade,” said Dotson. “It’s about creating a safe environment inside and out.”
Harnessing the Power of Data
Beckett quickly discovered that the department was “sitting on a mountain of data“ —call logs, tablet messages, contraband phone content and surveillance footage—that was largely untapped.
“No one was analyzing it or looking at how to use it to be proactive,” Beckett said.
By implementing analytic tools like Cellebrite and PenLink, Beckett’s team now extracts and maps communication networks both inside and outside correctional facilities. PenLink allows agents to search across massive datasets for keywords, translate foreign language calls and instantly generate visual connections among suspects.
“Tangles is another software we use,” Beckett added. “It helps us identify external sources of contraband before they enter our facilities. Most of the time, unfortunately, it points back to someone we know.”
This digital overhaul has enabled agents to not only stop contraband from entering facilities, but also provide prosecutors with complete investigative packets, including photos, transcripts and relationship charts that dramatically improve case outcomes.
Fusing Technology with Safety
VADOC has also begun implementing Axon Fusus, a cloud-based platform that unifies and enhances camera and other technologies into a centralized command platform, bringing together CCTV, body cameras, drones and other technologies under one system that delivers real-time intelligence, automated alerts and streamlined incident reporting.
Fusus also uses artificial-intelligence-powered capabilities to help detect threats early, such as spotting crowding or contraband, and reduces manual monitoring, which allows staff to focus on higher-priority tasks.
“When I have a system that can tell me it sees a weapon, that’s going to alert a human to check it out,” said Dotson. “That’s going to help keep people safe.” “Fusus is a force multiplier,” added Beckett. “It will follow individuals through every pod, even outside. You’ll have a running record of what’s happened. That’s paramount to how we do investigations.”
While Beckett clarified that tools like Cellebrite and PenLink rely on human-led data analysis, not AI, he and Dotson are cautiously optimistic about incorporating responsible artificial intelligence into their broader technology suite. Axon Fusus, which leverages artificial intelligence to flag high-risk activity and track movements, is one example.
Breaking Down Barriers with Law Enforcement
Perhaps most notable is how VADOC’s transformation is changing perceptions of what corrections agencies can offer the broader criminal justice community.
“We have access to data and intelligence that extends outside the walls,” said Dotson. “And that’s something other agencies are now realizing.”
VADOC has deputized agents to task forces with the DEA, Homeland Security, the FBI and ATF, an unprecedented move in the corrections space.
“To my knowledge, we’re the only state doing this to this extent,” said Beckett. “We’ve had law enforcement agencies across the country and even international delegates from Brazil, Mexico and the Dominican Republic visit us to learn what we’re doing.”
Real Results, Real Impact
While Dotson and Beckett note that data is still being compiled to quantify the full impact of these changes, early outcomes speak volumes. Contraband interceptions are up. Prosecutions are stronger. Facility safety has improved, and the corrections staff (though still operating with limited personnel) are better equipped and more protected.
“This isn’t just about locking things down,” Dotson said. “When we have safe facilities, we can deliver education, programming and reentry services that actually work.”
Their vision is simple: a corrections system that is fully integrated with law enforcement, empowered by data and built on proactive efforts rather than reactionary enforcement.
What is Axon Fusus?
Axon Fusus is a cloud-based, AI-powered platform that transforms correctional facility security by unifying video, sensors, and data into a single, real-time intelligence hub. Key benefits include:
· Seamless Integration Across Systems: Fusus connects existing CCTV, body cameras, drones and other technologies in use by the agency into one cohesive platform.
· Force Multiplier for Staffing: The platform automates routine monitoring, incident detection and reporting—freeing up staff to focus on higher-priority tasks and alleviating pressure from staffing shortages.
· Real-Time Intelligence and Threat Prevention: Live alerts and AI detection help identify incidents such as fights, contraband drops or drone intrusions before they escalate—enhancing safety and reducing officer risk.
· Unified Command and Response: Facility staff and mutual aid partners gain instant access to video, maps, and alerts during crises, enabling coordinated responses and faster resolutions.
· Automated Incident Management: Smart automation captures, logs and analyzes events, streamlining case-building while reducing administrative workload.
Data from Axon’s body cameras can be integrated into the Fusus system.
Photo Credit: Axon
Dotson aims to use technology to improve outcomes.
Photo Credit: Courtesy of VADOC
The Axon Fusus platform integrates multiple systems to provide a holistic solution for facility safety.
Photo Credit: Axon
Modular Momentum is Reshaping Justice Infrastructure From steel to concrete cells, prefabricated solutions are driving speed, safety and innovation
By Kat Balster
Correctional designers are under pressure to do more with less. Tight labor markets, aging facilities and shifting population needs are pushing justice agencies and architects to embrace new ways of building. In response, modular and prefabricated construction approaches have gained significant traction, offering efficiency, flexibility and cost certainty.
While precast concrete remains a proven solution in many applications, it’s now one of several modular strategies reshaping the corrections landscape.
Companies like ModCorr, Cornerstone, Tindall, and the recently unified VitalSpace (home to SteelCell, PSG and CareAffirm) are offering distinct paths to prefabrication, ranging from steel and concrete modular cells to healthcare-ready pods.
Built for Speed, Engineered for Efficiency
The primary advantage of modular systems is their ability to compress timelines. By manufacturing cells or support units off-site while foundations and site prep continue in parallel, project durations can be drastically shortened.
“Within seven days of casting a concrete module, you have a finished-out cell ready to be delivered and erected on site,” said Steve Weirich, executive vice president of the Modular Group at Cornerstone. “We’ve erected as many as 100 cells in a day.”
SteelCell’s steel-framed units are similarly optimized for parallel production, with exacting factory conditions ensuring consistency and fewer weather-related delays.
“Modular means you’re building smarter, removing trade conflicts and compressing sequencing,” said Mike Smith, CEO of VitalSpace and SteelCell. “You’re delivering ready-to-install products that keep jobs moving.”
While concrete and steel units continue to drive modular cell construction, some providers like ModCorr are also pushing modular forward through multiple innovative prefabricated options.
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Materials That Match the Mission Modular construction no longer follows a one-size-fits-all approach. Today’s solutions are tailored by material, form factor and use case.
· Concrete modules (like those from Tindall, Cornerstone and ModCorr Precast) offer massive durability and self-supporting structure, ideal for long-term housing or secure perimeters.
· Steel modules (such as those from SteelCell, Trussbilt and MSSI) are lighter, secure, durable, flexible in layout and can be refurbished or relocated, making them effective for long-term housing, vertical construction, renovations, expansions or hybrid models.
The exterior of the new prison in Little Sandy, Ky., is also made from the back wall of the six-sided cells installed by Tindall.
Photo Credit: Tindall
· Container-based or panelized systems (offered by ModCorr and PSG) are highly adaptable and suited for programmatic, medical or operational support functions. ModCorr’s turnkey pods can be tailored with specialty materials, integrated MEP systems and finishes designed to minimize on-site labor while delivering speed-to-operation advantages.
“Our systems aren’t limited to one material or method,” said Buddy Johns, president of ModCorr. “Whether it’s precast, steel, or panelized assemblies, the goal is to offer solutions that match the client’s timeline, security needs and long-term goals.”
Fast Tracks and Smart Staging
As modular strategies expand across materials and applications, providers are also innovating how, and where, those systems are produced and delivered. Some, like Cornerstone, take the casting yard directly to the job site, manufacturing concrete
and build up inventory in tandem with construction.
“We’ll request a stable, level surface near the site, install a casting pad and begin producing units right there,” said Steve Weirich of Cornerstone. “That allows us to eliminate transit-related damage and logistics issues while accelerating the erection process.”
Meanwhile, ModCorr’s process is highly centralized and refined. By relying on controlled manufacturing environments and experienced crews that handle all system installation phases, the company minimizes multi-trade site congestion and simplifies
Steel systems, like those from SteelCell under the VitalSpace umbrella, are planned with precision detailing and delivered fully assembled. Each unit is designed using 3D modeling and pre-configured with finishes, locks and MEP elements in the factory. Once completed, cells are shipped to the job site where installation is often completed within hours, not days.
“You’re delivering a finished product, not a kit of parts,” said Smith. “That changes how projects are scheduled and staffed, and how fast they turn over.”
Tindall, too, emphasizes precision and pre-planning. The company’s just-in-time delivery model ensures modules arrive on site ready for immediate placement, reducing the need for large staging areas and limiting exposure to damage or delay.
See Prefab and Modular, page 36→
An overhead view shows the configuration of the housing pods in Little Sandy, Ky. | Photo Credit: Tindall
Prefabricated concrete modular cells are staged at a project site for efficient placement.
Photo Credit: ModCorr
THE COVER
INNOVATIVE ENVIRONMENTS.
ModCorr MedMod FDOC South Florida Reception Center
ADVANCED CONSTRUCTION.
Five Easy Questions Artificial Intelligence, labor, tariffs and the uncertain future of correctional construction
By Stephen Carter, AICP
A film starring a young Jack Nicholson called “Five Easy Pieces” was released on my birthday, Sept. 12, in 1970. At the same time, I had just started a new job in the U.S. after three years of higher education and work in London. The archives say the film cost $49 million to make and grossed $143 million at the box office that year. Not a bad return. Nicholson’s character, Bobby, was
piano virtuoso who abandoned his musical gifts for the rough-and-ready life of an oil-field construction worker. Without spoiling too much: A privileged kid rebels, leaves home, finds purpose in construction boots, meets a complicated woman, returns home to have her offend his family, and delivers the line that anyone can play the piano if they learn just five easy pieces. I don’t have a lot of musical skills, but I get the point.
