Correctional News: 2025 Regional Edition

REGIONAL EDITION 2025

NYC’s High-Rise Jail Revolution

page 8 The Future is Youth in Nashville Justice Reform

page 16 Napa’s New Jail Prioritizes Wellness, Dignity and Design

page 22

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16 SPECIAL ISSUE

TABLE OF CONTENTS

Next Edition: July/August 2025 Planning and Construction

REGIONAL EDITION

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2025 EDITORIAL ADVISORY BOARD Jeff Beard......................................................Former Secretary of Corrections for California and Pennsylvania Bryan Collier................................................Executive Director, Texas Department of Criminal Justice Nicholas Deml.............................................Commissioner, Vermont 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 DOC

28 4 6 7 8 10 12 14 16 18 22 26 28 30 31 32 34 36 38 40 42 44 46

PEOPLE IN THE NEWS A LETTER FROM THE EDITOR NEWS URBAN FACILITIES TRENDSPOTTING RURAL SPOTLIGHT NORTHEAST: DIRECTOR’S REPORT JUVENILE JUSTICE UPDATE SOUTH: DIRECTOR’S REPORT FACILITY OF THE MONTH ON LOCATION BUILDING VERTICALLY MAINTENANCE & OPERATIONS TECHNOLOGY STANDOUT PRODUCTS MANUFACTURING MIDWEST: DIRECTOR’S REPORT LAW ENFORCEMENT WEST: DIRECTOR’S REPORT NEWS DESIGN & CONSTRUCTION CONSTRUCTION REPORT

STAFF President Torrey Sims

Editorial Director Lindsey Coulter

Managing Editor Kat Balster

Director of Client Relations Sarah Clow

Production Heidi Warstler

Editorial Kat Balster, Managing Editor kat@wmhmedia.com

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PEOPLE IN THE NEWS A/E/C Cristi Glenn joins NELSON Worldwide as vice president, practice strategy leader, for civic and justice. Glenn brings nearly three decades of leadership experience spanning justice, healthcare G l e nn and community systems to the position, which will involve close collaboration with the civic and justice team to drive vision, growth and cross-disciplinary collaboration.

In her most recent role, Glenn served as principal for justice at NORR. She also has held key roles with DLR Group, Corizon Health and the Illinois Department of Corrections. She has a Master of Social Work from Southern Illinois University, Carbondale. This clinical background informs her strategic approach to design and program implementation and helps her to design for the complex challenges with rehabilitation and reintegration.

MANUFACTURERS/SUBCONTRACTERS ModCorr | MSP recently announced the addition of four new leaders.

ModCorr | MSP has welcomed Curtis Johnston as a senior project manager, adding more than 30 years of industry experience in detention equipment and general construction to its team.

Joh nst on Johnston has held key roles throughout his career, including project executive, project manager and superintendent.

Before joining ModCorr | MSP, Johnston served as a project executive at Cornerstone Detention Products and held senior project management roles with both Cornerstone and Southern Folger Contracting Inc. He has deep experience with the installation of detention equipment systems, including locking solutions from Airteq, Tymetal and Southern Folger.

Known for his practical field knowledge and ability to coordinate across teams, Johnston has managed a wide range of correctional facility projects. His background in both general and specialized construction will support ModCorr | MSP’s continued work in delivering secure, efficient modular solutions.

In this role, Johnston will help oversee project delivery, working closely with clients, subcontractors and internal teams to ensure quality standards and timelines are met.

Tyler Seal will serve the company as a new project manager, bringing a range of experience in construction management, estimating and design-build delivery. Seal has worked across the commercial and correctional sectors, with prior roles at Cornerstone Detention S e al Products, Anchor Design Build Group and Yates Construction.

Most recently, Seal served as a senior project manager at Cornerstone, where he was involved in managing detention facility projects through various phases. His background also includes preconstruction estimating and modular construction coordination, giving him a versatile skill set suited to ModCorr | MSP’s project portfolio.

Seal earned a degree in building construction science from Mississippi State University and is currently pursuing a master’s degree in business administration from the University of Alabama at Birmingham.

In his new role, Seal will support the delivery of modular building projects, working with internal teams and external partners to coordinate schedules, budgets and quality standards. His addition reflects the firm’s continued effort to grow its project management capacity 4 | www.correctionalnews.com | regional edition 2025

and respond to evolving client needs in the modular construction space.

Robert (Bobby) Smith, E.I., has also joined the team as a senior project manager of Modular Relations. Smith brings more than 40 years of experience in construction and industrial project management to the position. Throughout Sm i th his career, he has held key roles at major firms, successfully leading multi-million-dollar projects across various sectors including manufacturing, warehousing, corrections and infrastructure.

As senior project manager, Smith has overseen largescale projects such as Amazon fulfillment centers, UPS distribution hubs and federal prison facilities. He received a Bachelor of Science in civil engineering from the University of Memphis and has deep expertise in project execution, budgeting, scheduling and quality control.

Dean Brooks was recently named manager of security electronics.

Brooks is a highly experienced SEC professional with more than 13 years in the industry, specializing in the intricacies of corrections projects and security electronics upgrades.

B ro o ks He has a consistent track record of successfully managing complex projects, and his career highlights include the successful oversight of more than 25 corrections projects and more than 15 SEC renovations.

With experience spanning numerous locations across the U.S., Brooks excels in delivering high-value projects. His commitment to professional development is reflected in his diverse certifications, including OSHA 30-Hour.

CORRECTIONAL OFFICIALS After more than 40 years of public service, Acting Washington Department of Social and Health Services Secretary Cheryl Strange retired on May 23. Strange served as deputy secretary of the Washington Department of Stra ng e Corrections from 2008-2011 and as secretary from 2021-2025. She spearheaded reentry, work-release, and behavioral health initiatives and implemented a culture of change and innovation. As a two-time secretary of the Washington State Department of Social and Health Services, and as the chief executive officer at Western State Hospital, Strange also led the charge to transform the hospital and the way in which all agency services are delivered, never wavering in her commitment to improving the lives of those the agency serves.

Bea Rector, assistant secretary of the Home and Community Living Administration in Washington State’s Department of Social and Health Services, will serve as acting DSHS secretary.

Rector has worked at DSHS R ec to r for 25 years, holding senior leadership positions for 18 of those years. She holds a master’s degree in public administration from the University of Washington. In 2008 Rector received the Governor’s Award for Leadership in Management.

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Russell Washburn received the North American Association of Wardens and Superintendents (NAAWS) 2024 Warden of the Year at the recent NAAWS Annual Conference Warden Washburn of the Year Banquet, held in Grand Rapids, Mich. The award recognizes a warden who has gone the extra mile to solve problems in their organization, involve themselves in community and local organizations, and mentored in the development of others. Washburn most recently served as the warden at CoreCivic’s La Palma Correctional Center (LPCC ) in Eloy, Ariz.

Washburn has more than 28 years of experience in the correctional profession, holding various leadership positions at CoreCivic facilities, including serving as warden at LPCC and Red Rock Correctional Facility, also located in Eloy. Washburn will leave his position at LPCC May 12 to serve as managing director of facility operations for CoreCivic facilities in Florida and Georgia.

Lt. Col. Elsie Judon, MS, BSW, CCHP, director of operations in the department of detention at the Broward Sheriff’s Office in Ft. Lauderdale, Fla., is the new American Jail Association liaison to the National Commission Judon on Correctional Health Care Board of Representatives.

Judon, the first woman of color to be elected vice president of the AJA, brings more than 25 years of experience in correctional operations and administrative management to her board role. She is an active participant in community programs and public safety initiatives and highly experienced in specializedunit management. She is also a Certified Correctional Health Professional through NCCHC, a Certified Jail Manager through AJA, and a certified general instructor and trainer. She received a Master of Science in forensic psychology from Nova Southeastern University and a bachelor’s degree in social work from Florida Atlantic University.

COMPANY NEWS

(F rom Le f t) Nathan, Tim and Patrick Sk ipper

Montgomery Technology Inc. (MTI), a provider of integrated security electronics systems for the justice industry, recently announced the retirement of founder and owner Tim Skipper (center). After nearly four decades of pioneering leadership, Skipper will transition into a consulting role as the company enters a new chapter under the leadership and ownership of his sons, Patrick Skipper (right) and Nathan Skipper (left). Patrick Skipper will serve as president, overseeing company operations and strategic direction, while Nathan Skipper will serve as vice president, focusing on sales and technology advancement.

Tim Skipper, a graduate of Auburn University in Electrical Engineering, founded MTI in 1987 to deliver simple, reliable, and innovative security control solutions tailored to correctional facilities. Under his guidance, MTI quickly established a reputation for engineering excellence and customer-focused design. He developed a robust control system architecture that has remained backwards compatible for an unparalleled 38 years and also led the early Spotlight development of integrated systems on a person by contacting touchscreen computers and handheld devices.

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Honors industry professionals who have contributed more than 30 years of service to corrections.

The awards are open to professionals across the design, engineering, construction, vendor, subcontractor, manufacturer and facility owner/operator spectrum.

Honors emerging leaders who have worked in the industry for 10 years or fewer.

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A LETTER FROM THE EDITOR

Understanding the Icons: Project Status and Region To help readers understand the status of a project and where it is located, we’ve introduced a set of easy-tofollow icons. These visual markers appear next to projects throughout the magazine and offer at-a-glance insights into project phase and geographic region.

Project Status Icons In Development | The project is still in the planning, design or early development phase. Ground has not yet been broken, but key elements are being finalized behind the scenes.

Under Construction | The project is actively being built. Construction crews are on-site, and progress is underway toward completion.

Completed | The project is finished or substantially complete. These facilities have reached the end of their build timeline and are now serving their intended purpose.

Urban or Rural: Building Where We Live

Regional Icons

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As part of our Regional Issue, these color-coded icons indicate where each project is located across four major U.S. regions.

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The urban-rural conversation continues throughout this edition, with AECOM’s Beverly Prior offering a thoughtful overview of the four borough-based jail projects in New York City on page 8. In a city that never sleeps, design and delivery logistics, from staging and traffic to labor and community concerns, are anything but simple.

In his reoccurring Trendspotting column on page 10, Stephen Carter of CGL reflects on the long-standing preference that places prisons in more rural areas and questions whether larger state facilities might benefit from more urban placement.

The Building Vertically section on page 28, takes on the practical implications of vertical construction, from design intent to structural complexity, looking at examples of both midrise and high-rise layouts.

Greg Offner, in his Maintenance & Operations column on page 30, adds an operator’s view of vertical construction, offering insights into the management of these facilities and perspectives to consider.

On the rural side, we take a deep dive into the Grant County Jail project, located in the middle farmlands of Washington State. This feature, found on page 12, explores how the project team overcame utility access challenges, found efficiencies for labor by prefabricating off-site, and relied on local relationships with key trade partners. The project was well received by the community, contrasting with the local resistance often encountered by projects in more urban areas.

Additionally, the Nashville Youth Center for Empowerment on page 16 shows a balance between urban and rural approaches. With a campus-style facility, there is space for the construction team to park and lay down materials, but the proximity to the city still provides resources and ease of visitation for families.

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Each year, Correctional News publishes a special issue outside of our regular bi-monthly editorial cycle. Special editions allow the publication to focus on a single topic that warrants additional examination and considers the industry from a different perspective.

For the 2025 special edition, Correctional News is taking a look at corrections across the expanse of the United States. It’s a monumental task; therefore, we have turned to the statelevel directors from the Correctional Leaders Association (CLA) to help paint a picture of their distinct and dynamic regions. CLA’s own geographical breakdown—West, Midwest, Northeast and South Regions—provides the framework for this edition.

On page 14, New York Commissioner Dan Martuscello shares challenges and innovations across the Northeast, including the launch of the Northeast Regional Training Institute and regional collaboration around leadership development, organizational wellness and reducing recidivism.

From the Southern Region, featured on page 18, we highlight the transition from Texas Executive Director Bryan Collier to Florida Secretary Ricky Dixon as Southern regional leader for CLA. The two also reflect on engagement with immigration enforcement and anti-contraband strategies, including cellphone jamming and drone activity.

Across the Midwest, featured on page 36, states from the Dakotas to Illinois are in the midst of completing hundreds of millions of dollars in new construction projects. The region also showcases robust reentry and rehabilitation efforts, from peer recovery coaches in Michigan to housing support to community-based education and job training. Midwest leaders are represented in this edition by Michigan Director Heidi Washington, who recently accepted the role of vice president of CLA, and by Kansas Secretary Jeff Zmuda, CLA’s dedicated Midwest regional representative.

The Western region, represented by California Department of Corrections and Rehabilitation Secretary Jeff Macomber on page 40, focuses on long-term challenges related to aging infrastructure, rural staffing issues and the complexity of maintaining large-scale facilities in remote locations. These themes also surfaced in recent discussions with the magazine’s Editorial Advisory Board and Industry Knowledge Council on the urban-rural divide and the long-term viability of correctional infrastructure.

IN THIS ISSUE:

SO

A Cross-Country Look at Corrections

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New Voices and Meaningful Projects In this edition, we are also proud to debut a new column on Law Enforcement, found on page 38. Penned by Industry Knowledge Council member David McRoberts, it addresses the critical and complex relationship between law enforcement and corrections.

Finally, this issue’s Facility of the Month, the Napa County Jail on page 22, was a true labor of love. The project was more than a decade in the making, and the county, led by Corrections Director Dina Jose, gathered a dedicated team to bring the facility to life. The passion for the project was palpable and personal. For example, the murals on the facility walls were painted by an employee of the general contractor who stepped in after the original artist’s plans fell through.

We hope this edition offers a meaningful look at how corrections varies by geography, and how the work continues whether building up or out, urban or rural.

CALENDAR

June 23-26 | National Sheriff’s Association Conference Ft. Lauderdale, Fla. July 7-10 | CLA Western Regional Conference Napa, Calif.

Sincerely, Kat Balster Managing Editor, Correctional News

6 | www.correctionalnews.com | regional edition 2025

Aug. 21-26 | ACA Summer Conference Denver

NEWS

Ohio Awards $50 Million in Jail Construction, Renovation Grants

By Lindsey Coulter Ohio Gov. Mike DeWine and Ohio Department of Rehabilitation and Correction Director Annette Chambers-Smith announced in early June that the state will award $50 million in grants to support new construction as well as renovation projects at 19 jails.

The funding will be made available through the Ohio Jail Safety and Security Program, launched by DeWine in 2021 in partnership with the Ohio General Assembly.

The initiative aims to help communities address urgent infrastructure issues at jails that are functionally obsolete or structurally failing.

1990. The project is expected to include an expanded sallyport, intake and booking area as well as new mental health, recovery and healthcare units. The award covers approximately 75% of the total project cost.

The funds will support renovations to the jail, built in 1978, including expanded bed capacity, special housing, court holding, and improvements to the sallyport, intake, booking, and medical and mental health areas.

Other counties receiving grants include: · Pickaway County will receive $4.4 million for window replacements and security upgrades. · Morrow County was awarded $1.2 million to add 44 beds and upgrade jail security. · Morgan County will receive approximately $1.2 million to reopen its jail by renovating intake and booking areas and adding a new sallyport. · Paulding County will receive $1 million to replace HVAC systems.

Ashtabula County will receive $15 million, the largest single award granted through the program. | Photo Credit (all): Ashtabula County

“This funding will not only support safer environments for those living and working in our local jails, but it will also help prepare inmates for release by creating improved spaces for workforce development, educational opportunities and other programming,” said DeWine in a statement.

Among the 19 recipient counties, Ashtabula, Muskingum, Guernsey, Hocking and Summit counties are receiving the largest shares of the $50 million total.

These investments—as well as a number of smaller grants dedicated to infrastructure and operational improvements—reflect Ohio’s broader strategy to modernize correctional infrastructure and promote rehabilitation.

“This funding will not only support safer environments for those living and working in our local jails, but it will also help prepare inmates for release by creating improved spaces for workforce development, educational opportunities and other programming,” reiterated DeWine in a statement.

The Ohio Jail Safety and Security Program continues to address aging infrastructure while promoting safer, more secure, and more rehabilitative environments in local jails across the state.

· Ashtabula County will receive $15 million, the largest single award granted through the program. The funds will support renovations to the jail, built in 1978, including expanded bed capacity, special housing, court holding, and improvements to the sallyport, intake, booking, and medical and mental health areas. The grant is expected to cover approximately 37% of the total project cost. · Muskingum County is receiving $7 million to support the construction of a new 357-bed jail. The project will allow the county to close its current facility, which was built in 1977. The state’s contribution represents roughly 8% of the project’s total estimated cost. · Guernsey County will be awarded $7.3 million for a jail renovation and addition. The updates will expand bed capacity and include new medical spaces and confidential interview rooms. The existing facility was completed in 1994. · Hocking County is receiving $6.7 million toward the completion of a new women’s jail on the grounds of the former Hocking Correctional Facility.

The facility will include a substance-use treatment program. · Summit County will receive $2.9 million to renovate its jail, originally built in www.correctionalnews.com | regional edition 2025 | 7

URBAN FACILITIES

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Aerial rendering of the Queens facility. Though located in an urban area, the Queens location offers more space surrounding the project than in other boroughs.

Image Credit: Courtesy of Leon D. DeMatteis Construction Corp. with STV Inc.

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Breaking New Ground in Urban Jail Infrastructure New York City’s Borough-Based Jails Program and the complexities of high-rise jail design

By Beverly Prior, FAIA, DBIA, LEED AP In partnership with New York City Department of Design and Construction Facing the humanitarian and legal imperative to close the jails on Rikers Island, New York City needs game-changing solutions for new facilities in the boroughs that are safer and more secure but also that can be implemented faster than ever before. Yes, New York City needs solutions that can only be achieved in a collaborative partnership with the AEC industry: the designers, builders, and manufacturers that innovate to shape the built environment. To that end, the $16 billion Borough-Based Jails (BBJ)

Program represents an unprecedented convergence of public infrastructure, design-build innovation and criminal justice reform.

Comprising four simultaneously developed high-rise jail facilities—one each in Brooklyn, The Bronx, Manhattan and Queens—and five Early Works projects, the BBJ Program is the largest and most complex design-build correctional program in New York City history. It is also a living case study in the challenges of delivering vertical correctional infrastructure in dense urban environments. Unique design, operational, and regulatory considerations are shaping the BBJ Program, and the city and its program management team are navigating these complexities to deliver next-generation justice facilities.

Program Overview: Aligning Infrastructure with Justice Reform The BBJ Program was launched in response to New York City’s commitment to closing Rikers Island, a decision grounded in a broader push for criminal justice reform.

Unlike previous corrections projects, the BBJ facilities are not merely replacements for aging infrastructure. Instead, they are purpose-built to support more humane, smaller and community-integrated facilities aligned with modern correctional philosophies.

The Brooklyn Facility is situated in an urban area, with special consideration to the impact on neighbors and the community. | Image Credit: Courtesy of Tutor Perini Corporation with HOK

Key program characteristics include:

· New York City Department of Design and Construction’s (DDC) first major design-build initiative · The first high-rise jail program of this scale in the United States · A planning framework rooted in the 2019 City Council-approved Master Plan and the Incarcerated Individual Bill of Rights · Integration of community, retail, and public art components to foster civic engagement and reduce stigma

Designing for Density, Security and Complexity in Vertical Facilities Designing urban correctional facilities requires innovative solutions that navigate site constraints, community engagement, security and vertical complexity of operations. The following challenges are inherent to this typology: 1. Site Constraints and Security

Urban sites offer limited footprints, requiring vertical building strategies. Security concerns increase with height, necessitating drone detection systems, hardened 8 | www.correctionalnews.com | regional edition 2025

URBAN FACILITIES perimeters, and secured pathways for all ingress and egress points—including deliveries, waste removal, and staff and visitor access.

2. Life-Safety and Evacuation

High-rise facilities require tailored life-safety solutions, including enhanced first-responder radio communications, fire-rated vertical escape routes, and, where appropriate, reimagined strategies for areas of safe refuge.

3. Vertical Movement and Operational Layout

Efficient and secure vertical circulation is central to operational success. Key decisions involve whether programs and services—healthcare, visitation, education— are centralized or distributed to housing floors to minimize escorted movement. Every vertical transfer of people in custody introduces risk and resource burden.

4. Community Integration and Impact Mitigation

Balancing safety and operations with neighborhood integration is essential.

Designers must address existing traffic patterns, noise impacts and the use of materials and massing to enhance the civic appearance and manage sightlines to ensure mutual privacy for neighbors and facility occupants.

Navigating Regulation, Policy and Engagement Beyond the universal urban facility challenges noted above, the BBJ Program is shaped by the regulatory, political and policy conditions unique to New York City.

1. Regulatory Standards and Reform Requirements

Designs must comply with both New York State Commission of Correction and New York City Board of Correction standards as well as stipulations from the Incarcerated Individual Bill of Rights. These include: · Single-occupancy cells with exterior windows · Shared treatment clusters and therapeutic housing units · Floor-by-floor integration of services to support operations · Up to 40,000 square feet of community or retail space per site

A rendering of the Bronx Jail shows the goal of the design team to maintain a sense of harmony with the community and create a building that is visually appealing.

Image Credit: Courtesy of Urbahn Architects, Architect of Record, and Cetra-Ruddy, Design Architect

2. New Governance and Constituent Engagement Models

· Includes specialized spaces such as a maternity unit and health programming · Modular configuration that allows adaptation to potential changes in the women’s population · Adjacent courthouse connected by a bridge and facility height capped at 195 feet due to the larger site area

As DDC’s first major design-build program, the BBJ effort required new inter-agency coordination protocols, including: · Joint review by the City Planning and Public Design commissions · Independent peer review of each selected design-builder’s design proposal · Public design input workshops with local constituents In addition, the City’s Percent for Art program is being integrated into each facility, aligning with the broader justice-reform vision by supporting environments that uplift people in custody, staff, visitors and community.

3. Evolving Policy Environment

Since the program’s inception in 2019, additional local laws and sustainability mandates—covering electrification, nutrition and climate resilience—have been adopted. The program team continuously integrates these evolving standards with the design-build teams to ensure future compliance without compromising project delivery.

Borough Brooklyn The Bronx Queens Manhattan

Beds 1,040 M 1,040 M 590 M / 450 W 1,040 M 295’

Three of the four sites are also within the influence zone of Metropolitan Transportation Authority infrastructure, requiring careful engineering coordination and budgeting for MTA oversight.

Current Status and Industry Engagement The BBJ Program continues to advance despite external headwinds including the COVID-19 pandemic, material and labor shortages, and changes in city leadership. To date, multiple phases are underway across the four sites, with robust participation from minority- and women-owned business enterprises, reflecting the city’s commitment to equity in procurement.

Design-Build Team Tutor Perini / HOK TRG / Urbahn / CetraRuddy Leon D. DeMatteis / STV / Michael Graves Architects Tutor Perini / O&G / HOK

Budget $2.96B $2.97B $3.98B $3.76B

Status Phase 2: Construction Phase I: Design & Validation Phase I: Design & Validation NTP Scheduled for May 2025

Duration 2023–2029 2024–2031 2024–2031 2025–TBD

Adapting to Site-Specific Conditions

Conclusion: A New Era of Urban Justice Infrastructure

While the program’s operational model seeks consistency across facilities, each borough presents unique site-specific challenges:

The BBJ Program is not just about replacing outdated detention facilities; it is about rethinking their role in the urban fabric and aligning infrastructure investment with civic values. As the industry watches closely, New York City is providing a working model of how collaborative design-build delivery, policy alignment and urban sensitivity can come together in service of justice reform.

This ambitious program underscores the vital role of the AEC industry in shaping civic outcomes. Through innovative design, community engagement and resilient execution, the BBJ Program offers a new blueprint for urban justice facilities rooted in dignity, transparency and service to New Yorkers.

Brooklyn and Manhattan

· Taller 295-foot structures due to small site footprints · Pedestrian bridge or tunnel connections adjacent courthouses · Located in high-traffic zones requiring extensive logistics coordination The Bronx

· Accommodates a future mixed-use housing development on the adjacent site, requiring attention to view corridors and operational planning · Due to the larger site area, facility height capped at 195 feet Queens

· Only facility housing both men and women, necessitating a “jail within a jail” design

Beverly Prior, FAIA, DBIA, LEED AP, is vice president and justice architecture lead at AECOM, where she specializes in the planning and design of transformative justice facilities focused on wellness and human-experience. As program manager for the AECOM-Hill Joint Venture, she currently oversees design-build implementation of New York City’s Borough-Based Jail Program. Prior is a valued member of Correctional News’ Industry Knowledge Council. www.correctionalnews.com | regional edition 2025 | 9

TRENDSPOTTING

An Inconvenient Neighbor Urban Prisons: Back to the future?

By Stephen Carter, AICP The question is simple.

The research is inconclusive.

The political will is non-existent, but the need is pressing.

The question is: Should future prisons be located within metropolitan areas?

The history of urban prisons parallels that of cities themselves. Dating back to the Revolutionary War era, as cities evolved, so did prisons. The modern concept of the urban prison began to take shape in the 18th and 19th centuries. Because crime was predominantly concentrated in urban areas, so, too, were prisons— both as a matter of convenience and as a desire to deter criminal behavior.

This brief article is neither a historical recap nor a defense of the monumental changes that have occurred in incarceration over the past two centuries. Rather, it is a suggestion that—due to the changes in profile, purpose and perspective of incarceration—state jurisdictions, particularly those with major cities, should reconsider the viability of urban sites.

This is also not an endorsement of more prison construction. With few exceptions, most Americans believe that there is sufficient bedspace to accommodate those who truly cannot live safely amongst law-abiding citizens. However, the state of the existing infrastructure in many prisons is deteriorating, and the cost of renovation is increasing exponentially.

Is There a Reasonable Case for Returning Home?

Approximately 50 years ago, largely initiated by the Federal Bureau of Prisons (BOP), states began to locate prisons in remote and even rural areas for a variety of

reasons. The most frequently cited were availability of lower-cost land, fewer objections from the community to a prison, the projects’ potential to serve as an economic engines for rural communities, and, politically, an “outof-sight, out of mind” perspective. These and other justifications resulted in billions of capital dollars being invested in prisons far away from urban cores.

But most inmates—and staff—do not live in rural America. Home is where the people are. According to the U.S. Census Bureau, 83% of Americans now live in urban areas, and that number is projected to increase to 89% by 2050. Not only do most incarcerated individuals come from cities, but so do those who staff, supply and service prisons. In my five-decade career helping states analyze suitable and acceptable locations, however, very rarely have urban sites even been considered.

There are a few notable exceptions, which I will return to after clarifying what I mean by “urban.” The U.S. Census Bureau defines metropolitan areas as those with populations of more than 50,000, including central business districts (CBD) and the contiguous counties, townships, suburbs and districts. When defining Local Area Networks (LAN), a 30-kilometer (roughly 20-mile) radius is commonly used. In this context “urban” includes much more than just the downtown core.

Therefore, a case for including the broader Metropolitan Statistical Area (MSA) in the evaluation of sites can be justified for several reasons:

The economic argument that prisons in rural areas cost less than urban or MSA options does not recognize a more strategic consideration of the total cost of ownership. This short article is hardly the place to present both sides of an economic analysis, but at a minimum, discussions should extend beyond capital costs to include travel time, long-term staffing implications, family visits and volunteer engagement.

Can We Accommodate a Homecoming?

There are several recent examples of projects that help balance the debate between rural and urban prison locations (excluding the proposed new borough-based jails in New York City, as these are currently limited to pretrial facilities).

The new 215-acre Utah State Prison, designed for 3,000 inmates, is located just 11 miles from the state capital of Salt Lake City and is adjacent to the Salt Lake City International Airport. Within its 100-plusacre, double-fenced campus, space is available for all the programs and services of any rural prison as well as substantial room for future growth. While the new prison site was economically justified, its predecessor sat on far more valuable land. It’s notable that the Utah State Prison did not move to a rural site but remained easily within the Salt Lake City MSA. In Baltimore, the State of Maryland decided to construct an 11-acre campus facility within the walls of · Inmates are closer to the neighborhoods to the existing Baltimore Prison that has existed for more which they will return upon release than 150 years. While the new facility will accommodate both pretrial and sentenced inmates, the decision was · Travel distances for staff are likely to be shorter largely driven by land value, with the old location · Access to community support organizations is more easily accessible and sustainable providing far more value for non-prison purposes.

The urban location also ensures better availability of · The availability of specialized support (medical, mental health, volunteer) is expanded specialized staff for this treatment-focused facility, compared to what could be provided at many available · Inmate visitors have shorter distances to travel and can use public transportation rural locations.

The final modern example for an urban homecoming is the proposed new Correctional Treatment Facility in the nation’s capital.

Not so long ago, most of the sentenced and pretrial Washington inmates were incarcerated 25 miles away in Lorton, Va. Even though this new treatment facility will be high-rise, the unique mission of improved mental health treatment, along with more programming for the general population, is being accommodated on a compact five-acre site. The district’s long-term strategy is to also accommodate more sentenced inmates (who are currently housed in federal facilities) within the new location.

These examples reflect a growing trend When the perfect precast solutions don’t towards urban sites. In every instance, a large exist, we create them. part of the justification is better opportunities Sometimes, traditional methods simply don’t cut it. to achieve rehabilitation and reentry goals When Putnam County, TN needed to expand its local by increasing access to families, services and correctional facility but was limited on space, the only programs. This mission is driving decisions solution was to expand. To learn more about this project more than outdated concerns regarding total cost. and discover the possibilities of precast, Talk to Tindall.

Tot al Precast Modules for an Op en Dayroom Solution

PU T N A M CO U N T Y J US T I C E C E N T E R Cookeville, TN T I N DA L LCO R P.COM

10 | www.correctionalnews.com | regional edition 2025

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.

They are your everyday neighbors, friends, or fellow commuter - but look closer, they’re the unsung heroes of our community.

Correctional professionals, are the guardians of rehabilitation. To those who go behind the walls every day to keep our patients and communities safe and healthy, thank you for your service.

TeamCenturion.com

RURAL SPOTLIGHT

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The Grant County Jail will include a separate staff entrance and parking lot.

Image Credit: Clemons Rutherford Architects, courtesy of Lydig Construction

T ES

Building Where it Matters

Grant County Jail in rural Washington tackles growth and overcrowding

By Kat Balster In the heart of central Washington, Grant County boasts 300 days of sunshine a year and a population swell with each festival season. As tourists flock to the area to attend events at the nearby Gorge Amphitheater, the county also sees a related increase in its jail population. The problem has plagued the community and strained the facility for decades.