If you’re still reading, you might wonder what all this
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has to do with this issue of Correctional News, which is focused on the future of contracting. It would be easy to say “Forget it all, buy a used piano and reverse engineer Jack’s journey.” But we don’t live through the movies. We live through life changes, and getting critical things built is one of the harder ones.
Staying with this shaky theme of “five easy _____.” I offer “five not-so-easy questions” that correctional construction must wrestle with today.
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1. Can we control artificial intelligence in the delivery process? Design professionals already use artificial intelligence (AI) to generate multiple options in nanoseconds. On construction sites, robots are replacing some laborers and drones are tracking project progress. But this is child’s play compared to what could come: Contractors managing entire projects remotely from beach homes. The tools are evolving too fast. Are we ready?
2. Are we at risk of running out of laborers? Not if we can solve the first question. But that is no quick fix. Understanding and adopting AI across the board will take time. Meanwhile, stricter regulations have made it harder to rely on workers who are undocumented. This is no “easy piece” to resolve, but until we do, projects will be delayed or cancelled.
3. Will tariffs impact construction? Yes. They will impact everything, from materials to software. Many components used in corrections projects are manufactured offshore and imported. Even software that is used to manage schedules, predict weather patterns and pay workers often comes from outside the U.S. Ask the visionaries at the software company AutoDesk what they think about tariffs. Even just the threat of new tariffs will dominate industry conversations over the months ahead.
4. Will modular construction methods define the future of correctional construction? Probably. The first three questions seem to point us toward off-site construction as a solution. For many years, concrete cells were the most-used modular component, but now we are seeing very normative-looking, lightweight modular cells that are drawing attention within the industry. I’d hope to see the same off-site modular applications expand toward the use of wood as an alternative, something the residential industry has done for years.
5. Will the trend towards normalization in design change construction? You bet. But there are hurdles, from convincing our clients to challenging code-making authorities to educating contractors on the implications of methods and materials. Still, I see evidence in the work of my colleagues that headway is being made to create correctional environments that enhance safety and provide purpose for inmates and staff alike. Early research by social scientists shows that normalized correctional environments help moderate stress and enhance communication. Here is the overarching question for the correctional community: Will one (or all) of these “five easy questions” reshape our core mission to build better environments that will help us recruit and retain staff, while also inspiring behavioral change among those
CONSTRUCTION ROUNDTABLE
Building What’s Next
Three builders discuss adapting to a new era of smarter, faster and more responsive correctional construction
By Kat Balster
Innovation and adaptation are reshaping the way justice facilities are designed, built and operated. Correctional News (CN) spoke with three industry experts—Kevin McCarry, vice president of preconstruction at Seattle-based Lydig Construction; Rick Bruining, director of justice at Brentwood, Tenn.based Bell Construction; and Brian Stoesz, vice president at St. Louis-based PARIC—to better understand the current correctional construction landscape. Drawing from decades of experience, these builders offer their
perspectives on the trends, technologies and challenges that are shaping the delivery of modern correctional facilities.
CN: What major shifts have you seen in correctional construction over the past decade?
MCCARRY: We’re seeing a clear shift in design trends toward supporting behavioral and mental health, with a strong emphasis on creating more normalized, educationfocused environments. This shift is also reflected in changes to funding structures and operational priorities. As client needs evolve, so do programming and supervision models—each tailored to support long-term operational efficiency and life-cycle cost management. More projects are turning to negotiated delivery methods like CMAR and Progressive DesignBuild, bringing [builders] and trade partners to the table earlier to help manage risk, establish budget certainty and streamline planning. On the technology side ... we’ve seen significant upgrades in integration— particularly in building and energy management—as well as security electronics like video courts and virtual visitation.
BRUINING: One of the most noticeable shifts has been the prioritization of mental health within facilities. Ten years ago, it was rare to see dedicated mental health beds included in designs. Now, depending on the scale of the project, there may be hundreds of mental health beds integrated into the facility layout. We’ve also seen continued growth in the use of modular components and prefabricated cells. Change is gradual in this industry, but momentum is building. While this trend began more than 20 years ago, its adoption has steadily increased.
STOESZ: In the past decade, correctional facility construction nationwide has seen a mix of large new builds in areas with pressing capacity or replacement
needs, and renovations addressing deferred maintenance and upgrades to extend the life of existing facilities. Facilities are also shifting toward direct-supervision models and smaller, flexible housing units to improve safety and management. The adoption of new technology has accelerated, with telemedicine, advanced security and building automation helping to lower operational expenses. Efforts to improve sustainability have also increased, with more energy-efficient systems, LED lighting and water-saving measures aimed at reducing long-term costs. Overall, the industry is moving toward facilities that are safer, more adaptable and more efficient to operate. This environment has created opportunities to offer competitive pricing and scheduling, deliver phased renovation strategies and incorporate technologyfocused solutions that align with the changing needs of correctional facilities.
CN: How are advancements such as prefabrication, modular components or digital project management reshaping how you deliver projects?
MCCARRY: Prefabricated components have become increasingly popular. They accelerate schedules, reduce labor demands and minimize site disruption. Virtual construction tools have improved precision and coordination, especially when integrating complex systems like security, MEP and detention components. These systems often involve miles of conduit, cameras and interlocks, and can now be modeled and verified early in preconstruction to stay on fabrication schedules.
We’re also seeing more owner engagement thanks to 3D walkthroughs and visualizations, which help them better understand how the spaces will function for their operational needs. Altogether, these tools are helping us build smarter, safer and more efficient facilities.
BRUINING: Technology has drastically reshaped how correctional facilities are designed, documented and delivered. Today’s construction projects are almost entirely paperless. We rely on web-based platforms to manage drawings, specifications, submittals and punch lists. Even local authorities conduct their reviews through digital systems. This shift has improved overall project efficiency and accessibility. Virtual meetings have also become more commonplace and allow teams to stay connected without constant travel.
Building Information Modeling (BIM) has been another game changer. By identifying conflicts early and improving coordination between trades, BIM has helped reduce the length of construction schedules and minimize costly rework. In addition, newer technologies like laser scanning, thermal imaging and drone mapping have elevated our work. These tools allow for better site planning, progress tracking and quality assurance, resulting in a faster and more accurate project delivery process.
STOESZ: In recent projects, we have leveraged prefabrication and modular components in ways that drive real results. Using factory-built wall panel components, MEP racks and modular rooms has enabled
KEVIN MCCARRY
BRIAN STOESZ
RICK BRUINING
us to accelerate schedules, reduce site congestion, and deliver consistent quality that minimizes rework and callbacks. This approach has helped keep facilities operable during renovations. It also improves safety on-site and offers owners more cost certainty, while supporting sustainability goals. By leaning into prefabrication and modularization, we have been able to meet aggressive timelines and navigate complex phasing requirements.
CN: What impact have changes in manufacturing, supply chains or detention-specific products had on your project timelines and budgets?
MCCARRY: In recent years, our projects have been significantly impacted by shifts in manufacturing capacity, supply-chain disruptions and the availability of detentionspecific products—challenges largely driven by events like COVID-19, tariffs and global instability. Many of the materials and components used in justice facilities are highly specialized, and their limited availability has created lead times that are two to three times longer than they were before for some products. We’ve found that engaging specialized trade partners much earlier in the process helps stabilize budgets and secure pricing, helping avoid costly delays.
BRUINING: In recent years, I’ve seen some notable changes in detention-specific product manufacturing, including consolidation among suppliers and the entrance of new players into the market. While these shifts haven’t caused major disruptions in pricing or lead times, they do require greater attention during project planning, especially for larger, “mega” correctional projects where volume and timing are critical. Knowing the supplier you’re working with and their specific lead times are essential to keeping a project on track.
One key shift is that mechanical, electrical and plumbing (MEP) equipment has overtaken detention hardware as the most common long-lead item. We now regularly issue Early Release Packages (ERPs) for major MEP components to ensure timely delivery and avoid construction delays.
As for budgeting, it has become more complicated. In a stable market, it was easier to forecast and plan. Today, the volatility of pricing makes it a balancing act. If you pad the budget too much to protect against future increases, the project may not be approved. But if you don’t, and prices rise, you risk falling short. Navigating that tension requires experience and can be more of an art than a science.
STOESZ: Due to changes in manufacturing, supply chains, tariffs and price escalations, projects have become increasingly complex. More often than before, these changes impact timelines and budgets. Long lead times and pricing swings on items such as electrical gear, detention equipment and security hardware can quickly affect schedules. If not managed carefully, fluctuations in steel, aluminum and MEP equipment costs can create a budget deficit. Through a dedicated procurement team, we’re able to proactively engage manufacturers and suppliers early, allowing us to secure critical materials preventing shortages and cost increases. This approach, along with the flexibility to pivot to approved alternatives when needed, has helped us navigate these challenges while maintaining the project’s momentum.
Trendspotting, from page 18
incarcerated? The process of building starts with a clear definition of the problem, and countless steps from the determining need through a certificate of occupancy, the contractor’s role has become more visible and valued than ever.
And about that movie: At the end of “Five Easy Pieces”, Nicholson’s character Bobby abandons his girlfriend and hitches a ride with a trucker, leaving behind his car, belongings and any semblance of his current life. It’s a fittingly ambiguous conclusion for a character searching for connection or happiness, ultimately leading him to seek escape from all aspects
As the premier security detention company in the United States, CML provides the highest quality SEC integration, DEC installation, and Maintenance & Support for each market we serve. From correctional facilities, to behavioral health centers and courthouses, our team of experts are dedicated to providing timely and cost-effective solutions that meet your needs and exceed your expectations.
of his life.
But unlike Bobby, contractors don’t live with ambiguous conclusions. We have room for optimism even with my unanswered questions, and the work, when done right, leaves lasting impact.
Stephen Carter, AICP, is the executive vice president and global strategic development officer of Miami-based CGL Companies and a valued member of the Correctional News Industry Knowledge Council.