The Grant County Jail was built in the 1980s and was outdated the moment it opened. It had been designed for just 85 inmates and rapidly outgrew its capacity. By the time modifications were made in the ‘90s to bring the number of beds to 195, the county’s need had doubled again.

“We outgrew [the old jail] on day one,” said Sheriff Joe Kriete. “Our county was growing faster than we could keep up with at our current size.”

Overcrowding and restricted bookings continued to be the norm for years.

“There were people we couldn’t even arrest because we didn’t have the bedspace; thousands of warrants that we couldn’t serve,” Kriete added.

A Community-Led Solution In 2016, when Kriete was the chief deputy of corrections for Grant County, he started to attend town halls with the previous sheriff to hear from residents directly about their concerns. The community was clear and unified in their dissatisfaction with the current situation. This input shaped what eventually became the voter-supported

The Grant County Jail is located in rural central Washington and is expected to open by May 2026.

Photo Credit: Clemons Rutherford Architects, courtesy of Lydig Construction

solution for the jail. With summer tourism and the Gorge Amphitheater drawing tens of thousands of visitors to the region each year, a sales tax made sense.

“A lot of those visitors also use our jail facility. We couldn’t find a better way to share the expense with everybody that uses the jail than a sales tax,” Kriete said with a bit of humor. “So, we went out with a three-tenths of a percent sales tax, and it passed with over 60% support.”

The widespread support also set the tone for the project as a whole.

“It was almost like having a mandate from the voters,” said Tom Gaines, who led construction for Grant County. “Once it was passed, we knew we had to deliver.”

Rural Doesn’t Mean Simple The project had momentum, but construction in a rural environment came with unique headaches, starting with site selection. After several rejected options, the county pivoted to the site of an old racetrack outside of the city. “[The site] wasn’t in the urban growth area,” said Gaines. “We had to get it annexed, run water and sewer [lines] across private lands, and figure out how to get power to the site. That meant becoming a developer in every sense. We created a developer’s agreement with the city, brought in utilities and even coordinated extensions for other public uses like the [public utilities district]. It took teamwork.”

Lydig Construction, the project’s construction manager at-risk, then had to execute the vision.

“There was a lot of confusion between the city and county [about] who was inspecting, what fire district we were in,” said Marc Seeberger, senior project manager with Lydig.

“That kind of coordination, especially running utilities through multiple properties, can be a nightmare if you don’t have partners who are brought in.”

Temporary power and water came online just in time to keep the project on schedule, and when the county sold adjacent land to the public utilities district, the groundwork was already in place for their new service center.

TITAN STANDS FOR AMERICAN QUALITY DOORS • FRAMES • WALLS SLIDERS • CEILINGS • WINDOWS

T I TA N S T E E L D O O R . C O M 12 | www.correctionalnews.com | regional edition 2025

Designing for the Present and the Future Jail design was led by Clemons Rutherford & Associates (CRA), with Will Rutherford serving as senior project architect. Rutherford took rural realities and operational efficiency into account from the beginning.

“They were so deficient in beds,” Rutherford said. “They were housing only the most severe cases. There was no room for mental or behavioral health, no space for

RURAL SPOTLIGHT classification. This project was a chance to make a real impact.”

CRA’s design philosophy focused on reducing movement, improving flow and supporting classification without expanding staffing needs.

“Movement means money; movements mean staff,” Rutherford said. “So, our design had to minimize both, while still being secure and safe for staff and inmates.”

dozens of positions, so the layout had to support the staff they already had.”

The county has found success with lateral hires and creative recruiting efforts, including outreach to neighboring states. “The days of 200 applicants showing up for a written test are gone,” said Kriete. “But I’m not going to lower standards. Our community deserves the best.”

Local Labor, Real Limitations

One of the most intentional design moves was separating intake from release.

“We always design with an in and an out. You never want someone walking back through booking after serving time,” said Rutherford. “That invites problems.”

Building for Health

City Core to County Line: Lessons from Marysville

E COV

ER

A nurse triage station is included in intake to allow screening before inmates go to housing, verifying that they are medically stable.

“The location [in Grant County] that has the highest concentration of sick individuals is our jail, not the hospital,” Kriete said. “It’s a serious issue.”

Like in many rural counties, Grant County’s jail is also the county’s default mental health facility. As such, the 512-bed facility accounts for mental and behavioral health needs, without the county having to operate psychiatric housing. “[The county is] not equipped to retain psychiatric patients long-term,” Rutherford said. “But [the county jail] can safely hold them temporarily and transfer them to the state, which is the right approach for a county of this size.”

Partnerships with organizations like RENEW Grand County Mental Health are

TH

The jobsite setup for the construction team was robust due to the distance from amenities.

However the expansive rural space outside the city of Ephrata allowed for a significant staging area. | Photo Credit: Lydig Construction

While design supported lean staffing for jail operations, construction staffing was its own challenge. As is the case with many rural construction projects, Lydig had to get creative when it came to sourcing subcontractors and labor.

“There just aren’t a ton of jail-experienced subs hanging around central Washington,” said Seeberger. “You aren’t pulling from a big labor pool like in Seattle or Portland.”

Some scopes that would usually go to a local crews had to be awarded to regional firms that were willing to travel. This created logistical challenges, especially with regard to housing workers or coordinating multiple trades on a site that had no existing infrastructure.

“We had to pre-qualify, and sometimes even split up scopes, in ways we normally wouldn’t just to keep work moving,” Seeberger said.

Material availability also threw curveballs. Delays in the delivery of specialty security items meant trades had to be sequenced more than once.

“You don’t get to just move the schedule around without impacts,” Seebarger said.

“But we were proactive [in] getting early submittals, ordering long-lead items fast and staging as much material as possible on site so we weren’t sitting around waiting.”

Lydig’s long-standing relationships in the area were crucial to bringing in trusted trade partners who could manage the rural setting and meet the tight requirements of a secure facility.

“In the end, it’s about flexibility,” Seebarger said. “You adapt, or the project suffers.”

While Grant County’s new jail highlights logistical and staffing challenges of rural construction, another project within Lydig Construction’s portfolio highlights just how dramatically location can influence outcomes.

Completed in fall 2022, the Marysville Civic Center, designed by BNH Architects and DLR Group and built by Lydig Construction, sits 35 miles north of Seattle. The 101,200-square foot complex brings together city hall, municipal courts, police, jail

“When someone has that moment of clarity inside the jail, there’s someone there to grab their hand and walk them through the recovery process. That warm handoff makes all the difference.” – Grant County Sheriff Joe Kriete

essential as well. The organization has embedded a crisis responder inside the jail and helped launch a recovery coach program to support reentry.

“When someone has that moment of clarity inside the jail, there’s someone there to grab their hand and walk them through the recovery process,” Kriete said. “That warm handoff makes all the difference.”

CRA also considered the county’s growing number of female inmates.

“You can’t just double up the pods and hope it works,” said Rutherford. “You have to account for behavioral health, classification and security needs by gender.”

Staffing in a Rural Market In rural Washington, staffing is a challenge. The talent pool is small, and competition from urban departments is significant. As such, the new layout is designed around indirect supervision, which allows the sheriff’s office to maintain nearly the same staffing levels as the old jail.

“We worked closely with [Kriete and Captain Phil Coats] during the design process,” Rutherford said. “They couldn’t afford to add

Project: Grant County Jail Location: Ephrata, Wash.

Beds: 512 Cost: Estimated at $155 million Team: CRA and Lydig Construction Estimated Completion: May 2026

Prefabricated cells allow for offsite assembly of the interior of the cell, saving time and resources, an important consideration in a rural environment.

Photo Credit: Lydig Construction

and permitting offices into a unified downtown hub.

Unlike Grant County’s remote build, Marysville offered convenient access to trades, materials and subcontractors. The urban setting reduced many of the hurdles around infrastructure.

The downtown site was centrally located in the town of Marysville and designed as a civic landmark, a one-stop center for public service functions and a symbol for R&N’s experienced Team designs investment in the community. innovative solutions to solve

PROBLEMS?

Rural Roadmap Despite hurdles, site challenges, utilizing, staffing and design, the project is moving forward and offering an example for other surrounding rural counties.

“We are proud to be a part of it,” said Seeberger. “You don’t always get projects like this where everyone is moving in the same direction.”

And in Grant County, that direction is forward.

security and communication problems for Justice Facilities.

Contact Frank Niedzwiedz. frankn@rnsystemsdesign.com 901-634-0740 rnsystemsdesign.com

www.correctionalnews.com | regional edition 2025 | 13

DIRECTOR’S REPORT: NORTHEAST REGION

DIRECTOR’S

RE PO RT NORTHEAST REGION | REGIONAL ROUNDUP Including: Connecticut, Delaware, Maine, Massachusetts, New Hampshire, New Jersey, New York, New York City, Pennsylvania, Philadelphia, Rhode Island, Vermont, U.S. Marine Corps and Federal Bureau of Prisons

From Recovery to Reform: Northeast Correctional Collaboration

By Dan Martuscello, Commissioner, New York State Department of Corrections and Community Supervision The past few months have not been easy for the New York State Department of Corrections and Community Supervision (NYSDOCCS), particularly in the wake of the unfortunate misconduct and inexcusable actions by staff that led to the murder of two incarcerated individuals—and an illegal job action whereby up to 10,000 correctional officers and sergeants went on strike for 22 days. Despite these challenges, I remain committed to ensuring safety for both staff and incarcerated individuals as well as transparency and accountability at every level. While the strike has ended, the crisis has not.

Similar to the rest of the nation, NYSDOCCS is facing staffing challenges across the agency. With the support of Gov. Kathy Hochul, we have now moved into our Recover, Recruit and Rebuild initiative, which will take time, but this is something I am committed to for our staff and the people we serve.

Regional Collaboration In September 2024, Commissioner Nick Deml of the Vermont Department of Corrections hosted the Northeast Regional Meeting in Stowe, Vt. The conference brought together correctional leaders to share insight on peer recovery support, nutritional programming, Reentry 2030 and higher education initiatives across the region.

Following the meeting, our region launched the Northeast Regional Training

14 | www.correctionalnews.com | regional edition 2025

Institute, with the first-ever session of the Executive Leadership Program held in Albany, N.Y. at the NYSDOCCS Training Academy. That session focused on core leadership and organizational wellness topics and set the stage for a recurring development opportunity for Northeast Region leaders. The training included representatives from seven states. The curriculum focused on leadership development, staff management, work-life balance, vicarious trauma, change management and conflict resolution. We look forward to expanding participation next year with additional states, with the next session to be hosted by Wayne Salisbury, director of the Rhode Island Department of Corrections.

Strategic Staffing Collaboration As the nation continues to struggle with the ability to recruit and retain the next generation of corrections professionals, our partnership with the Bureau of Justice Assistance and Keystone Restituere Justice Center led to a strategic convening in New Haven, Conn. This event brought together multidisciplinary teams from each state to analyze recruitment and retention data, share tools and develop joint strategies to strengthen our workforce pipeline.

The meeting brought together a three-person team from each state— including HR professionals, research staff and operations managers—to exchange strategies on recruitment, data tracking and engagement. The teams were joined by directors and commissioners, providing executive-level perspective on the systemic changes required to address workforce challenges. There is much more work ahead, but we are optimistic about continuing this important conversation.

DIRECTOR’S REPORT: NORTHEAST REGION

UPDATES FROM THE NORTHEASTERN REGION

New York | Commissioner Dan Martuscello On June 9, 2023, I took over as the Acting Commissioner for the New York State Department of Corrections and Community Supervision (NYSDOCCS). Leading up to this appointment, I had been actively engaged in the Correctional Leaders Association and saw the value in New York’s participation. When I had the opportunity to represent the Northeast Region, it was something I did not have to give much thought to before accepting. I was subsequently elected as the chair of the Northeast Region in March 2024 and am proud of the work we have undertaken to accelerate collaboration around staffing and leadership.

Shortly after accepting my new role as Northeast regional representative, I was nominated by Gov. Hochul and confirmed by the New York State Senate as the permanent commissioner of NYSDOCCS. With more than 28 years of service in the department, I believe I have the experience and vision to guide us through this challenging time, rebuild trust and ensure the best outcomes for both our staff and the incarcerated population. I am committed to enhancing our culture and safety, ensuring that everyone in our care is supporting and continuing to make NYSDOCCS a great place to build a career. I am grateful for the partnerships we develop, the next generation of leaders, and the impactful practices to ensure the success of corrections across both the state and the region.

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vanir.com www.correctionalnews.com | regional edition 2025 | 15

JUVENILE JUSTICE UPDATE

SO

Elements such as calming colors, large windows and normative furniture give the campus a feel that is more reminiscent of a community college than of a correctional facility. | Image Credit: DLR Group

UT

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Nashville’s Bold New Vision for Juvenile Justice

The Nashville Youth Center for Empowerment supports youth through trauma-informed design and community-connected care

by Kat Balster Until recently, youth in crisis in Nashville and Davidson County, Tenn., faced a system that could no longer support their needs. The area’s aging juvenile facility, which opened in 1994, offered limited pre-trial housing and was misaligned with the city’s goals of rehabilitation and holistic well-being. As the need for services had grown over the years, many agencies and programs were displaced to make room for housing or courtroom expansion, which diluted the impact of services meant to support youth and families.

Subsequently, lead juvenile Judge Sheila Calloway and Sheriff Daron Hall took initial action by ensuring that youth convicted in adult court would still be housed separately from adults until age 18. Though this was a foundational reform, it still added pressure to a housing system that was already strained.

The resulting master plan for the new facility called for a doubling of square footage to meet the county’s projected needs.

The proposed plan was a campus-style facility that would meet the needs of the youth

and their families within the community, including all programming, housing, courts and other services.

The Nashville Youth Center for Empowerment visitation area prioritizes comfort and family reunification. | Image Credit: DLR Group, courtesy of Bell Construction

The resulting Nashville Youth Campus for Empowerment (NYCE) is a realization of that vision and a statement of values on how a city should treat its most vulnerable youth.

“We are immensely thankful to Mayor Jon Cooper and the Metropolitan Council for prioritizing this project that will benefit the families and youth in Nashville and Davidson County for years to come,” said Judge Calloway.

The aerial image of the campus shows the open space and the flexibility of the parcel, which still maintains proximity to public transportation and resources in the Nashville Metropolitan area.

Photo Credit: Bell Construction

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A rendering of the Nashville Youth Center for Empowerment shows the full vision of the campus, with four main buildings and a five-story courthouse as the centerpiece. | Image Credit: DLR Group

JUVENILE JUSTICE UPDATE The movement truly began in 2016, when local leaders (including Judge Calloway) began to reevaluate how they were serving the youth population.

“Trauma significantly impacts development, which is why justice reform and thoughtful design are crucial partners in this initiative,” said Todd Orr, AIA, principal and senior architect with DLR Group, the project’s designer.

Designing for Healing, Not Punishment Behind the design of NYCE is the philosophy that the environment can be a tool to heal. DLR Group and Smith Gee Studio partnered to create a campus that regulates and normalizes residents’ experiences.

“To help justice-involved youth manage emotional dysregulation, we designed calming, biophilic environments based on trauma-informed principles,” said Jose Jordan, principal and interiors leader at DLR Group. “Nature-inspired materials like stone and wood and cool colors create a more natural, less institutional feel.”

Chris Getz, AIA, principal and justice + civic leader at DLR Group, shared how community input shaped the result: “The students [we spoke to] were very clear: no brick. They didn’t want the campus to feel like a single, monolithic building. They wanted it to reflect the community, to feel human in scale and grounded in place.”

The campus is laid out to distinguish different elements of the program. A Respite and Assessment Center, which focuses on crisis care for youth that may have nowhere else to go, is on the opposite end of the campus from the housing cottages, which house pre-trial detention.

“When we first sketched this vision on a napkin in 2017, we imagined a place where accountability and hope could share the same address,” said Judge Calloway. “On this 14-acre campus, NYCE turns that dream into brick, glass and opportunity for every young person we serve.”

“The overarching goal is to reinforce family and community connections with the support of allied services,” said Orr.

feel it.”

“Most days felt like running a relay, passing ideas between our elected officials, the architects and the folks pouring concrete,” said Deputy Court Administrator Tommy Bradley. “I made sure everyone stayed in stride, so the finished place feels natural for kids, families and staff. If I did my job right, no one would ever notice the 8 a.m. meetings or the after-work phone calls, just that the campus works.”

An Environment for Empowerment NYCE is organized into six principal zones: the main courthouse, respite and family services center, youth housing cottages, a sports facility, green spaces and a 450-vehicle parking garage. The courthouse is central to the design. At five stories, it includes courtrooms, services for the community, training areas and conference rooms.

Though the 14-acre site sits outside of Nashville’s metropolitan core, the campus remains only 2.5 miles from the juvenile facility it is replacing. Therefore, it still provides connections to community resources, public transportation and family visitation. The expansive site also allows opportunities for future growth.

“Every case file that crosses my desk is a story of potential,” said Juvenile Court Clerk Lonnell Matthews Jr. “By bringing courtrooms, respite care, classrooms and green space together, NYCE lets us stand beside our youth and help them to write their next chapter, instead of reading their last one.”

Construction in Context From a construction standpoint, the NYCE project is ambitious in both its scale and its complexity. The project has evolved from a single-building concept into a fourbuilding campus that includes a five-story courthouse, a multi-story parking structure, and multiple low-rise housing and services buildings.

“We walked the site with blueprints in one hand and case files in the other, asking practical questions: Where will a parent park? How fast can a counselor reach a child in crisis?”’ said Court Administrator Jennifer Wade. “Those answers shaped a campus that works like a 24/7 support network, not a siloed courthouse.”

The construction team faced many challenges, including the site’s topography and geology.

“We faced a tight construction timeline, the pursuit of LEED Gold certification and the challenge of beginning construction before the completion of design,” said Rick Bruining, justice director at Bell Construction, the project’s general contractor. “With the design incorporating a basement level and underground parking, our team spent months blasting through rock and moving dirt in order to start construction.”

Despite challenges, a horizontal layout and a more expansive site gave the project many logistical advantages.

“We were able to lease two-and-a-half acres next to the project site,” said Bruining.

“That created room for the project to breathe, space to stage materials and office trailers, and space to provide parking for staff and workforce.”

Cost-effective materials were selected for durability and efficiency within the housing units as well as their ability to help support a normalized, less institutional environment.

“This facility will not resemble a traditional housing facility,” said Bruining. “It’s softer, but it’s still very robust and has all the [necessary] security, you just don’t see it or

The exterior of the NYCE will set a welcoming and inviting tone for youth and families.

Image Credit: DLR Group, courtesy of Bell Construction

Hunter Gee, FAIA, principal of Smith Gee Studio, recalls the years of collaboration on the project: “Judge Calloway’s compassion, vision and persistence have inspired all of us on the team to bring about a place that will put children and their families on a path toward a positive future.”

Looking Toward 2027 and Beyond Aiming for a spring 2027 opening, NYCE stands out not just as a construction project, but as a social commitment. The LEED Gold-targeted campus blends cuttingedge design, local collaboration and deep community engagement into a restorative model for justice.

“NYCE will set a new standard for the juvenile justice system with spaces that heal rather than retraumatize,” said Getz.

The project, as indicated by its name, is a campus for empowerment and an investment in the future of the youth of Nashville.

PROJECT: Nashville Youth Center for Empowerment Location: Nashville, Tenn.

Beds: 64 sleeping rooms Team: DLR Group and Bell Construction Estimated Completion: Spring 2027

The new courthouse interior space will be an opening and welcoming space and serve as an anchor for the campus.

Image Credit: DLR Group

www.correctionalnews.com | regional edition 2025 | 17

DIRECTOR’S REPORT: SOUTH REGION

DIRECTOR’S

RE PO RT SOUTH REGION | REGIONAL ROUNDUP Including: Alabama, Arkansas, Florida, Georgia, Louisiana, Maryland, Mississippi, North Carolina, Oklahoma, Puerto Rico, South Carolina, Tennessee, Texas, U.S. Virgin Islands, Virginia, Washington, D.C., West Virginia, U.S. Airforce and U.S. Navy

Policy, People and Progress: Southern States Step Forward

By Bryan Collier, Executive Director, Texas Department of Criminal Justice Immigration deportation enforcement is a common topic of discussion for the Southern Region directors. Working with their local governments, some directors have provided bedspace and holding facilities for undocumented immigrants, while other directors have specific facilities dedicated to holding immigrants who were arrested for crimes such as trespassing on the border. The utilization of bedspace for immigrants pending deportation does cause some concern for Southern Region directors, as they’re losing bedspace for inmates transferring to state prison from county jails.

Some states have begun building new prisons to accommodate the growing inmate population, while others have idled units or are planning to lease additional facilities.

To accommodate the increase in inmate population, southern states have enhanced their correctional officer hiring strategies. States have initiated new hiring methods and modified training academies, received funding for salary increases, increased recruitment of staff, and created retention and peer support programs to service and retain current correctional staff.

Correctional Leaders Meet With Congress In March, Southern Region adult correctional leaders Tyrone Oliver of Georgia and Bryan Collier of Texas joined American Correctional Association Director Rob Greene and others to meet with Congressional and Senate representatives on the impact of drones and drone contraband drops at correctional facilities. The group was joined by members of the National Sheriff’s Association and law enforcement and provided a workshop to representatives on the impact of contraband drone activity at correctional facilities.

Oliver, together with Director Bryan Stirling of South Carolina (now U.S. Attorney for South Carolina) and Commissioner Frank Strada of Tennessee, along with Greene and other correctional leaders, met with congressional leaders to advocate in support of the House of Representatives Bill 2350 and the companion Senate Bill 1137. The legislation will allow states the authority to implement cell phone jamming systems in correctional facilities. Combating the introduction of cell phones in a prison setting would alleviate the opportunity to initiate criminal activities and provide an added layer of security for the public, employees and inmates.

Southern Region Meeting: San Antonio

bellconstructioncompany.com 615.373.4343 18 | www.correctionalnews.com | regional edition 2025

The Southern Region directors meet virtually once a month to discuss issues impacting the correctional field or topics related specifically to each state. The directors provide guidance, support, and partnership and share innovative ideas to enhance the field of corrections.

On May 12-15, the directors convened for the annual in-person Southern Region Meeting at the Hyatt Regency Hill Country in San Antonio. Sessions covered topics such as risk-assessment tools, technology intelligence, body cameras, restrictive housing and relative litigation.

Attendees heard from the Texas team on its newly opened Innovation Unit. Texas is excited to host this year’s meeting and continue to work with other leaders to move the field of corrections forward.

DIRECTOR’S REPORT: SOUTH REGION

UPDATES FROM THE SOUTHERN REGION

The Correctional Leaders Association (CLA) extends its gratitude to Bryan Collier, executive director of the Texas Department of Criminal Justice (TDCJ), for his service as the chairman of the Southern Region. Collier recently announced he will not seek another term in the role of executive director and will retire in August 2025. He has been widely recognized for visionary leadership and unwavering commitment to the correctional field. Collier was appointed to the position for TDCJ in August 2016 and had worked within the organization since 1985.

Ricky Dixon, secretary of the Florida Department of Corrections, was elected as the new Southern Region chair for CLA. Dixon also currently serves as the president of the American Correctional Association (ACA), bringing a unique dual perspective to the role. Appointed by Gov. Ron DeSantis in 2021, Dixon has worked in the industry since 1996 and is nationally recognized as a correctional subject-matter expert.

The Southern Region directors proudly welcomed Leslie Cooley Dismukes as the new secretary of the North Carolina Department of Adult Correction in January 2025. Dismukes brings extensive experience in public service and leadership, holding positions as an assistant U.S. attorney in the Eastern District of North Carolina, where she later served as deputy criminal chief and criminal chief. Dismukes has been a great addition to the Southern Region.

SECURE CONNECTIONS SEAMLESS COMMUNICATION ____________________________ As former director of South Carolina Department of Corrections (SCDC) Bryan Stirling was sworn in to the position of U.S. Attorney for South Carolina, Joel Anderson, who previously served as the deputy director for operations for SCDC, was appointed acting director. Anderson has worked for the department since 2004, holding a variety of leadership positions, such as warden of several prisons, director of support services, assistant deputy director of programs and services, and director of external security of operations. In addition to his time with SCDC, Anderson has worked for the Department of Corrections in both Texas and Florida.

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Design and Manufacturing Excellence

www.correctionalnews.com | regional edition 2025 | 19

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These modularly-built units provide the same detention-grade products and materials as their site-built counterparts. The versatility of this method allows for the creation of specifically tailored and configurable architectural components specific to the needs of a facility. The nature of our products enable them to be easily customizable in order to create efficient layout possibilities that suit the specific design requirements of the detention center.

Our approach to facility creation leverages the controlled conditions of a factory setting overseen by industry experts to ensure that all external factors maintain a high degree of control and consistency. ModCorr’s streamlined production workflow ensures consistent quality control over every unit produced, facilitates the efficient integration of various components, and produces a turnkey, state-of-the-art facility.

BEN CROOKS

VICE PRESIDENT OF MODULAR OPERATIONS

As the demands for correctional infrastructure and the need to address specialized population subgroups increases, ModCorr’s prefabricated building systems are the solution to maintaining correctional standards while significantly reducing project timelines.

DAVE SHINN

MODCORR VICE PRESIDENT

What distinguishes ModCorr is our capacity to customize each unit according to your facility’s specific needs, providing flexible solutions to meet and enhance the security of your existing facility. Our modules are constructed to precise standards in a highly controlled setting, ensuring the exceptional quality, safety, and precision you can depend on from start to finish. Our modern approach accelerates project timelines and allows you to augment an existing facility while minimizing additional staffing demands.

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FACILITY OF THE MONTH

W

The dayrooms at the Napa County Jail are filled with natural light, and carpet squares reduce the instiutional feel of the space. | Photo Credit (all): Technical Imagery Studios

T ES

A New Foundation for Justice In the wake of earthquake damage, Napa County overcame a decade of challenges to build a new, modern jail

By Kat Balster

I

n 2014, a 6.0-magnitude earthquake shook the core of Napa County, damaging buildings, buckling streets and compromising the structure of the local jail.

However, this damage wasn’t the only challenge faced by the facility. Built in 1975, the jail had long been misaligned with the county’s modern correctional needs.

The structural damage caused by the earthquake became a catalyst to move a new jail project forward.

Designed by Sacramento, Calif.-based Lionakis and built by Woodland, Calif.-based Broward Builders, the new Napa County Jail reflects years of collaboration.

“We had to work together. Everyone had different roles, but we solved problems as one team,” said Broward Builders Superintendent Vlade Dedyk.

Principal Architect for Lionakis Maynard Feist, called the effort one of the projects he was most proud of, not just because of the building, but because of how the team came together.

The Timeline and the Team Located in the heart of California wine country, the new Napa County Jail sits just outside downtown Napa on a secure campus near the Napa State Hospital. At 109,350 square feet—and with a total project cost of $133 million—the new facility offers 332 rated beds, nearly 60 more than the antiquated structure it replaced. The facility was delivered through a traditional design-bid-build method.

Initial planning for the replacement jail stretches back years before the 2014 earthquake, but the project gained real momentum in 2018 when Lionakis was brought on to lead the program validation and confirm the feasibility of the budget before launching the full buildout.

That process included reassessing circulation, housing, and program space to align with a modern direct-supervision model and Napa County’s operational goals.

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The county received $20 million in supplemental SB 844 state funds following the earthquake to add to the original partial $2.8 million SB 863 award. This allowed for the full buildout of a single-level campus organized around pod housing, reentry services, and dedicated mental and medical healthcare spaces. Local funds covered the remaining $113 million, a substantial county investment in the facility long-term.

Construction began shortly before the COVID-19 pandemic, creating delays and cost escalations that required close coordination.

“We went through budget exercises to trim costs without sacrificing quality or square footage,” Feist said. “The team was all in. It was a genuine partnership between the county, designers and builders.”

Even with challenges, the Napa County Jail had its ribbon cutting in May 2025, with phased occupancy to follow.

Supervision, Wellness and a Human-Centered Approach The new Napa County Jail was designed to reflect a shift in how the county approaches incarceration, prioritizing human engagement, wellness and direct supervision. This philosophy was led by Napa County Director of Corrections Dina Jose, who drew from her experience at San Joaquin County to reshape Napa’s facility. “[In] our old [Napa Jail], you’d find three different design styles across four floors,” Jose said. “It was more important to have staff in place to interact with the incarcerated.

To be there to problem solve and engage.”

The focus on engagement also extended to the jail’s approach to mental and medical health services. Rather than label it with a stigmatizing name, the team created what is now called the Wellness Center, a 28-bed therapeutic housing unit designed for individuals needing acute or ongoing care.

“The name came from my transition team,” Jose said. “They said, ‘Can we call it the

FACILITY OF THE MONTH Wellness Center?’ And I thought, ‘That better reflects the environment we’re trying to create.’”

Natural light, calming colors, bamboo ceilings and murals all contribute to a space intended to heal rather than to punish. Group therapy and one-on-one treatment sessions happen within the unit, eliminating the need for cell-side care and increasing the consistency of care. Every housing unit, both within general population and in the wellness center, has its own exam room, recreation area, and programming space to minimize movements and support rehabilitative efforts.

“We designed this place so that services are brought to the detainees,” said Paul Beam, project manager with Lionakis. “It reduces stress for everyone and helps preserve a calm, controlled environment.”

Collaboration in Action from Design to Delivery Projects with this large scale and complexity require more than just good design; they also require a unified team. From the beginning of the project, Napa County, Lionakis and Broward Builders embraced an integrated approach to establish trust and maintain forward momentum.

“This was one of those rare projects where everyone stayed focused on the same goal,” said Feist. “We weren’t just designing for the sake of drawings; we were designing to match how they wanted to operate. That kind of synergy doesn’t happen by accident.”

Staff from corrections, probation, health services and public agencies were also active contributors throughout the process.

“We were very involved from the beginning,” said Jose. “Everything from technology to operational flow to wayfinding—we had a voice in it. And that made a huge difference in the outcome.”

Collaboration continued through construction. Dedyk recalled in an early meeting: “I told everyone, if we want to walk away proud of this, we need to solve problems together. We all had different roles, but we had to work as a team.”

The team-first mindset was critical when facing pandemic-related disruptions, inflation-driven cost increases and delays tied to the state’s layered approval process.