S aving Time and Money for Florida’s Correctional Facilities.
As the population increased at Florida’s DOC Northwest facility, officials activated plans to add more housing units. Fortunately, Tindall’s six-sided cell modules and total precast construction proved to be a more economical and faster solution compared to the state’s traditional method - concrete masonry units. To learn more about this project and others like it, Talk to Tindall.
SANTA ROSA CORRECTIONAL INSTITUTE Milton, FL
The New Detroit Standard
Wayne County’s Criminal Justice Complex merges courts, care, and corrections in a system built for flexibility and reform
By Kat Balster
When the doors opened at the new Wayne County Criminal Justice Complex (CJC) in Detroit, the complex consolidated several key justice functions into a more than one-million-square-foot campus. The project brings together four distinct, but interconnected buildings—a courthouse, adult detention facility (ADF), juvenile detention facility (JDF) and administrative/prosecutorial space—into a single, multifunctional site that supports long-term stability and provides a variety of necessary public services.
The $500 million project, delivered via a turnkey model by Bedrock LLC, was designed by HOK and built by Barton Malow.
Not Just a Jail
“It’s a civic campus,” said Jeff Goodale, director of justice at HOK and principal in charge of the project. “The buildings are separated, but they’re physically joined. They share things like the loading dock, mail delivery, electronic security and the central utility plant. Each one of them [could have been] a project on its own.”
The CJC centralizes critical services with a secure pedestrian tunnel connecting the ADF to the courthouse. All residents, staff and visitors enter through a single, large central lobby that controls access to the complex, which includes a new seven-story courthouse. Adjacent sits a four-story building shared by the sheriff’s department and prosecutor’s office as well as two secure detention facilities, a central courtyard and a utilities plant managed by Detroit Edison.
Prefabrication Meets Purpose
Construction at this scale required creative strategies. The ADF was built using a hybrid model. Half of the building was composed of prefabricated modular steel cells and half was built using traditional built-in place methods.
“Half the jail was prefab cells … the other half was eight-person units that were too large to ship,” said Goodale.
SteelCell of North America manufactured the modular units, providing consistent quality and built-in hookups for utilities. Pauly Jail Building Company installed the prefabricated cells, while CML Security and Barton Malow executed complementary work on security infrastructure and field construction. This team structure also helped to manage
The Wayne County Criminal Justice Center in Detroit brings adult and juvenile detention, courts and administration space into a single campus.
Photo Credit (all): HOK
The campus’ public areas are designed to be accessible and welcoming.
labor coordination and union requirements across the project.
The hybrid approach allowed for improved efficiency and safety.
“This approach dramatically accelerated the timeline and enhanced long-term durability,” said Wayne County Executive Warren C. Evans.
The eight-person units, constructed on site, feature large glass fronts, integrated dayroom space, WiFi and television. These expanded living quarters reflect a growing trend in corrections to normalize the residential environment, particularly for lowerclassification individuals, without compromising security or supervision.
Beyond Containment
From the outset, Wayne County’s goal was not only to replace aging infrastructure, but to change the experience and outcomes of incarceration.
“The future of corrections in Wayne County is rooted in transformation, not just containment,” said Evans. “This facility isn’t just a building, it’s a commitment to dignity, safety and accountability.”
Every housing unit within both the adult and juvenile detention facilities is equipped with dedicated programming spaces, including classrooms and multipurpose rooms available for educational instruction, religious services and volunteer-led initiatives. Recreation spaces are also embedded directly into each unit, providing daily access to physical activity, which is a new element that wasn’t included in two of the three previous jail facilities.
Every resident receives a personal tablet that allows them to securely access books, music, the law library, a rule book, commissary, mail, medical requests and video messaging. These devices are not only convenient, but they are also part of the county’s strategy to create constructive engagement and help inmates stay connected with their communities.
The environment itself also reflects Wayne County’s carceral philosophy. Natural light is emphasized in the design, and administrative spaces use glass curtainwalls to reinforce transparency—both literally and symbolically. Notably, the county is operating the facility well below capacity, using approximately 1,600 of its 2,280 beds, which is in line with its broader strategy to reduce incarceration through pretrial reform and diversion.
A New Approach to Mental Health and Reentry
One full floor of the ADF is dedicated to medical and behavioral health services, including 188 acute mental health beds and suicide-watch housing. Offices for embedded medical and mental health staff are built into housing units, increasing oversight.
“Those units have a lot more access,” said Goodale. “They’re purpose-built.”
Special attention was also paid to the work environment for the Wayne County staff members that would eventually occupy the space. Improvements in lighting, visibility and amenities were aimed at supporting staff recruitment and long-term retention.
The JDF was carefully designed to maintain sight-and-sound separation from adult areas while still benefiting from shared infrastructure. It includes a library, arts and crafts rooms and a full basketball court. It also supports cognitive-behavioral and reentry programs delivered by Credible Messengers and community organizations.
“We don’t want time behind bars to define a person’s life … except for the skills we provide that make them stronger,” said Evans. “The CJC should just be an interruption, not the last stop.”
Prioritizing Safety for All
Safety within the CJC is managed through a combination of design, technology and operational procedures. Direct
PROJECT DATA
Project Name: Wayne County Criminal Justice Center
Location: Detroit
Square Footage: 1.1 million square feet
Total Project Cost: $600 million
Bed Count: 2,280 (adult), 160 (juvenile)
Project Delivery Method: Turn-Key with Developer, CMAR
Cell-Construction Type: Hybrid Steel-Cell and Wall Panel
Owner: Wayne County
Developer: Bedrock LLC
Architect of Record: HOK
Owner’s Representative: CGL Companies
General Contractor: Barton Malow
Detention Equipment Contractor: CML Security LLC and Pauly Jail Building Company
Electronic Security Design Consultant: HOK
Food Service and Laundry Design: Trimark
Site and Civil Engineer: Giffels Webster
Security Electronics Contractor: Accurate Controls
Code Consultant: Jensen Hughes
Acoustics: SM&W
Color, normative furniture and natural light were incorporated into living spaces throughout the campus.
supervision is used throughout and housing units are subdivided into smaller, more manageable pods. This layout, alongside the integrated recreation spaces, minimizes movement within the facility, reducing both logistical strain and security risks.
“We have great coverage from cameras everywhere and intercoms,” said Goodale, referring to the sitewide surveillance and communication network.
Every staff member carries a wireless duress device, and hardwired alert buttons are
Correctional Justice in a New Light
As some community members expressed concern at the project’s outset, primarily around the facility’s location and its association with law enforcement, transparency and dialogue became essential. Public meetings began early in the process.
“We showed up, and we answered questions,” said Evans. “We made the case for
“The future of corrections in Wayne County is rooted in transformation, not just containment. This facility isn’t just a building, it’s a commitment to dignity, safety and accountability.” – Warren C. Evans, Wayne County Executive
installed throughout the facility. When triggered, these systems instantly notify central control, activate cameras in the affected area and enable two-way communication.
A Distributed Antenna System ensures radio coverage in every part of the building, including stairwells, elevators and basement service corridors. The facility also incorporates robust continuity-of-operations planning, including full emergency power systems to maintain functionality during outages or crises.
The campus’ tunnel system offers a secure route for inmate transport between the ADF and courthouse, ensuring complete separation from public and visitor spaces, maintaining safety and improving efficiency. Public visitation areas are housed separately from secure zones and rely solely on video systems, reducing the risk of contraband and limiting demands on staff while still allowing for consistent communication.
Flexibility in the housing units also plays a key role in safety. The units range from one- and two-person cells to eight-person dorms and larger open spaces for lowercustody residents. For higher risk individuals, sub-dayroom arrangements provide secure separation within the same unit, helping to tailor supervision without relying on
restrictive confinement. Layering these elements of design provides a safer and more adaptable environment.
Lessons in Collaboration
To guide planning and operations, Wayne County established Transition Teams of frontline experts, including corrections officers, administrative staff and facility managers. These teams provided input and feedback to designers and builders during the process.
Coordination was particularly critical given the project’s delivery structure, which involved a private developer (Bedrock LLC), a rotating cast of stakeholders and a lengthy timeline that spanned major administrative changes.
“We were working directly for a developer doing a project for the county, with a set budget and set criteria, but a lot of that was decided before anything was even designed,” said Goodale. “Out of all the people I remember from the kickoff meeting, probably only four of us are still here. That is a testament to the scale and commitment it took.”
The complexity of the project provided some lasting takeaways for the county. As Evans reflected on the process, he noted that the project’s success hinged on “engagement from the appropriate end-users, inclusive of both the leadership level and the boots-on-the-ground experts.”
why this was needed and why it was better than what it replaced.”
For example, the project now offers the community a courthouse on the CJC campus that includes 28 jury-capable courtrooms, as many of the cases seen will go on to a full trial. In keeping with modern judicial needs, these spaces also are designed for high trial volume and secure, tech-enabled proceedings.
Today, Wayne County’s Criminal Justice Complex reflects not just a modernized set of buildings, but an example of how a whole justice system can function. By consolidating multiple justice services into one site, the county has reduced redundancies, increased operational efficiency and created a platform for ongoing reforms.
The CJC is designed to be adaptable, functionally and philosophically. Flexible housing layouts, scalable programming spaces, and upgraded infrastructure allow the facility to meet today’s needs while remaining responsive to future priorities like diversion, reentry and behavioral health support.
“Let’s be honest; jails are not built for fun,” Evans said. “That doesn’t mean they have to be oppressive.”
PRODUCT DATA
Food Services: Trimark
Precast: Kerkstra
Steam Kettles: Trimark
Correctional Furniture: Cortech
Detention Accessories: Titan Steel Door
Intercom: Harding
Security Glazing: Global Security Glazing
Security Cell Doors: Titan Steel Door
Security Screens: Kane Innovations
Security Locks: Southern Folger
Security Penal Plumbing: Willoughby Industries Inc.