The team went through multiple budget exercises to keep the project on track without sacrificing its design intent.

“We trimmed where we could, but never compromised quality,” Feist noted.

Thoughtful Features, Materials and Spaces At the heart of the jail’s housing strategy are eight pod units designed to hold 32 individuals in a direct-supervision environment. Two dormitory-style housing units can accommodate another 48 beds. The open layout is better suited for minimum- to medium-security populations. An additional 28 beds are housed in the Wellness Center, the dedicated area that combines medical and mental health services in a therapeutic setting.

“We didn’t want a facility that felt institutional,” said Beam. “Natural light, warm tones and softer materials were part of every decision.”

Throughout the jail, institutional carpet tiles soften acoustics in dayroom areas, while skylights, wood ceilings, and murals in the Wellness Center offer calming visuals and increased sensory comfort for residents and staff alike. These design features were selected for their contribution to a calming environment aimed at de-escalation and improved mental health.

The housing units are arranged along a central circulation corridor, making supervision more efficient and allowing for future expansion. Each unit includes its own exam room, recreation space, and classroom, reducing movement and increasing access to essential services.

The administrative wing provides a functional workspace for corrections and support staff. Classroom areas, multipurpose program rooms and offices for reentry services are interspersed throughout the building. These are used by probation, public health and social service providers to work alongside corrections staff to support the transition from incarceration to the community.

To provide cost efficiency and improve durability, the facility relies on precast concrete cells manufactured by Bethlehem Construction. Additional materials were chosen with both longevity and appearance in mind: CMU with varied textures and

The Napa County Jail renamed its medical and mental health services area as a Wellness Unit, increasing accessibility and reducing stigma.

PROJECT DATA Project Name: Napa County Jail Location: Napa, Calif.

Square Footage: 109,302 square feet Total Project Cost: $133 million Bed Count: 304 Project Delivery Method: Design-Bid-Build Cell Construction Type: Precast concrete

PROJECT TEAM Owner: Napa County Architect of Record: Lionakis Owner’s Representative: Vanir General Contractor: Broward Builders Inc. Detention Equipment Contractor: CML Security Electronic Security Design Consultant: AVS Engineers Food Service and Laundry Design: The Marshall Associates Site and Civil Engineer: RSA+ Security Electronics Contractor: CML Security

PRODUCT MANUFACTURERS Cells: Bethlehem Construction Inc. – Precast Concrete Chopper Pumps: JWC Muffin Monster Correctional Furniture: Norix, Viking Custom Stainless Equipment: Culinary Stainless Fabricators Detention Accessories: Viking Doors: Cornell – Overhead Coiling Doors; Curries (ASSA ABLOY) – Frames; OregonDoor – Wood Doors Exterior Finish: Alumawall Inc. – Aluminum Wall Panels; Basalite - CMU; MS Metal Sales Manufacturing Corp - Metal Panels; Western Blended Products – Cement Plaster System Floor/Wall Tile: Daltile, Arizona Tile, Laticrete, Marazzi, Schluter Food Services: East Bay Restaurant Supply Gates: TYMETAL Corp.

HVAC: Johnson Controls Inc., Mitsubishi, Reznor, Samsung Intercom: Harding Ovens: Alto Shaam Plumbing: American Standard, Chicago Faucets, Haws, IMC/ Teddy, Insinkerator, Kohler, Sloan Refrigeration: Cooltec Roofing: Carlisle Syntec Systems – Thermoplastic-Polyolefin Roofing Sallyport Gates: Wallace Security Cell Doors: Trussbuilt Security Cell Lighting: Kenall by Legrand Security Fencing: HySecurity Operators, Pisor Fence Security Glazing: McGrory Security Locks: Southern Steel Security Penal Plumbing: Willoughby Security Sprinkler Equipment: Viking Sprinkler Security Systems: CML Security Security Windows: Trussbuilt Smoke Detection Systems: Notifier by Honeywell Steam Kettles: Cleveland Walk-In Coolers/Freezers: Arctic www.correctionalnews.com | regional edition 2025 | 23

FACILITY OF THE MONTH

Inmates at the Napa County Jail have access to open-air recreation yards covered with detention-grade mesh.

color palettes on the exterior, aluminum panels at the administration wing, and highefficiency, tamper-resistant systems for security glazing, lighting and plumbing “Every finish, every fixture was selected with care,” said Beam. “This building doesn’t just meet codes—it aligns with how the county wants to serve its community.”

Programming, Reentry and Community Integration The belief that incarceration is not the end of the line, but a point of intervention, is built into the fabric of the new jail through programs, partnerships, and reentry support designed to improve long-term impact and reduce recidivism.

“We’re all serving the same population,” said Jose. “So, it made sense to bring everyone together under one roof: corrections, human services, probation and health.

That’s how you close the loop.”

The facility’s warm-handoff model is a central component to that concept. It ensures that individuals leaving the facility have some continuity of care. Inside the facility, release planners from the County Human Services Agency and Probation Department work with staff from the jail’s third-party healthcare provider to coordinate support plans before release. That can mean connecting someone to housing, treatment, employment or education. The focus is on individualized transition planning that begins during incarceration, not after it.

“Whether it’s academic support or job readiness, the goal is to make sure that when people leave here, they have a better chance of success than when they came in,” Jose said.

Each person in custody is issued a tablet provided through the facility’s phone vendor, offering access to educational and recreational content. These devices supplement classroom instruction and help maintain a connection to family, friends and external resources during their incarceration.

“We didn’t just build a jail,” said Feist. “We helped Napa build a system that meets people where they are and sets them up for what’s next.”

Reflections and Future Vision As the doors opened on the new Napa County Jail, there was more than a sense of completion—there was a shared sense of pride. For the teams who designed, built and now operate the facility, the project represents far more than a physical structure. It’s

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The open lobby space allows a place for visitors to wait prior to visitation with their loved ones.

a statement about what local corrections can be when vision, partnership and purpose align.

That sentiment is shared across disciplines. Dedyk pointed to the early team dynamic as the foundation of the project’s success.

“We started by agreeing to work as one team, and we never lost that,” he said. “We built something we can all be proud of.”

For Jose, who delayed her own retirement to see the project through, the jail represents a career milestone and a win for the community.

“We now have a facility that reflects our values: engagement, wellness, and the belief that people can leave here better than they arrived,” she said.

The new jail was also built with future flexibility in mind. By building core functions such as the kitchen and laundry that could serve many more residents, county correctional leaders have ensured that the facility can adapt to increases in population and policy without compromising on foundational design principles.

Napa County Jail shows the power of persistence and teamwork to carry a project through and to do what is best for the community.

The newly opened Napa County Jail aligns the facility with the community’s needs and modernizes spaces for staff and the incarcerated.

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ON LOCATION

Barbed Wire to Business: A Second-Chance Pitch That’s Changing Lives

At the Prison Entrepreneurship Program’s Houston event, formerly incarcerated entrepreneurs pitched real businesses to real investors, resulting in real outcomes

By Kat Balster In this take on the popular reality television show “Shark Tank” there is no script, and the sharks don’t bite. There are just real business owners, men who were once behind bars, presenting their pitches to a panel of seasoned investors who serve more as mentors than as critics. The Prison Entrepreneurship Program’s (PEP) Barbed Wire to Business (B2B) pitch competition may be modeled after a television show, but what’s at stake is more than a financial investment.

PEP CEO Chip Skowron implores the audience to continue to support the strides made by the organization and to help them push toward future goals.

Photo Credit: Henry Clark Photography LLC

“It was fulfilling for all the volunteers to see my journey come full circle,” said Nick Hartline, the winner of last year’s B2B contest and the keynote speaker for the April 29 event. “They saw my business plan on the inside, and now they see it thriving on the outside.”

Real Businesses, Real Impact Held in Houston, this year’s event featured three standout contestants, who each presented their vision, values and growth strategy to a panel of three executive “sharks.” Their businesses weren’t hypothetical; they were real, profitable companies that had been shaped by a personal story of transformation.

Anthony Beyo, founder of United Exterior Inc., was the first to present to the sharks.

A 10-year Army combat veteran, Beyo built his home renovation company in Tampa, Fla., from the ground up, doubling revenue in year one, then again in year two and now pulling in more than $21 million in sales between his two offices. He was seeking the grant to expand his company into Texas.

“What I’ve learned is that when you chase the sale, you lose quality,” Beyo told the sharks and the audience. “So, I stepped away [from a previous sales role], started over, and built a company that prioritizes honesty, execution and customer satisfaction.”

The sharks pressed Beyo on scalability and how he would manage operations across multiple cities from out of state. Billy Sullivan, principal of Sullivan Brothers Family of Companies and a first-time shark, advised: “Look for people you can trust, maybe even

Keynote speaker Nick Hartline was the winner of last year’s event and shared the impact of the program and investment.

Photo Credit: Henry Clark Photography LLC

another veteran. Empower them to run [a portion of] your business.”

When asked how he builds a team that shares his integrity, Beyo was clear.

“It’s mandatory for my crews to be trained by vendors,” he said. “We do things right: licensed, bonded and by the book. I have lost profit before to make sure a customer was satisfied, and I would do it again.”

Charles Raimondo took the stage next, presenting his company Bounce Wit It, a bounce house rental company he co-founded with help from his mother, who invested her retirement savings in his vision.

“I represent her in the values and the integrity of our business,” he said.

With detailed projections, safety credentials and a focus on customer satisfaction, Raimondo showed growth of his business by 130% from 2023 to 2025.

“We bring the party,” said Raimondo. “And we do it safely.”

The Sharks—Chris Staffl (left), Billy Sullivan (middle) and Kimberly Williams (right)—asked questions and gave direction to Anthony Beyo after his pitch. | Photo Credit: Henry Clark Photography LLC

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ON LOCATION

Steve Menefee (holding check) was awarded the grant from Entre Capital for his company, which helps formerly incarcerated people get CDL licenses. | Photo Credit: Henry Clark Photography LLC

His pitch emphasized that his starting point had been financial freedom, but he realized that in order to expand, he needed to invest in staff, equipment and even some additional offerings.

Steve Menefee closed out the competition with a pitch that went straight to the heart of the event and initiative.

“I started my prison journey just before I turned 17,” Menefee began. “That was 35 years ago.”

Now Menefee runs Meathead Career Centers, a CDL license training and testing school that helps formerly incarcerated people launch careers in transportation.

“When I understood how important and pivotal transportation is to our nation, even our very existence, I felt honored to be a part of it,” Menefee said. “Trucks ‘Shark’ Billy Sullivan and representatives and trains helped win World War I from the Sullivan Family of Companies and and World War II. Today, this industry its guests supporting the event and program offers immediate second-chance mission. | Photo Credit: Correctional News opportunities to returning citizens. It mends a part of society that we often debate how to fix.”

His passion is fueled by faith and perseverance as well as an understanding of his calling.

“The most challenging part of building my business plan and following through was ignoring the noise in the background, the naysayers,” said Menefee. “When God gives you a vision, we can’t always expect the world to see it as vividly as we do. He didn’t give it to them. Keep going!”

Menefee has faced what would have been insurmountable odds to many.

“I’ve been in a lot of impossible situations in my life, literally life and death, but outside of the fear, I keep a positive mind and humble heart, and [God] has always brought me through,” he said. “It’s never been an ‘if’ I will succeed, just a matter of when.”

What Comes Next Each entrepreneur receives guidance, visibility and a new network. Menefee was awarded a $30,000 grant as the ‘winner’ of the competition, though it was very evident that all three had won.

The PEP team members behind the event who have helped so many participants to reach their goals over the past 20 years. | Photo Credit: Henry Clark Photography LLC

PEP also isn’t done. By 2027, the program plans to triple its impact, partially through digital programs to reach even more incarcerated people through tablets. The Collider Initiative is expanding mentorship and idea incubation services in Houston, Dallas and Austin.

“This organization is as old as the idea of reentry itself,” said CEO Chip Skowron.

“For 20 years, we have been learning what it takes to make second chances work, and we are just getting started.”

Barbed Wire to Business isn’t just about pitching a product, but about showing that investing in someone’s future is a greater benefit than judging them for their past.

“Believe in us,” said Menefee. “Invest in people coming home to make a better life for themselves, their families and for the world.”

More Than a Pitch Each of the presenters graduated from PEP’s in-prison “mini-MBA” and post-release eSchool program. Their ideas had been vetted

by Entre Capital, PEP’s CDFI and the only lender in the U.S. that is exclusively serving entrepreneurs who have been justice-impacted.

The program’s process is extremely rigorous; the participants build and refine their plans over months, receiving mentorship and ultimately delivering a high-stakes pitch that can result in the funding of their dreams.

“These men aren’t just business owners,” said Kimberly Williams, one of the sharks and the founder of Proper Perspective 360. “They are leaders, planting seeds in humanity that will outlive the business.”

The sharks weren’t just evaluating profit margins. They were weighing character, vision and the potential for impact.

“Americans love an underdog story,” said Sullivan. “If these guys use their past the right way, they can set themselves apart to grow something meaningful.”

And the program works. More than 700 businesses have been launched by graduates of program, which also boasts a 10% recidivism rate for participants—far below the national average of approximately 50%. Much of that success can be attributed to the fact that participants have a 100% employment rate within 90 days of their release.

Call for Papers Your Voice Matters! Whether you’re shaping policy in the corridors of power, innovating on the frontlines, or have walked the path of transformation, we want to hear from you!

Be part of a milestone as we celebrate a decade of the Nelson Mandela Rules and 15 years of the Bangkok Rules - two frameworks that have reshaped human dignity in corrections worldwide.

We invite submissions on this theme from a diverse range of voices, including academics, practitioners, international organizations, NGOs, innovators, and those with lived experience. www.icpa.org

www.correctionalnews.com | regional edition 2025 | 27

BUILDING VERTICALLY

Vertical Solutions in Urban Construction

Confined sites, modular construction and the precision required to deliver vertical jail facilities in compressed footprints

By Kat Balster As correctional systems plan more facilities in urban areas, many are choosing to build upward rather than outward. Vertical construction is becoming more common due to land scarcity, zoning limitations, adjacency to courts and the need for secure centralized services.

public transit, healthcare services and ease of family visitation. However, tight footprints reduce the ability to stage construction materials or offer staff parking, which means precisely choreographing logistics and timing deliveries. In a correctional facility, life safety and security are of the utmost importance, which can make vertical design complex, but often necessary.

When Going Vertical Makes Sense

Nashville’s mid-rise Criminal Justice Center, which takes up a square block in the city’s downtown, expanded upward rather than outward. | Photo Credit (all): Courtesy of HOK

Vertical construction was a recurring theme during a recent discussion of the Correctional News Editorial Advisory Board (EAB) and the Industry Knowledge Council (IKC). Leaders from across the justice architecture and construction space noted the shift in approach that comes with building in denser, more complex environments.

“Designing a vertical detention center is one of the most complex building types in the world. The technical, security and life safety decisions are very demanding,” said Jeff Goodale, director of justice practice at HOK and IKC member.

Jails are often tethered to the communities they serve.

Jails in urban areas benefit from proximity to courts,

Population increases (and subsequent crime increases) also put pressure on space, making vertical construction a strategic option.

In Nashville, the Metro-Davidson Community Justice Center (CJC) had a single city block to work with. At five stories, the 872-bed facility is barely considered a “mid-rise,” but correctional officials had no option but to continue to build upward to meet the correctional demands of the county.

“If you are downtown, you are going more vertical, not horizontal,” said Rick Bruining, justice director with Bell Construction, the general contractor for the CJC project.

The decision to build vertically was not just about density, but efficiency, access and alignment with the existing county facilities. CJC’s strategic urban placement provides programming for mental health, direct access to courts and timely healthcare to the incarcerated population. The facility is even connected to the courts via an underground tunnel.

HOK, the national architecture firm behind CJC and New York City’s Borough-Based Jail (BBJ) project, is well-versed in developing logistically complex vertical facilities.

Goodale noted that, while the public sees these facilities as buildings, they are also integrated systems with tightly stacked circulation, secure elevators and programs that must co-locate for staffing and emergency response.

“You’re getting as much programming jammed into this envelope as you can,” said Goodale. “Every place

•

you look has some kind of zoning height regulations. You either try to get those changed or you live within them.”

Stacking Design Complexity All construction within corrections requires a level of precision, due to life safety, security and movement.

Vertical construction brings in additional complexity.

Elements of the building must be considered, not just by square footage, but also by vertical relationship. Spaces such as intake, visitation, medical, housing, food service, and recreation are laid out and stacked. The sequence has to support staffing, emergency response time and controlled movements.

“Vertical means front-loading decisions,” Goodale explained. “Once steel is ordered, you are committed.

There are serious consequences if changes come later.”

Structural decisions related to elevator count, stairwell placement and egress paths are often some of the most complex. A poorly placed sallyport or visitation area can significantly disrupt operations, meaning some sacrifices must be made in dense city blocks to compress a campus to a single, yet functional, tower footprint.

On the BBJ project, facilities are designed to be upwards of 15 stories, a true high-rise jail. Goodale’s team has had to deftly maneuver the program layout to preserve security and maintain sightlines, while being responsive to the neighborhood context.

The podium level, which supports multiple programs that typically belong on the first floor, becomes especially challenging.

“You probably have about three floors of building program that all want to be on the first floor,” Goodale said.

“Intake, medical screening, kitchen; those types of things need to be centralized. You go from there as you organize [other elements].”

DEDICATED TO SAFETY Detention, Justice & Mental Health Facilities • Feasibility Studies • Design Review & Assitance • ACA and PREA Compliance • Reviews • Detention & Security • Product Selections • Occupied Facility Experts • Site Assesments • In-House Virtual Construction

A rendering of the Brooklyn Jail shows the need for wel

www.slettencompanies.com 28 | www.correctionalnews.com | regional edition 2025

BUILDING VERTICALLY Construction Logistics In urban facilities such as CJC in downtown Nashville, there are space limitations surrounding the facility. With the reason for vertical construction being a reduced footprint, there was also no excess room for parking, for laying down materials or to stage things ahead of time.

Structural Strategies for Prefab and Weight Possibly the most crucial factor—and limitation—in vertical construction is weight. Prefabrication offers a lot of efficiency in all types of construction; the benefits

proximity to the courts and county buildings, the only way to satisfy the needs of capacity and programming was to build upward.

A few miles away, the Nashville Youth Campus for Empowerment (NYCE) follows the alternative model.

It’s spread across 14 acres as a horizontal campus

“Designing a vertical detention center is one of the most complex building types in the world.

The technical, security and life-safety decisions are very demanding.” – Jeff Goodale, HOK

The construction team relied on just-in-time delivery, with the tower crane that was placing the prefabricated modular cells, scheduled down to the hour to keep materials moving without significant disruption to surrounding streets.

“You have to manage your tower crane time very well [in vertical construction],” said Bruining. “You schedule your crane like it’s an asset, because it is.”

Space constraints impacted construction logistics, but they resulted in a positive impact on staffing. Where campus construction may require multiple superintendents to manage different buildings simultaneously, a vertical project can operate with a leaner management structure.

“In a single building, you could use a superintendent that runs one building and/or multiple floors,” Bruining explained. “On a campus, we typically have to add more superintendents depending on the number of buildings.”

Staffing efficiency is a quiet advantage of vertical construction. Workers are concentrated in a single structure, so with precise planning and scheduling, this can result in sequencing trades, coordinating subcontractors and crews, and keeping the critical path moving.

become even more pronounced when building up, not out.

Prefab modular construction allows significant portions of the work inside a cell to be completed off-site, reducing workforce size, vehicle congestion and on-site material requirements in a tight urban environment. For a vertical build, this is a major advantage.

The key to this efficiency is standardized cells. If housing units follow a consistent design, modular options can provide speed and control over the construction process—but not all modular options are interchangeable.

“For this industry, modular makes much more sense; especially going vertical,” said Bruining. “But at a certain point, going vertical with precast modular isn’t the answer.”

It comes down to a weight issue, and the structural demands that come with it. Precast concrete cells can weigh several times more than the steel options, a reality that increases structural load, impacts shimming tolerances and drives up cost.

“A typical steel [prefabricated] cell is going to weigh about one third of what a [concrete] precast one does,” said Goodale. “That weight difference adds up fast on a high-rise.”

A Tale of Two Sites: Nashville’s Split Approach Nashville offers the opportunity to look at the differences between vertical and campus-style corrections construction within the same city. CJC is located in downtown, and at five stories is a mid-rise facility that was constrained to a single block. With limited space and

with CMU-built cells and a significant footprint that allows staging, parking and program separation. Bell Construction, the same contractor that built CJC, has more flexibility on this site, with no tower cranes, no stacked critical paths and far fewer constraints on sequencing.

When it comes to building upwards vs. outwards, there is no one-size-fits all answer. Instead, teams must consider the project context, goal and constraints that

In downtown Nashville, the mid-rise CJC is far from the tallest building, but at five stories it still required a much more thoughtful approach regarding the delivery of material and presence of labor at the site.

drive design decisions. Vertical construction can be an effective solution, but it demands experience, precision and planning. The decision to build a vertical jail should be a strategic decision aligned with long-term operational goals and site constraints.

ll-choreographed planning for design and construction.

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MAINTENANCE & OPERATIONS

What Keeps Me Up at Night: Campus-Style, Mid-Rise or High-Rise Detention Centers

By Greg Offner, CCM After nearly four decades in secure facility design and construction, I can assure you, regardless of the “style” of the secure facility, there are three simple constants in every

detention project: a secure design, adequate physical security elements, and a layout that ensures the safety of the public, staff and those in custody.

Additionally, security experts agree that (if you want a good night’s sleep) you must prioritize access control, surveillance and ease of movement. These three components work together to make the environment more secure.

Access control begins at the outer edge of the security perimeter, and the methods to establish it should be defined early in the design process.

For nearly all adult secure detention facilities, a secure perimeter is non-negotiable.

In a campus-style design, perimeter security is usually a fence equipped with multiple strands of razor ribbon and a perimeter sensor array of a “shaker” system along with microwave technology, which can detect any movement outside the walls of the facility. The type of perimeter is a variable in the design. Unlike campus-style facilities, traditional urban jails rarely use fencing, relying instead on the exterior walls of the building to act as the secure perimeter. Campus-style layouts require large tracts of real estate, expansive infrastructure (such as roads and utilities) and a higher level of exterior “housekeeping.”

From a construction standpoint, the cost to build an urban mid-rise facility (which generally spans three to seven stories) or highrise jail (seven to 12-plus stories) is comparable to that of a campus-style facility, assuming all essential elements are accounted for. Basic components—such as walls, doors, hardware, cells and even the standard amount of square 350 square feet per inmate—are consistent.

Mid- or high-rise jails require many banks of elevators, whereas a campus-style facility may only require one or two.

Site logistics also play a major role in determining the cost to build. In urban environments, there is little to no lay-down space for construction staging. That lack of space can drastically increase costs, sometimes doubling to quadrupling the cost for a typical campus-style facility. Sometimes, the cost increase can be even greater for an urban facility of similar size and custody level.

Foundation costs may also be more expensive in urban settings, and many urban sites require demolition of existing structures, which also adds costs to construction.

Regardless of design—whether campus, mid-rise or high-rise—the core principles of safety and security remain unchanged.

Ultimately, security is about keeping the facility, the people and the operations safe from real-world threats. Each facility design should include perimeter protection, physical barrier deterrents, detection of intruders and the ability to respond to threats inside the perimeter quickly and effectively.

Greg Offner, CCM, is a criminal justice consultant serving the planning, design and construction industry and a valued member of the Correctional News Industry Knowledge Council.

30 | www.correctionalnews.com | regional edition 2025

TECHNOLOGY

Staying Ahead of the Contraband Curve

How STVS relies on training and innovation to help facilities keep staff and inmates safe

By Lindsey Coulter Correctional facilities often have competing priorities, but maintaining security remains paramount across the industry. For many, the greatest threats to staff and inmate safety are posed by the introduction of illicit contraband. It’s a topic Correctional News explores often because the issue is dynamic, meaning the technology to detect and intercept contraband must constantly evolve.

Companies like STVS are continuously innovating to stay ahead of the contraband curve. The company, comprised of former corrections professionals, understands that contraband threats can come from all angles and has developed an increasingly advanced line of detection technologies to thwart it. Headed by recently installed Chief Executive Officer James Turco, the company provides comprehensive security screening and contraband detection solutions to corrections facilities, law enforcement, rehabilitation centers and other secure locations across more than 30 states.

An industry veteran with more than 15 years’ security and corrections experience, Turco spent seven years as a deputy sheriff and corrections deputy for the Butler County, Ohio, Sheriff’s Office, where he became the first operator of STVS body scanners in the country. He also helped develop the training protocols and best practices still used today. Since then, he has trained more than 2,000 correctional and law enforcement professionals across the country. As CEO, he wants to focus on expansion of services and technology infrastructure, bringing customized security programs to facilities of all sizes.

Turco spoke with Correctional News about emerging inspection technologies, determining the right solutions for each facility and how the company prepares correctional professionals to effectively use increasingly sophisticated detection tools.

CN: What makes STVS’s inspection technology stand out in the corrections space?

facilities in over 35 states. That is why STVS body scanners and X-ray inspection systems have earned the reputation for effective screening and reliability.

Traditional screening methods, including pat downs and manual inspections, are ineffective and potentially dangerous. The advantages of STVS and our systems are both technical and operational. From a technological standpoint, our families of body scanners and X-ray systems provide a solution for all-sized facilities and budgets to stop contraband from entering. Operationally, the STVS warranty and field-service programs ensure maximum system uptime and operational life.

CN: How do your systems integrate with broader facility security strategies?

TURCO: STVS systems can be networked or operated individually. Being a company comprised of former corrections officials, we understand the budget pressures our customers face. That is why we engineer our systems and design our service and warranty packages to make it easy for all facilities (regardless of size or budget) to integrate and maintain contactless screening technology.

CN: How does STVS approach innovation while ensuring operational reliability and staff ease-of-use?

CN: What measurable outcomes have clients reported after adopting your inspection tools?

TURCO: STVS views innovation as a central part of reliability. How can our customers call us reliable if we are not constantly innovating to create systems and software that detect contraband quicker, more accurately and with a smaller footprint?

One of the main reasons STVS has expanded to 35 states so quickly is the collaborative relationships we develop with customers. We listen, and engineer our systems, operator stations, and software to ensure seamless operations, maximum uptime and system life, ease-of-use and maintenance accessibility.

TURCO: Feedback and developing long-term relationships with customers are essential for success. We routinely receive images from customers of contraband they identified concealed on or in an inmate or visitor. Without our technology, this contraband may not have been found and could have resulted in a serious security situation or injury to an inmate or employee.

Turco poses with an STVS body-scanner unit.

Photo Credit (all): STVS

CN: What kind of training or support do you provide to facilities implementing your technology?

TURCO: Every system installed by STVS includes in-person training and a full one-year warranty—all corrections industry—founded and operated by former parts, labor and travel. In addition, STVS provides corrections officials. We integrate comprehensive preventative complementary technologies maintenance and rapid-response from multiple manufacturers to service programs—all performed customize a system that meets the by factory-certified technicians unique needs of each facility. By that are STVS employees. We doing this, we remain loyal to the never use third parties. customer, not the manufacturer.

The training is broken down This allows STVS to offer into three categories: classroom, a comprehensive portfolio of hands-on and testing. The X-ray and millimeter-wave (nonclassroom sessions are where radiation) body scanners, package the operators will gain the basic and property inspection systems, skills needed to operate the and other detection technologies to machine safely and learn to ensure a multilayered approach to abide by ANSI and ALARA security. standards. The hands-on sessions Also, with STVS there are are the operators’ opportunity no hidden fees or gimmicks. to scan actual inmates with the Every system purchased includes instructor, ask questions and gain comprehensive training, delivery, STVS offers X-ray and millimeter-wave insight into the machine in the installation and a full one-year (non-radiation) body scanners. field. Each class concludes with warranty. a written exam where operators will have to pass and prove their proficiency to receive a certificate of completion and CN: How have the company’s body-, propertyapproval to use the STVS system. and temperature-inspection tools evolved to meet Feedback and developing long-term relationships changing facility needs? with customers are essential for success. We routinely receive images from customers of TURCO: Individuals looking to bring contraband into corrections facilities never stop innovating. So, technology contraband they identified concealed on or in an inmate or visitor. Without our technology, this and capabilities must stay ahead. Using proprietary AI contraband may not have been found and could and machine learning, our algorithms are built on data have resulted in a serious security situation or injury gained by millions of scans taken place at corrections TURCO: STVS is a technology warehouse for the

to an inmate or employee.

CN: Looking ahead, where is STVS investing in the future of correctional technology?

TURCO: STVS is continuing to invest in AI and other technologies that will detect contraband quicker and more accurately. These investments will allow STVS to engineer smaller and more portable solutions. Our goal is always to help customers screen people quicker and more accurately.

www.correctionalnews.com | regional edition 2025 | 31

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32 | www.correctionalnews.com | regional edition 2025

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MANUFACTURING

The plant in Salisbury, N.C., where Shat·R·Shield manufactures its line of detention-grade correctional lighting. | Photo Credit (all): Shat·R·Shield

Built to Withstand

How Shat·R·Shield Lighting Inc. shattered expectations and standards for corrections lighting

By Kat Balster Shat·R·Shield didn’t set out to be a player in correctional lighting. The North Carolina-based lighting manufacturer had already been an innovator in the lighting industry for 50 years when a correctional facility official reached out with a problem: Their facility included fixtures that were being tampered with and compromised, and the lights were not performing to expectation. Shat·R·Shield was already known for shatter-resistant fluorescent lamps and polycarbonate LED fixtures, so they listened and aimed to create something better.

“We found out what their problems were, what issues they had with their current lighting,” said Karen Clouse, president of Shat·R·Shield. “And through collaboration with them and our product development team, we designed a fixture that would help resolve all those problems.”

Due to outside forces, however, it wasn’t a smooth entrance to the market. Soon after Shat·R·Shield’s first correctional product launch, COVID-19 hit. The company had to navigate remote marketing and limited ability to access facilities. But the word had begun to spread. Facility staff started testing the lights—sometimes just in one cell or shower—and slowly the orders came in.

Now, correctional sales account for approximately half of Shat·R·Shield’s total fixture business. Depending on the month, that number can be as high as 70%.