Security Sprinkler Equipment: Viking, Reliable
Security Fire Equipment: Simplex
Concrete: Barton Malow
Cells: SteelCell North America, Trussbilt
Security Ceiling System: Trussbilt
Doors: Trussbilt, Titan Steel Door
Plumbing: Willoughby Industries Inc.
Security Cell Lighting: Kenall
A large volume of cases seen in the county go to trial, so including jury boxes was an important consideration in design.
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What Keeps Me up at Night: Construction, A Dangerous Industry
By Greg Offner, CCM
Perhaps the most sleep-disturbing article I’ve read this year was about the annual number of fatalities in the construction industry.
Each December, the U.S. Occupational Safety and Health Administration (OSHA) reports statistics for the preceding year.
The most recent update of industry statistics available, from 2023, shows that construction deaths accounted for more than 20% of the total 5,283 figure for all U.S. workplaces. Despite this figure being down almost 4% compared to the same period in 2022, the number is still alarming—and it keeps me up at night.
According to OSHA, the top four fatal hazards on construction sites include falls, electrocutions, struck-by incidents and caughtin/between incidents. In past years the fatal four have been responsible for more than 60% of construction worker fatalities.
The metrics are frightening. Within the 20% of construction industry workplace deaths, 38.5% were due to falls, slips and trips.
The construction industry accounted for 47.8% of all fatal falls, slips and trips in 2023, higher than any other industry. The construction industry also had the highest number of fatalities caused by exposure to harmful substances or environments.
We’re Still Not Doing Enough Prevention and Training
In the U.S., contractors have aggressive safety plans and zero-accident policies. That, combined with federal workplace safety requirements, has mitigated some risks in the construction workplace. Regardless of these efforts, construction remains one of the most dangerous work environments. In first place was the transportation, utilities and warehousing sector, which had the most fatalities: 1,454, a 7.7% decrease from 1,053 fatalities in 2022. The fatal injury rate among workers in this sector also decreased from 14.1 in 2022 to 12.9 cases per 100,000 full-time employees in 2023.
The thing about these sleepless-nightcausing statistics is that facts are difficult to dispute. Our nation sucks at providing safety in the workplace. Construction workers have six times more risk of being killed due to the hazardous circumstances in their worksite than other employees with other occupations related to the industry. Some industry analysts may point to better reporting and improved recordkeeping for the heightened awareness of accident prevention throughout the construction industry. Regardless, these reports and records reveal some alarming statistics. One of these statistics indicates that about 24% of construction workplace accidents resulting in deaths involved foreign-born workers, and of that percentage, more than 80% were of Hispanic origin. Statistically speaking, you are more likely to die from a construction accident if you’re born outside the U.S.
What Else Should We Be Doing?
Experts agree, and statistics verify, that we’re still not doing enough to reduce construction fatalities to zero. We have been educated to know every accident can be prevented. We spend countless amounts of time on prevention programs, bilingual posters and toolbox talks. Do we really spend enough time and resources on effective education? Perhaps we’re starting accident prevention education too late?
Some experts suggest that workplace safety
training and accident prevention education should be mandatory curriculum in our elementary schools, and that coursework should be a pre-employment requirement, like a trade school certification or a college degree. The automobile industry works to develop safer cars, we provide driver safety training in high schools and our engineers design safer roads, yet fatalities related to highway accidents top the list in our country as a cause of death, behind heart disease and cancer. The impact: The numbers are falling every year despite more drivers hitting the road. We have drivers’ education and defensive driving offerings in high school. Why not offer a course in workplace safety as well?
More Than Bricks and Mortar: The Value of Owner’s Representatives in Corrections Construction
By Tim Hancock
Anyone who’s ever taken on the challenge of building or renovating a correctional facility knows that it’s never just a construction project.
It might start with a feasibility study or a long-overdue bond measure. But soon enough, you’re juggling security protocols, evolving regulations, tight timelines, political pressures and the voices of concerned community members—all while trying to maintain safe operations of your existing facility. For public agencies already stretched thin, it can feel like there’s no margin for error. That’s why more and more agencies are turning to an owner’s representative.
An owner’s rep acts as an extension of your team—someone who isn’t selling you a design or swinging a hammer, but who’s walking with you through every step of the process. From securing funding and choosing a delivery method to coordinating construction and preparing staff for day-one operations, the owner’s rep is there to represent your interests, solve problems and help keep the project on track.
Unlike contractors or architects, they aren’t tied to any single part of the process. Their sole focus is protecting your goals—budget, schedule, function and safety—from start to finish.
“Our owner’s rep [Vanir] was instrumental in aligning stakeholders, resolving issues early and keeping our goals front and center,” said David M. Zupan, senior project manager of the Pueblo County Detention Center project. “Their justice facility experience prevented costly missteps and ensured our operations were built into the design. Due directly to their guidance and leadership, Pueblo County is assured of receiving a highly successful facility when complete.”
reps on justice projects across the country. But it’s not just about simply hiring a firm—it’s about hiring the right one. These projects are too important to leave to chance.
Correctional facilities present a very specific set of challenges that go far beyond traditional capital construction. Security systems must be integrated with building design. Housing classifications must be addressed during space planning. Backup power, egress control and staff sightlines—these are not afterthoughts. They’re foundational. An experienced owner’s rep knows how to navigate these needs while coordinating with sheriffs, wardens, facilities staff and operational leaders. They understand that the layout of a control room or the timing of a systems upgrade can directly impact safety and service.
They also help you evaluate delivery options. With multiple delivery methods like design-bid-build, CMAR and progressive design-build all on the table, selecting the right one for your project’s unique needs is critical. A seasoned owner’s rep can guide you through this decision-making process—helping you weigh factors like risk tolerance, schedule constraints, internal resources and procurement policy.
“An experienced owner’s rep brings structure, clarity and accountability to every phase,” said David Lewis, director of the Division of Facility Planning, Construction and Management for the California Department of Corrections and Rehabilitation.
One of the most important roles an owner’s rep plays is being a steady hand when things get messy—which they often do. There can be permitting delays, scope changes, market volatility, conflicting priorities and more. In these moments, having someone whose job is to stay laser-focused on your mission—to offer solutions and coordination without personal or contractual bias—can make the difference between a course correction and a crisis.
“On our project, [Vanir] helped manage complex timelines, navigate procurement and ensure critical systems worked seamlessly,” said Lewis. “Their leadership allowed us to focus on big-picture decisions while they handled the day-to-day complexities with professionalism and foresight.”
An owner’s rep’s independence matters. Architects are responsible for design and contractors are responsible for construction, but only the owner’s rep is responsible for making sure the completed facility aligns with your vision—and that the path to
completion remains on track.
That said, some of their most valuable contributions aren’t about the building at all.
For example, transitioning into a new jail or prison requires careful planning, staff training, equipment and technology testing and deployment and seamless inmate
transfers. A professional owner’s rep will manage these details behind the scenes— overseeing commissioning, move-in logistics and even simulation-based operational exercises that prepare your team for real-world scenarios.
They’re also invaluable during community outreach. Correctional projects can attract scrutiny, skepticism and political friction. An experienced owner’s rep helps communicate what’s happening, why it matters and how taxpayer money is being spent. This transparency builds public trust, especially when a project faces challenges.
Then there’s institutional memory. Many agencies go decades between facility builds or major renovations, often leaving little in-house knowledge of what worked last time or what to avoid. Owner’s reps, especially those who have managed justice projects across multiple jurisdictions, bring that history with them. They’ve seen what happens when HVAC systems are overlooked or when a camera system isn’t tested until just before opening. They know where the landmines are buried—and how to avoid them.
In addition to their role in cost control, owner’s reps excel at cost avoidance— something that’s easy to underestimate but hard to ignore when dealing with multimillion-dollar change orders. Through early design reviews, smart phasing and active coordination with the design-build team, they often save more money before construction begins than they cost over the life of the project.
Of course, not all owner’s reps are the same. Experience matters, but justice-specific experience matters even more. Look for a firm that doesn’t just understand construction but also understands corrections; a firm that listens, brings people with both technical knowledge and empathy for the realities of public service, and is as committed to the project’s success as you are.
Correctional facilities are high-stakes, high-visibility projects. They affect not only the staff and individuals inside, but also the safety, perception and well-being of the broader
community. That’s why planning, coordination and execution matter so much—and why the right partner can make all the difference.
An owner’s rep won’t eliminate every challenge, but they’ll give you clarity, structure and peace of mind, turning a daunting process into a manageable one. They’ll also stand shoulder to shoulder with your team, ensuring you never feel like you’re going it alone. When it comes to correctional facility projects, that kind of partnership isn’t just helpful—it’s essential.
Firms like Vanir have spent decades in this space, serving as owner’s
Tim Hancock is senior executive director and justice lead for Vanir. He is also a valued member of Correctional News’ Industry Knowledge Council.
Rendering of the San Quentin Rehabilitation Center. | Photo Credit: DLR Group
The Pueblo County Detention Center under construction. | Photo Credit: Courtesy of Vanir
Rendering of the Pueblo County Detention Center, designed to compliment the environment of southern Colorado. | Photo Credit: Courtesy of Vanir
Practicing Medicine Within Secure Facilities: Why Appearance and Empathy Matter
By Jeff Keller, M.D.
I am an emergency physician by training and worked for 25 years in my local emergency department. When my county commissioners approached me one day to ask if I would be willing to provide medical care to the inmates in our local jail, I grumbled and groused. I was not enthusiastic.
“But we’re desperate!” they said.
I had no idea what I was getting myself into.