From Shatter-Resistant Lamps to Custom Fixtures Founded in 1970, Shat·R·Shield originally focused on applying a protective coating directly to fluorescent lamps. This niche made them the world’s leading manufacturer of shatter-resistant lighting. The company still manufactures everything out of a single facility in Salisbury, N.C., and for Bob Nolan, Shat·R·Shield’s chief executive officer, it was a family business. Nolan began working for the company when he was 11 years old.

“It is my dad’s business,” he said. “I’ve been here for 42 years.”

Evolving into an LED fixture manufacturer wasn’t an overnight process. It required dedication and significant planning. Rather than importing generic parts or massproducing commodity products, Shat·R·Shield chose to focus on highly specialized solutions that addressed specific problems. These include graphite-infused polymer housings, thick polyurethane lenses, and a patented LED coating process that protects fragile chips from moisture and corrosion.

Within the correctional space, the company has a clear goal: To build a light that’s tamper-proof, ligature-resistant and able to withstand a serious beating. “[Our lights] are very low profile,” said Clouse. “Even if an inmate gets into the fixture, they can’t hide contraband or anything inside [because of] the way that they’re designed.”

“Our discipline is to keep a low profile because no one [else] is doing that,” Nolan added. “Everyone else is selling box fixtures.

Ours are sleek.”

Listening, Customizing and Delivering

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34 | www.correctionalnews.com | regional edition 2025

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While it isn’t common to see large fixture companies refresh product lines, Shat·R·Shield’s strategy has been to stay small and nimble and to listen to the needs of their users.

“One of the biggest things we’ve discovered is that most of the jobs we go into [in corrections] require some type of custom work with the fixture,” said Clouse.

Older facilities mean outdated lighting infrastructure. Sometimes that means a junction box adaptation, a mounting modification or even full retrofit plates to cover “scars” left by removed fixtures. Other times, it is one of the upgrades a facility can make with year-end funds before the fiscal calendar resets. In any scenario, Shat·R·Shield’s size allows the company to respond quickly.

“Each project is visited by one of our salespeople, and they know there is going to

MANUFACTURING

be some degree or modification or adaptation required,” said Nolan. “Custom fixtures amounts to about 90% of our corrections work right now.”

Shat·R·Shield has placed an emphasis on internal coordination. The whole team—including design engineers, operations staff, marketing and sales—participates in Mechanical interworkings of a product development meetings. The company reduces Shat·R·Shield fixture. miscommunications by using an ERP system to align manufacturing, part numbering and build-out timelines.

“We are small, and we are quick to react,” said Nolan. “If someone has an idea and it sounds like a good one, we try it. It doesn’t have to go through a battalion of engineers.”

Taking on the Hard Stuff

Shat·R·Shield factory employees carefully handpackage products to ship to facilities.

The low-profile fixtures reduce areas for contraband storage.

Shat·R·Shield’s line of correctional lighting offerings has grown to include lighting for cells, showers, utility spaces, large areas, exit signage and emergency response. The company has worked directly with major prefabricated cell providers, and their products have shown up in facilities across the southeast.

With trends towards behavioral health and more normative design, Shat·R·Shield recognizes the potential for future product development.

“There is a science behind LED lighting,” said Nolan.

“Lighting tuning, circadian rhythm, color temperature, it all plays into sleep and behavior. [Right now] we are primarily seeing the demand for a product that can’t be destroyed.”

Still, the team has explored options such as dimming, touchactivated switches and LED tones that simulate the warm glow of candlelight. When the industry seeks those options, they will be ready.

Rebranding for the Road Ahead

Quality control is performed on site for all products.

Despite its longtime presence in the lighting industry, Shat·R·Shield still faces the challenge of name recognition in the LED fixture world, but that is changing as the company is rebranding and building out a new website. Clouse sees this as a turning point.

“We are finally becoming known as an LED fixture manufacturer,” she said. “That has taken us some time.”

For now, the team emphasizes that they still do what they have always done best: listen to their clients, solve problems that others ignore, and build products that can take a beating and still work.

“We’ve heard a lot of accolades from our customers about how quickly we can turn custom solutions around. That has made a huge difference—and it’s why they keep coming back,” said Clouse.

All panels are thoroughly tested before they are released for facility use.

A high volume of Shat·R·Shield’s corrections business is for custom-made solutions within existing facilities.

www.correctionalnews.com | regional edition 2025 | 35

DIRECTOR’S REPORT: MIDWEST REGION

DIRECTOR’S

RE PO RT MIDWEST REGION | REGIONAL ROUNDUP Including: Illinois, Indiana, Iowa, Kansas, Kentucky, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota, Wisconsin and U.S. Army

Rehabilitate, Rebuild, Reengage: Midwest Momentum

By Director Jeff Zmuda, Kansas, and Director Heidi Washington, Michigan

Facility Infrastructure Investments Multiple states across the CLA’s Midwest Region are preparing to build new facilities for a variety of reasons. The Nebraska Department of Correctional Services is planning a new 1,512-bed, multi-custody facility in Lincoln to replace the Nebraska State Penitentiary, the oldest facility in the system, with portions of the structure dating to 1869. Included in the design are rehabilitative programming spaces directly in housing units and vocational spaces throughout the facility.

“The innovative, energy-efficient and sustainable design of this campus will utilize the latest trends in correctional architecture,” said Rob Jeffreys, Nebraska Department of Correctional Services director.

The North Dakota Department of Corrections and Rehabilitation broke ground on its first-ever purpose-built facility for incarcerated women, marking a critical step toward supporting positive change and advancing opportunities for rehabilitation.

The Illinois Department of Corrections and Gov. JB Pritzker announced plans to rebuild the Statesville and Logan Correctional Centers to address critical infrastructure needs. The new design will support enhanced rehabilitative programs by including

Wisconsin held an inaugural friends and family forum to help those incarcerated in the state reconnect with loved ones.| Photo Credit: Courtesy of Wisconsin Department of Corrections

program and recreational spaces that foster a more operational layout and support a positive environment for both staff and individuals in custody.

The Kansas Department of Corrections is moving forward with a support services building at the Topeka Correctional Facility, the state’s only facility for incarcerated women.

This multipurpose medical, behavioral health and support services building will improve access for residents while centralizing other facility functions.

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36 | www.correctionalnews.com | regional edition 2025

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Reentry and Recovery Programs Across the Midwest, state departments of correction continue to expand their focus on successful reentry strategies and treatment-first models.

In North Dakota, legislators advanced a comprehensive justice-reform package aimed at improving recovery outcomes and reducing recidivism. New measures include prosecutionled diversion pilot programs, expanded funding for jail-based reentry, and the elimination of probation and indigent defense application fees. A newly formed housing task force will also address post-release housing barriers for justice-involved individuals.

In Nebraska, the Department of Correctional Services launched the TRANSFORM Nebraska Network—a crossagency, statewide collaborative committed to reentry transformation. The effort brings together higher education, workforce development and state agency leaders to promote long-term success after incarceration.

In Michigan, the Department of Corrections (MDOC) has embedded peer

DIRECTOR’S REPORT: MIDWEST REGION

The MDOC started a Peer Recovery Coaching program to provide assistance and support as a part of its reentry initiatives.

Photo Credit: Courtesy of MDOC

recovery coaches in parole and probation offices across 13 counties, with virtual support in an additional nine. The state-trained professionals draw on their own recovery experiences to support others with substance-use histories. A 2024 internal data review found that participants in the program experienced 25% fewer new charges, 36% fewer parole violations, and 41% fewer positive drug screenings compared to non-participants.

Recovery coaches are also active inside prison walls as part of MDOC’s Reentry United initiative, which helps returning citizens build a strong foundation before release.

In Kansas, the legislature allocated $20 million in matching funds to support the KDOC Institute, a nonprofit established to create a career campus at the Lansing Correctional Facility. The campus will deliver education, career-readiness and technical training programs aimed at building post-release employment pathways.

Engaging with Communities The Wisconsin Department of Corrections (WDOC) held its first Friends and Family Forum, a public event to meet the loved ones of people incarcerated in their facilities with a goal of facilitating respectful dialogue and building trust. The successful event sparked communications regarding correctional facility rules, criminal justice reform and visitation. Based on the positive feedback, WDOC is already planning more forums across the state.

The WDOC also hosted its spring Camp Reunite event for the children of incarcerated parents. The event offers camp-style activities, such as crafts, outdoor games, and sports, and also gives incarcerated parents the chance to celebrate birthdays and holidays with their children. The event is held at one women’s facility and one men’s facility twice per year.

The North Dakota Department of Corrections and Rehabilitation participated in the Great American Bike Race at the North Dakota State Penitentiary (NDSP) and the Missouri River Correctional Facility, raising more than $15,000 to support children with medical needs. The NDSP alone raised a record-breaking $13,310 to provide essential support for children with cerebral palsy and related conditions, including medical equipment, therapies and family resources.

The Illinois Department of Corrections partnered with John A. Logan Community College and Elementary School District 54 to support training efforts for cadets.

These new pilot locations will serve as temporary training facilities to help fill muchneeded vacancies. The new regional academies in the northern and southern regions demonstrate the department’s dedication to strengthening its workforce by offering accessible and localized training opportunities.

UPDATES FROM THE MIDWEST REGION

Michigan Department of Corrections (MDOC) Director Heidi Washington served as the regional representative for the Midwest for the Correctional Leader’s Association (CLA).

She was appointed vice president for the organization in spring 2025.

Washington has served as MDOC’s director since July 2015 and has worked within the organization since 1998. She has a law degree from Thomas M. Cooley Law School.

Kansas Department of Corrections (KDOC) secretary Jeff Zmuda was appointed by the CLA to serve as the Midwest regional representative after Washington took on the role of vice president. Zmuda has led the KDOC since February 2020 and previously spent more than three decades with the Idaho Department of Corrections.

The Nebraska Department of Correctional Services’ planned state prison will modernize facilities and alleviate overcrowding. | Photo Credit: Nebraska Department of Correctional Services

www.correctionalnews.com | regional edition 2025 | 37

LAW ENFORCEMENT

An interior dayroom at San Mateo Correctional Facility in San Mateo, Calif.

Photo Credit: Courtesy of HOK

More Than Collaboration: Why it is Critical for Law Enforcement and Corrections to Work Together

By David W. McRoberts, CPP Law enforcement, corrections and public safety form the underlying foundation that keeps our communities safe. In the ever-evolving world of criminal justice, the partnership between law enforcement, corrections and public safety is much more than a matter of procedure—it is crucial to establishing a level of security and mitigating risks. For the purposes of this discussion, I’ll focus on the synergy between law enforcement and corrections specifically.

Police officers and sheriff’s deputies enforce laws and make arrests; corrections professionals manage the custody, rehabilitation and reintegration of those individuals once they’re convicted. While their roles are distinct, they are fundamentally linked.

When they operate in sync, the entire system functions more effectively. When disconnected, cracks can form—some due to systemic or political factors, but often simply due to attitude. These cracks can widen quickly, impacting community trust, institutional safety and offender outcomes.

Separate Pillars, Shared Mission Both law enforcement and corrections share a common goal: keeping communities safe. However, achieving this requires more than simply executing their individual job duties well. It demands collaboration at every stage—beginning with the moment of arrest and extending through incarceration and eventual release.

Equally important is neutralizing the mindset of some within the respective groups that the other’s role is somehow not their concern. Nothing could be further from the truth. An accurate and timely exchange of information is a matter of officer safety for any officer involved, regardless of primary duty assignment. Falling into the belief system that confirms or amplifies the position of “You don’t know what we do” does not foster collaboration and open exchange. Rather, it simply extends hubris, which is always counterproductive.

Consider the jail admissions and release process as an example. A comprehensive exchange of information can ensure a seamless handoff between arresting officers and intake staff. That critical information—such as charges, mental health concerns, gang affiliations and other classification details—must be accurately conveyed.

Miscommunication in this context can lead to hazardous and even fatal housing assignments and neglected medical and mental health needs. Strong working relationships mitigate these risks and protect both staff and inmates.

Information and Intelligence Sharing – An Important Handshake

Law enforcement officers are a front line of defense in communities, but the handoff between police and corrections is integral to the systems’ success.

Photo Credit: Jack Prommel

38 | www.correctionalnews.com | regional edition 2025

As detailed, one of the most powerful forms of collaboration is intelligence sharing.

Law enforcement often gathers information that is vital for safely managing inmates— details about gang rivalries, pending charges, associations and relationships, or potential threats. Likewise, corrections officers may learn about ongoing criminal activity through conversations or observations inside the facility. When that information is shared promptly, both entities benefit.

Some incarcerated individuals reveal their plans for retaliation against others or the community itself. That information can assist law enforcement in preventing future violence. At the same time, street-level intelligence from law enforcement helps corrections personnel make safer decisions regarding inmate classification, housing and supervision.

LAW ENFORCEMENT Crisis Coordination Emergencies starkly reveal the need for collaboration. Whether it’s a facility lockdown, shakedown, inmate escape or riot, a coordinated response by law enforcement and corrections must demonstrate a unified force. Pre-established policies, protocols, post orders, shared communication systems, and joint training exercises greatly improve safe outcomes and the effective management of situations.

Conversely, correctional agencies can support law enforcement during large public events or natural disasters by managing overflow operations or temporary detention.

These reciprocal relationships are most effective when established proactively, before a crisis, through joint planning, training and trust.

As the demands on the entire criminal justice system grow—whether from mental health crises, substance use disorders, staffing shortages or rising public scrutiny—the need for unity matters more than ever. Collaboration is not merely a strategic advantage; it is an absolute necessity.

When law enforcement and corrections view each other not as separate systems but recognize the other as a partner in a common cause, the result is safer institutions, healthier communities, and a more just and effective system for all.

David McRoberts, CPP, is a retired sheriff’s captain and jail administrator from the Kenosha County Sheriff’s Department in Wisconsin. McRoberts now serves as a consultant with Assured Assessments Inc. He is a valued member of Correctional News’ Industry Knowledge Council.

The Reintegration Connection Collaboration shouldn’t end when an individual is released from secure physical custody. Corrections staff dedicate significant effort preparing inmates for reentry and providing programming for education, job training, behavioral programs, basic life skills and substance use treatment. However, once someone is back in the community, local law enforcement becomes a key partner in that reintegration. As has been said many times, a community should take an interest in rehabilitating inmates­—as they will be released into existing neighborhoods.

Community policing strategies that focus on support over surveillance can help reduce recidivism. That doesn’t mean eliminating surveillance or close monitoring but rather having law enforcement officers who understand the challenges of reentry and can connect former inmates to resources when practical. This is a more effective model to support individuals and also strengthens neighborhoods.

It is here that the debilitating problem surfaces. Some law enforcement professionals don’t fully grasp the rigor of corrections work.

While this can be understandable, it becomes problematic when it creates indifference or dismissive attitudes. In extreme cases, law enforcement personnel feel it is somehow less important than their work, or view any efforts to bridge that gap as punitive or unnecessary.

That mindset hurts everyone.

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Of course, cross-agency collaboration isn’t always easy. Differences in culture, communication platforms, and terminology can lead to misunderstandings and friction.

Some law enforcement officers may see their work as concluding with the arrest, while some corrections professionals may feel isolated from broader law enforcement efforts.

Overcoming these challenges requires intention. Joint training programs that start at entry-level and continue, along with shared task forces, regular interagency meetings and intergovernmental agreements can dismantle the silo mentality. More importantly, leadership on both sides must advocate for a culture of collaboration—one that prioritizes shared responsibility over territorialism.