Our local jail had been built in 1912. It was small, hopelessly overcrowded and dungeon-like. It smelled bad. It had no medical clinic; medical care for the incarcerated was not a priority in 1912. In fact, I’m sure I was the first physician who ever walked through those doors to provide medical care to the incarcerated. I had to figure out how to do it. So, I took over one cell, propped the door open, and that became my clinic. I started by examining patients on a folding table covered with a sheet.
Then my phone kept ringing: “We’re the jail up the road” and “We’re the jail down the road” and “We need a doctor, too.”
I had to improvise a medical clinic in many of these jails as well. In one, we set up our clinic in the kitchen storage room, the backdrop patients saw during an exam was shelves filled with cases of soup. In another jail, the only place I could initially see patients was an interview room with two metal stools bolted to the floor. This was a far cry from what I was used to in my hospital emergency department, where I worked in spacious rooms filled with gleaming, top-of-the-line equipment.
Thankfully in the nearly 30 years since I started working in correctional medicine, most of the old, decrepit jails I used to work in have been replaced with new facilities that actually have a dedicated medical area.
However, having seen medical clinics in well over 100 jails and prisons, I can tell you that there is a wide range in the size and design of correctional medical clinics. These range from clinics as large and as well equipped as a typical urgent care center in the community to jails where “medical” is still just a cell with the door propped open and an ancient exam table.
It is important to remember that, just like people on the outside, patients in jail will instinctively judge your competence by what they see when they walk into your medical area. Consider, for example, a newly booked man coming to medical for the first time to discuss his health concerns.
Here’s what I can expect before I meet him: He will almost certainly be scared, especially if it’s his first time in jail. He will be suspicious and may even be downright hostile. This is the norm in correctional medicine. I can’t be an effective medical provider unless I can quickly turn this attitude around and establish a healthy doctor-patient relationship.
Empathy is essential for this task. By “empathy” I do not mean pity; I mean being able to see the situation from my patient’s perspective.
That starts with recognizing that he did not choose me to be his doctor. He also can’t fire me or see anyone else. He may fear I am not a competent doctor, otherwise, why would I be practicing in a jail? His arrest and booking may have been traumatic. He may fear that I am going to be mean to him.
Knowing how to overcome this attitude is an essential skill for correctional practitioners.
And, of course, the single most important encounter is the first one. A negative first impression is hard to come back from, and I’m already starting at a disadvantage. In just a few minutes I must convince my patient that I’m a legitimate medical doctor and that I care about him.
Another essential component of this is the state of the medical area where he will meet me and the rest of the medical team. His first impressions of my competence will be partially based on the medical area.
Like almost all incarcerated people, this patient will have been in many medical
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facilities over his lifetime: doctor’s offices, urgent care centers, hospital ERs and so on. The more the jail medical room conforms to his expectations of what a clinic should look like, the more he is likely to think of me as a legitimate medical professional.
Of course, we must play the hand we’ve been dealt, whether that’s a large and spacious medical area or a cramped and crowded room. Either way, there are certain things that are essential for a correctional medical area.
The medical area must be clean. Not just a little clean, it should be pristine. Patients should never see dust bunnies in the corners or stains on the counter or on the chair. The easiest and best way to do this is to wipe down all surfaces between patient visits. If patients in the waiting area can see this happening, even better.
The medical area must smell like a medical clinic. Clinics on the outside, doctor’s office or emergency rooms, have a specific clean, antiseptic smell. I remember that smell from my childhood. This may be harder to achieve in a jail or a prison, but it can be done. I’ve been in tiny, undersized jail clinics that smelled medical and in bigger, nicer
correctional medical facilities that smelled, well, bad. Make sure your medical rooms smell medical.
The medical area should be neat. Neat is different than clean. Neat means that the posters on the wall are straight, with no curling edges. There aren’t piles of unfiled papers on the counters.
The doctor must look like a doctor. If I want this patient to trust my competence and judgment, I need to look the part. There is a temptation to think, “Hey, it’s a jail! I don’t need to dress up.” That’s a mistake. If I show up in jeans, a t-shirt and sandals, it will confirm my patients’ unconscious suspicion that I am not a “real” doctor. I usually wear a dress shirt, slacks and a suit coat. Appearance matters for a healthcare provider even more in a jail, not less.
My appearance and the appearance (and smell) of the medical area will go a long way toward establishing my competence before the patient ever sees me. And a patient who believes I am competent is more likely to follow my advice and do well medically.
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Jeffrey E. Keller, MD, is a board certified emergency physician with 25 years of emergency medicine practice experience before moving full time into his “true calling” of correctional medicine. Dr. Keller currently serves as the president of the American College of Correctional Physicians.
M/O, from page 27
Awareness, Zero Tolerance and Relentless Oversight: Our Only Hope!
Accident prevention relies heavily upon the individual worker. Architects can design safer buildings to build, and engineers can design safer roads, but at the end of the day, zero tolerance for unsafe practices and relentless oversight is necessary. Awareness must be more than posters and placards, wreaths on fences, slogans or incentive programs. Perhaps awareness is about the individual refusing to perform a duty they feel unsafe doing, without fear of retribution. The 2023 numbers speak for themselves.
Whether we plan on building a new facility or renovating an existing facility, part of our project management approach and execution should include specific requirements for a culture of accident prevention.
The approach should address the safety of both people and property in the spirit of prevention. What helps me sleep better is the feeling that we as an industry can accomplish anything we put our minds and hearts to. To end workplace accidents, we need to have a culture of caring— about ourselves and about each other.
If I was continually reminded that someone genuinely cared about my safety at the workplace or on the highway as much as I cared about theirs, I’d get an even better night’s sleep.
Greg Offner, CCM, is a criminal justice consultant serving
Healing Spirit House, Coquitlam, BC
AIA25 & AIA Justice Symposium: Restorative Justice, Equity and Renewal
By Brooke Martin and Rosalie Howell
For the first time, the American Institute of Architects integrated its various specialty conferences into AIA25, the Annual Conference on Architecture & Design, held June 4-7 in Boston. An estimated13,000 architectural professionals from across all 50 states and 30 countries came together to share, educate, network and have fun.
The conference kicked off with the AAJ Justice Symposium, a transformative all-day gathering for justice professionals and justice vendors dedicated to exploring and advancing the principles of restorative justice, equity and renewal within communities. The symposium brought together thought leaders, practitioners, and community leaders in workshops and panels focused on creating a more just and equitable society.
pretrial facilities, housing, a respite center, and family services into a single site, NYCE embodies a commitment to trauma-informed living, working and judicial environments. Both the normative design of the facility and its co-location of services streamline access to vital resources and foster a community-centered approach that addresses the root causes of justice involvement. All in all, the panels shared how NYCE serves as a model for how architecture can transform the justice system into a source of support, empowerment and equity.
gathered in Boston at the AIA Conference.
Panelists spoke on the foundational principles of restorative justice, noting the potential to address harm, foster reconciliation and rebuild trust within communities. Justice equity discussions examined inequalities and explored strategies for creating practices that uplift marginalized communities while improving outcomes. The theme of renewal encouraged continuous justice knowledge growth and adaptation, while prioritizing human dignity, community empowerment and sustainable change.
The day started with keynote speaker RaShall Brackney, a distinguished visiting professor from George Mason University and former police chief, who shared her findings and experiences on the complex relationship between justice and architecture, highlighting the necessity of creating spaces and structures that minimize harm. Well-designed environments were examined for how they can promote inclusivity, equity and fairness for all users. Brackney also spoke about integrating procedural justice principles into architectural design as a mechanism for social change.
We (Brooke Martin and Rosalie Howell, design professionals from Dewberry) led a workshop called “Planning for the 10 Percent Who Don’t Leave Corrections.” While many topics cover recidivism and the successful strategies for 90%-95% of the correctional (prison) population that will return to their communities, this session focused on the 5%-10% of the incarcerated population who remain within the justice system, why they are in custody long-term, and clarified the classification and psychology of these individuals. An overview of Policy Research Associates’ (PRA) Sequential Intercept Model (SIM) analyzed how people are intercepted into the justice system and ways to deflect, divert and detain individuals. The workshop also included evidence-based and trauma-informed design principles for operations, staffing, the built environment, and overall wellness for inmates, patients and staff, with additional research for continued reading and self-education.
The “Implementation of AI within Behavioral Health and Justice Facilities” session featured a discussion on the use of artificial intelligence in courthouses and behavioral health facilities, and how it can revolutionize surveillance. Through the lens of a behavioral health facility case study, Ryan Lund (JE Dunn Construction), Michael Goslinga (Hoefer Welker), Jace Henry (Ambient AI), Chris Nielsen (R&N Systems Design) shared the implications of design and engineering for artificial intelligence to reduce security threats, enhance personnel and occupant safety, and maximize employee efficiency through the implementation of AI-powered video surveillance. In justice and rehabilitative facilities where public trust and safety is paramount, advanced design and engineering systems can reduce threats, dangers and lawsuits.
Later, a panel titled “Nashville Youth Campus for Empowerment in Nashville, Tennessee” featured Judge Sheila D.J. Calloway (Juvenile Court of Metropolitan Nashville & Davidson County), Julieanna Huddle (executive director, CASA), and design professionals Todd Orr and José M. Jordan from DLR Group. The panel discussed how Nashville Youth Campus for Empowerment (NYCE) recasts justice architecture as a source of healing within a community. By consolidating courts, youth
(all):
The final panel, “Incorporating Access to Justice Principles in the Planning and Design of Modern Courthouses,” featured Honorable Heidi E. Brieger (chief justice of the Trial Court of Massachusetts), Ryan Critchfield (design professional at Treanor), Clair Colburn (design professional at Finegold Alexander Architects), Rob Fisch (design professional at DLR Group), Danica Kane (design professional at Leers Weinzapfel Associates) and Peter Kleiner (design professional at Schwartz Silver Architects). Justice and trauma-informed planning and design principles were shared and incorporated to create modern, user-friendly courthouses that foster equity and inclusion in the justice system. Many states across the country are replacing aging courts and justice infrastructure with safer, more technologically connected, and more efficient buildings to support the justice system. At the same time, the needs of the user seeking justice and fair and equitable treatment should be integrated into these courthouses, which are the public forums for legal proceedings. To balance the needs of all parties, the panel shared how architects incorporate access to justice principles in the planning and design of modern courthouses and how the Commonwealth is providing leadership in this effort.
With that, an informative and thought-provoking conference is in the books! The justice audience is widening due to the integration of the Justice Symposium into the overall AIA25 conference. The Academy of Architecture for Justice Leadership Group, conference chairs, hosts and moderators created a good flow of sessions for the day. Many thanks to Carol Lanham (Lionakis), Steven Kiss-Fierros (Carrier Johnson + Culture) and Lisa Berretta (AIA). Stay tuned as the next year’s justice conference theme is developed and shared.
Brooke Martin, AIA, CCHP, NCARB, LEED GA, is a senior associate and justice architect at Dewberry. Martin is a valued member of Correctional News’ Industry Knowledge Council. She can be reached at bmartin@dewberry.com.
Rosalie Howell, Associate AIA, is a justice design professional at Dewberry. She can be reached at rhowell@dewberry.com.
The expo hall gave vendors an opportunity to share new products.
Architects
Photo Credit
Brooke Martin
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By transforming raw data into actionable intelligence, the Suicide Prevention Framework enables continuous, dynamic monitoring of suicide risk throughout incarceration—from intake through release—ensuring that no warning sign goes unnoticed.
With instant alerts tied to potential suicide behaviors, frontline staff are equipped to respond immediately. Enhanced documentation features improve care continuity and communication while reinforcing regulatory compliance and reducing institutional liability.
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“The role has shifted to be more of a conductor versus an enforcer,” said Dobyns. “Teams are working together at a very fast pace, and the OR works to make sure each team member is living up to their commitment to the team.”
New Pressures and Higher Expectations
Today’s projects also often come with a new set of hurdles.
“Two [of the] greatest challenges for ORs today are accurately predicting populations and accurately predicting capital project costs,” Whatley said, describing volatile economic conditions that have upended long-term forecasting. These variables affect every stage of development, from conceptual planning to final construction phases.
But those variables are only part of the picture, Hancock said. ORs must also contend with heightened political scrutiny, especially on projects dealing with mental health, community-based services or justice reform.
“We are spending more time facilitating dialogue with advocacy groups and elected officials, well beyond traditional facility planning,” said Hancock.
The technical aspects of the job now coexist with much broader concerns.
“Today’s challenges feel less technical and more layered,” Glass said. “We are navigating labor shortages, political pressures and material volatility, all while trying to deliver secure, humane and operationally smart facilities.”
Dobyns agreed that ORs today must be tuned in to public sentiment. “Political pressure has a greater impact on projects than ever,” he said. “With corrections projects now focused on mental health and community expectations, the OR must now help agencies live up to their promises to voters.”
The New Skill Set
In this high-stakes environment, ORs today need a broader and more adaptable skillset and an understanding that success often depends on relationships.
“It’s not about being an expert in everything; it’s about knowing how to lead through expertise and experience,” Whatley said. “The OR owns the critical relationships, supports owner decisions with well-timed recommendations and brings in the right team members at the right time.”
“A successful OR today needs to be a translator, integrator and strategist,” added Hancock. “Emotional intelligence and credibility with everyone from the line staff to county executives is essential.”
Glass described the role as equal parts strategist and steady hand. A deep knowledge of construction is still vital, but increasingly, soft skills like communication, risk navigation and political fluency are what distinguish great reps from good ones.
“A successful OR today looks more like a coach than a cop,” Dobyns concluded. “Rather than solving disputes, we can provide value by fostering good communication and avoiding [disputes] altogether.”
From Oversight to Ownership
As communities expect more of their
correctional facilities—and as the role and mission of correctional facilities evolves to focus on mental health, transparency and equity—the role of the owner’s representative continues to expand. The most effective ORs aren’t just project managers, but communicators, educators and champions of the process. Steering through complexity and uniting diverse voices helps get these complex modern projects across the finish line.
This conversation will continue in the August Newswire, available online Aug. 6 to Correctional News subscribers. Scan the QR code to subscribe.
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Augusta Youth Development Campus Opens State-of-the-Art Facilities
By Shawanda Reynolds-Cobb
supports therapeutic engagement.
As commissioner of the Georgia Department of Juvenile Justice (Georgia DJJ), I am proud to share that our department completed a transformative construction upgrade in April at our Youth Development Campus in Augusta. This project marks a new chapter in how we approach youth rehabilitation and education across the state. Our mission is to replace outdated infrastructure with modern, purpose-built facilities that support both safety and youth restoration.
Additions include a 56-bed housing unit and a 13-classroom education and vocational building. These spaces were designed with care and intention, grounded in current best practices in juvenile justice and focused on creating an environment where young people can thrive and grow.
The need for change was clear. The old buildings simply did not support our rehabilitative goals and no longer aligned with the vision we have for our youth. This facility upgrade represents more than new construction: It’s a step toward a future where youth in our care have the opportunity to learn, transform and succeed.
The project replaced five severely deteriorated cottages, originally built in 1985, with a new housing facility. Those older structures had become barriers to progress. With obstructed sight lines, outdated mechanical systems, and insufficient safety features, they posed risks to both residents and staff. The new facility directly addresses those issues with a layout that enhances supervision and
Designed with safety in mind and dignity at the forefront, this facility features seven pods that each house eight youth residents. Each resident has their own private room complete with a bed, desk, shower, sink and toilet, spaces meant to encourage reflection and self-care.
The shared areas within each pod foster healthy interaction. Dayrooms, programming spaces, and game rooms create a balance between structure and support. The facility is anchored by a central control room, where security staff can monitor more than 700 cameras and manage door locks, lighting, water systems and intercoms. This advanced system gives us the tools to ensure safety while allowing our team to stay focused on the needs of the youth.
These upgrades are about far more than technology or architecture. They reflect the department’s evolving philosophy. We are moving away from a punitive model and toward a rehabilitative one. Our focus is on serving, education and the growth of our youth, because that is what they deserve.
Working closely with our engineering team, we were intentional in every detail of this design. For example, maintenance staff can perform routine work without directly interacting with youth, reducing unnecessary safety risks and promoting a safer environment. The interior design features soft color palettes and unique pod color schemes to create a more welcoming atmosphere, far removed from the institutional feel of traditional detention centers. We have created spaces that provide opportunities for learning and emotional development. That is why our education building was designed to look and feel like a traditional school, with a two-tone brick façade and horizontal windows that present a traditional academic experience.
This design is not just a visual strategy by our design and engineering teams. By making the environment feel more like a school and less like a detention center, we help our youth see themselves as students, not inmates. We want them to walk through these halls with hope and possibility.
Completing this $35 million project within 20 months was no small task, especially while operating within an active secure facility.
I commend the dedication of our team and our construction partners for their focus on safety, which made it all possible.
The Augusta Youth Development Campus control room.
Photo Credit (all): Georgia Department of Juvenile Justice
Communal spaces in the new housing units at the Augusta Youth Development Campus help foster a sense of community.
The addition to the new Augusta Youth Development Campus includes 13 new classroom education spaces.
Each of these approaches reflects a shared goal of modular cell construction: To deliver fully integrated modular components with minimal site disruption and maximum quality control, regardless of the material used.
Security by Design: Integrated Envelopes
Security is non-negotiable in correctional environments, and modular units (regardless of material) are designed to meet that need holistically.
“Our six-sided box design creates a barrier that is virtually impenetrable,” said Isaac Perkins, vice president and general manager at Tindall. “The structure itself becomes the security perimeter.”
Cornerstone’s on-site casting strategy allows the company to customize each unit with embedded reinforcement and integrate HVAC, plumbing and lighting in secure ways. As a manufacturer of detention equipment and a security electronics integrator,
Customizable Key and Asset Management Solutions for Law Enforcement
Cornerstone is able to bring additional efficiencies to the table in cell construction. With modular units increasingly serving not just as interior housing but also as part of the secure perimeter, flexibility and finish-out quality are key considerations. ModCorr’s pods are pre-fitted to minimize staging time while ensuring system compatibility.
“Our turnkey modular pods arrive fully outfitted with lighting, plumbing and security hardware,” said Johns. “They’re designed to minimize onsite disruption while maximizing containment and control.”
PSG, now part of VitalSpace, specializes in containerized guardhouses, restrooms and turnstile portals that support perimeter access and safety on active job sites.
“With [the VitalSpace suite of offerings], we can provide permanent and portable secure modular solutions for fast-tracked projects,” said Smith.
Designing for Change: Health, Behavior and Hybridization
Modern correctional facilities must house people with a range of needs, from the general population to those with behavioral health concerns. Modular providers are adapting to these demands with configurable systems.
CareAffirm, the newest brand under the VitalSpace umbrella, offers prefabricated medical and behavioral health units derived from SteelCell’s correctional expertise.
“It’s about using what we know from detention, durability, ligature resistance, and rapid deployment and applying it to healing-
Units can be customized with wall types, anti-ligature fixtures and flexible layouts for exam rooms or isolation. And because they’re modular, they can be deployed faster than traditional construction, helping meet urgent space and staffing shortages in justice-based
“We’ve seen an influx of telehealth integrated into certain areas of our modules… low-voltage outlets for tablets, CPAPs and more,” said Perkins. “And with modular, those needs can be engineered in from the start.”
Early Collaboration Maximizes
Whether steel, concrete or composite, modular systems require early engagement to
“Precast needs to be decided during schematic design,” said David Tidwell, executive vice president at Cornerstone. “We’re often engaged before the architect is
Modular for What’s Next
From housing and healthcare to perimeter security and program space, modular construction is a strategic advantage. And the field is growing more diverse, with solutions tailored to a facility’s goals.
Whether it’s a steel detention cell, a precast concrete pod, or a container-based secure support system, today’s modular manufacturers are rethinking justice infrastructure.
“Each of our brands exists to meet different needs—but they’re all driven by the same goal: delivering solutions that perform,” said Smith.
Cornerstone sets up a site for modular precast production to begin.
Photo Credit: Cornerstone
Jail Renovation: Planning for Medical and Mental Health Operations
By Nancy Booth MSN, RN, CCHP-RN, and Fred Meyer MA, CJM, CCHP
As experienced correctional leaders, healthcare surveyors, and consultants, we have visited many detention, jail, and prison facilities over the years, ranging from WWII-era Quonset huts to much newer buildings.
Many of these facilities are in poor repair and are in dire need numerous of upgrades. While most correctional facilities are designed with a 50year life span, many have exceeded that threshold, according to Greg Cook, AIA, CCHP, a partner with KMB Architects. Whether its a renovation and or new construction, numerous factors must be considered, including cost, regulations and the aging population of incarcerated individuals.
success depends on clear planning, communication, stakeholder engagement and a shared vision. Stakeholders should understand correctional environments and commit the time required to see the project through. At least one “boots-on-the-ground” staff member should be involved. Corrections leadership must also be engaged throughout to ensure security needs are fully addressed at each step.
As correctional construction is a specialized field, identifying contractors and builders that have experience working in secure environments is essential, especially when designing medical spaces that require functionality, security and safety. Engaging professional consultants that are familiar with correctional healthcare service delivery is also key.
Gone are the days when jails were filled with mostly young, generally healthy adults. Today, the incarcerated population is growing older. Alcohol-related crimes, theft and shoplifting by older adults are filling local jails. According to the National Institute of Corrections, from 1993 to 2013, the number of incarcerated individuals aged 55 and older increased by 400%.
Budget Pressures and Funding Realities
Delays and inflation can significantly increase renovation costs. A county commissioner in Henry County, Ala., reported that jail renovation costs that were initially estimated at $3 million during initial planning by spring 2025 had increased to $9 million. Larger facilities may require tens of millions of dollars to update spaces to meet modern codes and standards.
Financing these projects often requires bonds, grants, credits or other alternative funding sources. Although new construction may be the goal, it is frequently too expensive. For example, Fulton County, Ga., leaders chose renovation over new construction after recieiving a $2 billion estimate for a new facility. Cook attributes these rising costs to COVID-19 pandemic-related disruptions, inflation, and materials shortages, and warns that future tariffs could also drive costs higher.
Designing for Compliance and Care
The Americans with Disabilities Act (ADA), which became law in 1990, requires public buildings, including correctional facilities, to meet engineering standards that ensure accessibility in all areas of a facility, including cells, hallways, doorways, bathrooms and showers. Accommodations must also be made for individuals for with hearing, visual and mobility impairments.
The Health Insurance Portability and Accountability Act (HIPAA), enacted in 1996, changed how information is obtained at intake.
Open-seating booking areas, where sensitive health information was once shared publicly, has to be replaced with private intake and housing spaces to ensure confidentiality.
The National Commission on Correctional Health Care (NCCHC) publishes standards to help jails, prisons, and juvenile facilities provide effective and constitutionally acceptable care. These standards are a blueprint for planning any renovation or construction project to ensure high-quality medical, mental health and dental care.
Planning with Purpose
Technology, Efficiency and Observation
Adequate connectivity throughout the facility is essential for telemedicine. Medication carts and laptops used during med pass should have reliable Wi-Fi access. However, high-security environments can interfere with signal strength, so the building’s structure must be factored into access planning. While paper-based backups models are common, connectivity loss can still delay services.
Healthcare staff can offer vital input during workspace design. For example, nurse’s stations should allow clear visibility of patient care areas, exam rooms, treatment areas, medication rooms, infirmaries and supply rooms. Ignoring nurses’ input risks creating inefficiencies, such as exam rooms designed with poor egress, nursing stations with obstructed sightlines and cramped equipment rooms where wheelchairs end up in hallways.
According to Cook, housing modules with built-in medical triage rooms are gaining popularity. These models reduce movement by allowing care to happen within the housing unit, avoiding delays associated with transporting individuals. Suicidewatch cells, whether located in housing or intake, must should be centrally located for visibility, and not at the end of a corridor. Effective observation and monitoring of those at risk of suicide is critical to prevent in-custody deaths.
Staffing and Operational Readiness
From start to finish, communication with community leaders, elected officials, media, and county and state administrators is critical. Planning should also include discussions with third-party medical contractors to ensure adequate staffing when the facility opens. We have seen completed medical areas left unused due to poor budgeting. Likewise, overcrowded and poorly designed jails and prisons result in inefficient, staffing patterns, increased personnel costs and risks to life and safety.
Every correctional construction and or renovation project is unique in size and scope, but all require careful attention to healthcare and custody needs. Engaging experienced, and knowledgeable healthcare professionals from the start helps ensure compliance with applicable laws
and national standards. The old adage “measure twice and cut once” is especially relevant to correctional design and construction.
Nancy Booth, MSN, RN, CCHP-RN, is a correctional healthcare consultant with NCCHC Resources Inc.
Fred Meyer, MA, CJM, CCHP, is NCCHC Resources’ managing director. Contact Booth and Meyer at info@NCCHCResources.org.
experienced Team designs innovative solutions to solve security and communication problems for Justice Facilities
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Whether the project is a renovation or new build,
From Punishment to Progress: Corrections Professionals Chart Path Forward at ICPA Annual Conference
By Laura Andrite
Corrections professionals will gather in Istanbul in October to explore international perspectives and approaches on correctional reform across different cultural contexts, with a focus on staff and inmate wellbeing.
The International Corrections and Prisons Association (ICPA)’s 27th annual conference in Istanbul is set to bring together the world’s foremost experts in prison reform and rehabilitation. The conference, centered on “Wellbeing in Corrections,” arrives at a critical juncture, as correctional facilities worldwide face unprecedented challenges in maintaining both staff and inmate welfare.
The conference features keynote speaker Stephanie Covington, Ph.D., who is internationally acclaimed for her pioneering work in trauma-informed care. With three decades of experience spanning six continents, Covington’s innovative approaches have transformed correctional facilities from
traditional punishment-centered institutions into environments that foster rehabilitation and healing.
Professor David Cooke, developer of the groundbreaking PRISM methodology, will also present crucial findings on managing prison violence. His research has revolutionized how facilities approach institutional violence, moving beyond individual intervention to assessing and addressing systemic factors.
In a compelling case study of institutional transformation, Brie Williams, M.D., M.S., and her team from San Quentin State Prison will demonstrate how evidence-based reforms can dramatically improve outcomes for both staff and residents. Their presentation will outline practical strategies for implementing similar changes in facilities worldwide.
The six-day program features comprehensive workshops, interactive sessions and facility tours showcasing Türkiye’s progressive correctional practices. Participants will engage with research, examine successful implementation strategies and forge international collaborations essential to advancing global correctional standards.
“This conference represents a watershed moment in corrections,” said Natalie Boal, executive director of ICPA. “We’re moving beyond theoretical frameworks to implement practical, proven solutions that enhance wellbeing across entire institutional ecosystems.”
Recent studies indicate that institutions implementing approaches focused on wellbeing have seen significant reductions in
violence and improved staff retention. Research further shows that these approaches can lead to improved rehabilitation outcomes.
Heads of service, policymakers, researchers and corrections practitioners interested in attending the conference can register at www.icpa.org. The conference promises to establish new benchmarks for correctional practices that will influence the field for years to come.
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Laura Andrite is the media and communications manager for the ICPA.
Built for the Long Haul
Bryan Collier reflects on his 40-year career with the Texas Department of Criminal Justice
By Kat Balster
As he prepares to retire in August after four decades of service, Bryan Collier leaves behind an extraordinary legacy at the Texas Department of Criminal Justice. From starting as a clerk in 1985 to serving for nearly a decade as the executive director, Collier has shaped the nation’s largest correctional system through crisis leadership, innovation and a steadfast commitment to rehabilitation. As an esteemed member of the Correctional News Editorial Advisory Board, Collier reflected on his professional journey, the challenges he’s faced, the progress he’s proud of and the values that have guided his leadership.
to get us there. My greatest privilege has been to serve as the executive director, and reaching 40 years of service is humbling.
CN: Looking back, what accomplishments bring you the most pride?
COLLIER: There are many accomplishments that will forever remain in my mind: helping an officer get their disability retirement after a tragic event and successfully navigating hurricanes, COVID-19 and countless other challenges. However, the biggest accomplishment for me was having played a small role in the success and development of others. The most satisfaction I have had is working closely with a great team and seeing them perform beyond their expected capability.
“I hope I have left the agency better than when I came. I hope the next executive director is better than I was, and I hope our staff and inmates continue to thrive. If so, then I did my job.” – Bryan Collier
CN: You began your career as a correctional officer. What did that experience teach you, and how did it shape your leadership approach over the years?
COLLIER: My time as a correctional officer and later a parole officer was very enjoyable. I was fortunate to work with great staff, and I had awesome leaders who
CN: What were some of the biggest challenges you faced during your time at TDCJ, and how did you overcome them?
helped me to learn the business. I truly enjoyed my time on a prison unit, interacting with the inmates and staff. I think this helped shape my career, as I knew it was the right field for me. Knowing the job and what our staff go through each day has helped me to think about the impact of the decisions I make as a leader, in a good way or a bad way.
CN: Did you ever imagine you’d stay with the agency for four decades, or that you would eventually lead it?
COLLIER: Like most people in corrections, I never dreamed I would be here for 40 years. As my career progressed, the agency guided my path, and I have been very fortunate to be in positions that I would never have thought I could have attained. My focus has been on where we are as an agency, where we want to go and, ultimately, how
COLLIER: We have dealt with major hurricanes, the COVID-19 pandemic and, unfortunately, escapes. We have tackled each of those incidents head on, and I remain very personally involved with our incident commander as we faced those challenges. We have a very experienced team, and they are true experts in our field. My job has
Collier began his journey in corrections as a clerk for the Texas Department of Criminal Justice in 1985.
been to put the right people in charge of the specific issues and then resource them to get the tasks done.
CN: How has the agency changed since you started, and what do you think drove that evolution?
COLLIER: I’ve seen our agency go from overcrowding to a prison-building boom to the era where we closed 12 prisons. Our agency has grown in size but also in culture. Today, rehabilitation is embedded in our fabric down to all levels, and staff understand that providing public safety is much more than just locking up individuals. It is working with them to help them be successful so that they never return to our system. I think this change was driven by the national correctional culture, which has also evolved, and our focus on more of a results-oriented business. The American Correctional Association
and the Correctional Leaders Association are helping agencies to make those changes.
CN: What defines strong leadership in the corrections field?
COLLIER: A strong leader in corrections is much like a strong leader in any field; they must have integrity, grit, determination and the ability to lead others to their vision. To some degree, a strong leader has to do their job like they don’t have to have that job. They must make good decisions—not just “safe” decisions.
CN: What advice would you offer to those stepping into leadership roles at TDCJ now?
COLLIER: I would say that TDCJ is a great agency with amazing staff. I would encourage them to be committed, focused and driven to continue to move this agency forward. Tough times will certainly come, as this is corrections, but our agency will always overcome. Learn from our mistakes and be poised for the future.
CN: How do you hope your time at the agency will be remembered?
COLLIER: I hope I have left the agency better than when I came. I hope the next executive director is better than I was, and I hope our staff and inmates continue to thrive. If so, then I did my job.
CN: What role did the people, both staff members and those incarcerated, play in shaping your perspective?
COLLIER: I have always tried to listen to both staff and inmates and take their concerns into consideration. I’ve never been shy about asking staff and wardens for their real opinion and, hopefully, I created an environment where they know they can tell me the truth.
CN: Are there any projects or goals you’re excited to pursue in retirement?
COLLIER: I plan to take a little time off and then rejoin the corrections profession in a new role. I hope to do a more traveling with my wife and hopefully take some good hunting and fishing trips with my sons.
CN: When you think about the future of corrections in Texas, what gives you hope?
COLLIER: Texas corrections has a very bright future. Our staffing is continuing to improve, our recidivism rates are declining, and our staff and leadership are working hard to improve our correctional culture. The opening of the Bartlet Innovation Unit, new community corrections supervision practices, and our growth of our faith-based programs are indicators of a healthy agency with a bright future.
Bryan Collier will retire after serving 40 years with the TDCJ, culminating in overseeing the department as its executive director.
Exploring Alternative Delivery Methods for Justice Projects
A comparative look at CMAR and Progressive Design-Build and how these approaches are transforming public project delivery
By Bill Dobyns, DBIA, LEED AP
Have you considered an alternative delivery method for your upcoming project? Many states are adopting these approaches for publicly funded projects, and their use is becoming increasingly popular and successful. While not a silver bullet for all design and construction challenges, alternative delivery methods can reduce adversarial dynamics and often result in higher-quality facilities for end users.
There are many factors to consider when choosing a delivery method. In this article, we’ll explore those factors and discuss some of the most used alternatives.
Traditional Design-Bid-Build
As a baseline, let’s begin with the traditional design-bid-build (DBB) model. In this approach:
· The owner contracts directly with a design team and their subconsultants.
· The design is developed to the construction document (CD) level and then published for bidding.
· Bids are received, and the project is awarded to the lowest conforming bidder.
· The contractor is hired by the owner and begins construction.
While jurisdictions vary, the owner’s ability to prequalify or select the contractor is generally limited. The primary benefit of DBB is the high level of competition, which
many agencies believe results in the lowest possible price. However, the owner assumes responsibility for the design and any of its shortcomings and has little to no influence over contractor selection.
Construction Manager at Risk
In a construction manager at risk (CMAR)
Asotin County Justice Center is a GC/CM project in Washington State.
An elevated control room allows observation of multiple dayrooms at the Asotin County Justice Center.
Photo Credit (all): Courtesy of Turner & Townsend Heery
contract (also known as CMGC or GCCM), the construction manager or general contractor is brought on early in the design phase. They are typically selected based on qualifications rather than low bid.
As the owner’s representative, our role includes creating a request for qualification (RFQ) process that emphasizes the owner’s priorities: collaboration, budget control, experience with similar projects and goals for disadvantaged business participation. Proposals are scored by a panel that may include end users, stakeholders and community representatives. We facilitate the process but do not vote.
Typically, about three to four top-scoring teams are then shortlisted and invited to interview. These interviews help the owner assess whether the proposed individuals— not just the company—are the right fit for the project.
The final selection combines written scores, interview performance and a pricing component (often a fee percentage or a combination of fee, general conditions and preconstruction services). The fee is typically weighted lower to avoid cost being the primary driver.
Once selected, the CMAR team enters into a preconstruction contract. Budgets, schedules and design are developed and reconciled at each design phase. At the end
of the CD phase, the CMAR provides a guaranteed maximum price (GMP) and subcontractor bidding begins.
Early contractor involvement enhances constructability, budgeting and value engineering—leading to greater ownership of the design and its completeness.
Progressive Design-Build
In progressive design-build (PDB), the owner issues an RFQ that is purely qualifications-based. Designers and builders form teams to respond, typically with the general contractor as the primary contract holder.
Unlike the other processes, the owner does not hold a direct contract with the designer and assumes less responsibility for the design’s completeness.
RFQ scoring prioritizes collaboration and past performance of the team working together. Teams submit statements of qualification (SOQs) which are scored to create a shortlist. Design concepts are discouraged in this phase to maintain a focus on qualifications.
Proprietary meetings are held with each team to discuss project specifics confidentially. These meetings allow the owner to assess responsiveness, collaboration and alignment with project goals.
An RFP may follow to address statutory requirements (e.g., management plans, DBE goals). If required, a pricing component— typically a percentage fee—is submitted. The highest-scoring team is awarded a contract for preconstruction services.
During preconstruction, the team begins design, develops budgets and schedules and may start limited construction. At a defined milestone, a GMP is established.
Many projects use multiple GMPs to accelerate progress while managing risk.
Common Misconceptions
A frequent misconception about designbuild is that the owner loses control over the design. This is not true if the owner is engaged from the beginning, clearly communicates needs and expectations, and provides timely feedback. Teams are selected for their collaborative capabilities and are motivated to meet the needs of all stakeholders.
Conclusion
So, is alternative delivery right for your project? Perhaps. Likely. But not automatically.
Each organization and project are unique. Educating your team on the pros, cons, risks and benefits of each method is essential. With the right approach and a strong owner’s representative, alternative delivery methods can lead to more successful, efficient and collaborative project outcomes.
Bill Dobyns is a senior project management director at Turner & Townsend Heery in Seattle. With more than 41 years of experience, he has delivered public projects both as a contractor and as an owner’s representative. For the past four years, he has focused on advising agencies implementing alternative delivery methods for the first time. Previously, Dobyns led the justice sector team for a major general contractor in Washington, overseeing the
of
and
A rendering of the Asotin County Justice Center from above.
Juvenile Justice Update, from page 34
Our new 20,000-square-foot academic and vocational building is now the heartbeat of the Augusta campus. As the state’s 181st school district, Georgia DJJ operates the Georgia Preparatory Academy, which provides comprehensive middle and high school education. The classrooms are outfitted with Promethean smartboards and Wi-Fi access, creating a dynamic learning environment.
We also added a modern media center and a dedicated computer lab to expand learning opportunities. Classrooms are filled with natural light to create a vibrant and student-centered atmosphere. Every design choice supports equipping our youth with the tools they need to thrive.
Vocational training is equally critical to our mission. Our new cosmetology lab offers hands-on instruction to our youth. A fully equipped horticulture lab with a greenhouse allows students to gain practical plant care and carpentry skills. These programs are aligned with Georgia’s technical education standards, ensuring that the training our youth receive is both meaningful and marketable.
We built a 2,000-square-foot workroom and a specialized classroom to enhance this hands-on learning. These facilities prepare our youth not just for jobs, but for careers.
To me, education and vocational training are the foundation of long-term rehabilitation. That is why we designed this school to look and function like any other public school in Georgia. This development campus is not just a place of confinement: It’s a promise of potential.
We are already applying what we have learned from this project to upgrades at other facilities across the state. Our goal remains to create secure, rehabilitative environments that prepare youth for successful community reintegration.
From the architectural design to the classroom tools, every decision we made was driven by our commitment to transformation and growth. With this project, the Augusta Youth Development Campus now stands as a model for the future of juvenile justice in Georgia—a future rooted in opportunity and the belief that every young person in our care can change their story.
Shawanda Reynolds-Cobb was appointed commissioner of the Georgia Department of Juvenile Justice on May 3, 2023, by Gov. Brian P. Kemp. Reynolds-Cobb is responsible for the daily operation of more than 2,800 employees who hold justiceinvolved youth accountable for their actions through probation supervision and secure detention. She has more than 30 years of experience in government service.