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We Will Always Be Stronger Together At its best, the criminal justice system functions like a game of tug-of-war. Law enforcement initiates the process and begins to pull, while corrections adds strength by reinforcing it. Success only comes by pulling in the same direction, ensuring that justice is served fairly and safely. Any deviation reduces the likelihood of achieving success. Any activity that creates a broader gap between law enforcement and corrections is such a deviation.

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www.correctionalnews.com | regional edition 2025 | 39

DIRECTOR’S REPORT: WEST REGION

DIRECTOR’S

RE PO RT WEST REGION | REGIONAL ROUNDUP Including: Alaska, American Samoa, Arizona, California, Colorado, Guam, Hawai’i, Idaho, Los Angeles County, Montana, Nevada, New Mexico, Northern Mariana Islands, Oregon, Utah, Washington and Wyoming

Facing the Heat: Staffing and Sustainability in the West

By Director Jeff Macomber, California Department of Corrections and Rehabilitation Despite California’s shrinking incarcerated population, the need for institutions that prioritize space for rehabilitation, provide a normalized living environment, accommodate healthcare and ADA needs, and comfortably house people during extreme climate events is crucial to our mission. Do we invest where we have an existing footprint despite the drawbacks of operating institutions in remote areas?

Climate-control systems have generally been able to handle average temperatures, but those aging systems are unable to mitigate the extreme heat we experience now.

Despite the relative ease of building rural prisons, the remote locations present longterm operational challenges due to chronic staffing shortages and infrastructure. While peace officers generally can be recruited, filling positions requiring specific certifications like electricians, teachers and healthcare staff is particularly challenging in rural areas that lack a pool of available candidates. Finding a qualified water and sewage plant operator for rural institutions is often challenging. The alternative is paying more for a private contractor to fill these roles.

Leadership and Workforce Development California will soon need to decide whether to continue investing resources into our remote, aging and difficult-to-staff institutions, or to invest in physical structures that support what we know about correctional rehabilitation: Communities are safer when those leaving prison have been provided education, rehabilitative and vocational programming in a humane environment.

Strategic Staffing Collaboration The economic expansion for many rural communities has not materialized, as staff typically trade long commutes for the benefits of living in larger cities. While peace officers may still be recruited for these sites, positions requiring certification and specialized training present persistent workforce gaps. In these cases, agencies are increasingly turning to private contractors, which escalates long-term operational costs.

Infrastructure Pressures on an Aging Prison System

A gym converted into triple-bunk dorm housing at Mule Creek State Prison in Ione, Calif., during the height of overcrowding. | Photo Credit: CDCR

Several of California’s institutions are in desert locations where land was available during the prison-building boom. Given the focus on construction and operating costs, most institutions utilized evaporative cooling and uninsulated concrete construction.

With the majority of the California Department of Corrections and Rehabilitation’s (CDCR) institutions having passed their useful life, the state is approaching a decision point: repair existing institutions or build new.

In 1980, California prisons housed approximately 23,000 individuals. By 2005, that number had risen to nearly 167,000. California’s “tough on crime” policies in the 1980s and ‘90s led to the construction of 21 prisons between 1984 and 2005. Most were built in rural areas, with only a few on the outskirts of population centers. At the time, small communities welcomed the economic opportunities prisons were expected to bring— but the anticipated growth often failed to materialize.

Like California’s oldest prisons, those built during the boom have systems that are reaching the end of their useful life. Many electrical, plumbing and fire safety systems

Ironwood State Prison outside of Blythe, Calif.

Photo Credit: CDCR 40 | www.correctionalnews.com | regional edition 2025

DIRECTOR’S REPORT: WEST REGION

require major repairs or full replacement. Thirteen CDCR institutions remain on continual fire watch due to malfunctioning fire systems. Replacing such systems across all 31 institutions is estimated to cost $2 billion.

Electrical infrastructure is deteriorating, requiring backup generators during outages.

Wastewater spills from outdated plumbing systems have resulted in enforcement actions from regulatory agencies and costly litigation. Some institutions operate their own water wells and wastewater-treatment facilities—an expensive necessity due to distance from municipal utilities. Wells affected by drought require deepening or replacement, at multimillion-dollar costs and a limited useful life.

Before its closure in 2021, CDCR’s Deuel Vocational Center operated a reverseosmosis system due to water contaminants—a reminder that these infrastructure costs are entirely borne by the department. These ongoing challenges highlight the critical need for a more sustainable approach to California’s correctional infrastructure.

California Men’s Colony Wastewater Treatment Plant in San Luis Obispo.

Photo Credit: CDCR

UPDATES FROM THE WESTERN REGION

Jeff Macomber was appointed as the secretary of California Department of Corrections and Rehabilitation (CDCR) in December 2022. He has been with CDCR since 1993 in diverse leadership roles in custody, administration and healthcare. He has identified the importance of providing meaningful and diverse rehabilitative opportunities for the people in the care of the system and to fostering a correctional system that focuses on the wellness and professional development of the staff.

Utah Gov. Spencer Cox appointed Jared Garcia as director of the Utah Department of Corrections (UDC). Garcia brings more than two decades of experience in law enforcement, public safety and leadership to his new role.

Garcia began his career at the Utah Department of Public Safety, rising through the ranks from trooper to captain. Throughout his career in corrections, Garcia has emphasized the importance of communication and trust between officers and the community. He has been a vocal advocate for victims’ rights and school safety, previously serving on the Crime Victims Council and the Police Officer Standards and Training Council.

Bree Derrick moved from her role as the deputy director for the Idaho Department of Corrections into the director role in early 2025. Derrick has more than 20 years of experience in corrections and behavioral health and has been nationally recognized for her expertise in evidence-based practices and crime reduction strategies.

She is a licensed mental health counselor with a master’s degree in counseling and began her career with the Rhode Island Department of Behavioral Health, Developmental Disabilities and Hospitals before spending 10 years with the Rhode Island Department of Corrections.

www.correctionalnews.com | regional edition 2025 | 41

NEWS

Bureau of Prisons Expands Home Confinement for Eligible Individuals

By Lindsey Coulter The Federal Bureau of Prisons (BOP) recently issued new guidance under the direction of Director William K. Marshall III expanding the use of home confinement for eligible incarcerated individuals. The move reinforces federal commitment to reforms ushered in by the bipartisan First Step Act (FSA) and Second Chance Act (SCA).

The directive prioritizes home confinement for those who qualify, especially individuals who do not require

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transitional services provided by Residential Reentry Centers (RRCs). According to a statement by the bureau, this approach ensures timely reintegration of incarcerated individuals back into their communities while upholding the law and the principles of justice reform.

“President Trump said he would fight for the forgotten men and women of this country, and the First Step Act proved he meant it,” said Marshall in a statement. “Now, we are ensuring that this reform continues to work—not just as a policy, but as a promise to Americans seeking redemption and a path forward.”

Key provisions of the directive include:

· Prioritization of Home Confinement: Individuals eligible under the FSA or SCA who do not require the structured support of an RRC will be placed directly into home confinement. RRCs will be reserved for individuals with the greatest need for such transitional services.

· Use of Conditional Placement Dates: BOP

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Unit Teams are instructed to use projected FSA Time Credits (FTCs) under both the FSA and SCA to guide prerelease planning. This ensures accurate and timely referrals for home confinement.

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· Clarification of Statutory Authority: Staff must properly distinguish between the FSA and SCA eligibility criteria and understand the limitations of each statute, particularly regarding prerelease custody durations. The directive affirms: “There is no restriction concerning how many FTCs may be applied toward home confinement.”

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42 | www.correctionalnews.com | regional edition 2025

The First Step Act has three major components: correctional reform via the establishment of a risk and needs assessment system at the Bureau of Prisons, sentencing reform via changes to penalties for some federal offenses, and the reauthorization of the Second Chance Act of 2007.

The Second Chance Act is a federal law aimed at assisting individuals in successfully return to their communities after incarceration. It funds programs and systems reform that address the challenges of reentry and reduce recidivism and supports employment assistance, housing, substance use treatment, family programming and other services.

The BOP emphasized that the approach honors the bipartisan vision behind the FSA and reflects a broader commitment to giving second chances to those who have paid their debt to society.

This policy also builds on the fact that the First Step Act has significantly lowered recidivism rates among its participants, offering evidence that smart criminal justice reform can align with public safety goals.

DESIGN & CONSTRUCTION

An Update on Correctional News’ 6 Projects to Watch for 2025

Checking in on notable county, state and federal facilities underway across the country

By Lindsey Coulter Multi-million-dollar justice and correctional projects are underway across the nation that will improve safety, care and outcomes for people in local, state and federal custody. Throughout 2025, Correctional News will follow these and other notable projects as they progress through planning, design, construction and occupancy.

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A. O’ahu, Hawai’i FAST FACTS: Project: New O’ahu Jail Location: O’ahu, Hawai’i Projected Size: 1,000-bed detention center, 300-bed transition center Projected Cost: ~$1 billion Owner: Hawai’i Department of Corrections and Rehabilitation Team: HOK/AHL, contracted for design Status: Design funded Next Step: State is looking for financial and legal advisors to round out consultant team.

The Hawai‘i Department of Corrections and Rehabilitation is advancing plans to replace the aging O‘ahu Jail with a next-generation facility focused on cultural relevance, rehabilitation and reintegration. Following recent federal negotiations, a portion of the planned site using federally owned land has been removed from the project footprint. The team is adjusting site layouts and programming to reflect the change and is continuing to develop bridging documents.

Despite this adjustment, the construction schedule remains on track to commence in 2030, and the overall project scope is unchanged. The State of Hawaii supported the project by approving the funding of the full design and procurement. The HOK/AHL team is contracted to move forward with design.

As the project enters the programming phase, the state is actively seeking additional consultants to provide financial and legal expertise.

44 | www.correctionalnews.com | regional edition 2025

B. Lancaster County, Pa.

C. Nashville, Tenn.

FAST FACTS:

FAST FACTS: Project: Nashville Youth Campus for Empowerment Location: Nashville, Tenn.

Project Size: 270,000 square feet , 64 beds Projected Cost: GMP pending Owner: Metro-Davidson County Team: DLR Group and Bell Construction Status: Under construction Next Step: Completion is anticipated in 2027.

Project: Lancaster County Prison Location: Lancaster County, Penn.

Projected Size: 430,000 square feet, 900 beds Projected Cost: $400 million Owner: Lancaster County Team: CGL Companies and Gannett Fleming TranSystems Status: Design Next Step: Construction documentation process could begin as early as September.

Lancaster County’s long-planned effort to replace its aging correctional facility continues to progress, despite timeline adjustments. After extending design and planning contracts with CGL Companies and Gannett Fleming TranSystems (GFT) into 2029, officials anticipate beginning construction documentation as early as September. Design work is expected to run through early 2026, with groundbreaking projected for Q3 of that year.

The updated facility will address long-standing issues with the current 315,000-square-foot facility, including overcrowding, outdated infrastructure, poor climate control and lack of ADA accessibility. While the revised schedule pushed the opening to 2029, the scope of the project remains unchanged, with plans for 21 housing units and expanded capacity on a 78-acre site. Additional contracting efforts are expected to launch in Q2 as the county advances toward construction.

The Nashville Youth Campus for Empowerment broke ground in August 2024, aiming to redefine how Davidson County invests in and supports justice-involved youth and families. The campus is designed to prioritize family engagement and uses a trauma-informed approach to youth care and rehabilitation. The campus will co-locate juvenile courts, pre-trial housing and therapeutic resources.

The campus will eventually accommodate hundreds of youth each month through its 35-40 bed cottage housing, and a Respite and Assessment Center for unhoused youth. Construction is underway on the 14-acre site, with an anticipated opening in 2027. See a full update with information from the project team and the project advocates on page 16-17.

DESIGN & CONSTRUCTION D. Cuyahoga County, Ohio FAST FACTS: Project: Cuyahoga County Jail Location: Cleveland, Ohio Project Size: 1,900 beds Projected Cost: Apprx. $1 billion Owner: Cuyahoga County Team: HOK, criteria architect; Design-Build team: HDR, Bowen and Gilbane Status: Schematic Design Next Step: Completing cost estimates and design development Cuyahoga County is advancing plans to replace its outdated jail with a new four-story, L-shaped facility with a goal of alleviating overcrowding, safety issues and operational concerns. The new jail will move from downtown Cleveland to a larger location outside of the city. This will allow for additional rehabilitation spaces such as a behavioral care facility and a release and re-entry resource center in addition to the jail. The mid-rise structure will include three stories of inmate housing, and potential for expansion and space for the sheriff’s department and office space for mental health professionals.

Schematic design is nearing completion and cost-estimates are underway. The project is on pace to enter design development, the last phase for HOK as the criteria architect with design-build team HDR, Bowen and Gilbane on board for the project.

E. Boise, Idaho FAST FACTS: Project: Idaho Women’s Facility Location: Boise, Idaho Projected Size: 512 beds with an option to expand to 800 Projected Cost: $112 million Owner: Idaho Department of Corrections Team: HOK and Okland Construction Status: Moving from schematic design to design development and permitting Next Step: Bidding phase for subcontractors Idaho continues to progress on the development of a new women’s correctional facility designed to prioritize rehabilitation, reentry and a more cost-effective approach to inmate management. Currently moving from schematic design into design development and permitting, the project will address the state’s reliance on county jails, which often lack access to invaluable programming that can be provided by the state. This practice also results in keeping inmates in more restrictive, and therefore more expensive, housing relative to their classification level.

The facility will include dedicated medical beds, a new reception area and a diagnostic unit. A new 280-bed men’s unit is planned for construction on the adjacent site.

F. Leavenworth, Kan. FAST FACTS: Project: Federal Correctional Institute (FCI) Leavenworth Location: Leavenworth, Kan. Projected Size: 1,400 beds

Projected Cost: $112 million Owner: Federal Bureau of Prisons Team: HOK, Elevatus and Clark, with Vanir, ModCorr and Sweeper Status: Under construction Next Step: Project is 40% complete, anticipated opening in 2026.

Construction is progressing on the new FCI Leavenworth and Federal Prison Camp, located just east of the historic 1897 penitentiary. At approximately 40% complete, the $532 million facility signals a reinvestment in prison

infrastructure, as it is the only federal prison actively under construction in the country.

As a replacement for the original structure, the new facility will house 1,400–1,500 inmates and employ 340 staff members. The new institution will focus on modernizing incarceration and rehabilitation practices, providing enhanced educational, vocational and fellowship programs as well as mental health and physical wellness services.

The project team includes the design partnership of HOK, Elevatus and Clark as well as Vanir as owner’s representative and ModCorr and Sweeper as subcontractors to the design team. The project scheduled for completion in 2027.

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832-788-6974 www.correctionalnews.com | regional edition 2025 | 45

Including: Connecticut, Delaware, Maine, Massachusetts, New Hampshire, New Jersey, New York, New York City, Pennsylvania, Philadelphia, Rhode Island, Vermont

Request for Information: Vendors Project Name: Comprehensive Correctional Services Location: Multiple facilities – Massachusetts DOC Details: This RFI seeks input from vendors on innovative, secure and comprehensive solutions for a wide range of prison services from tablets and communication systems to commissary, education and healthcare tech.

Also requested are pricing models, implementation strategies and technical specifications for each service category.

Contact: Jared Resendes, manager of Special Procurements, at Jared.Resendes@doc.state.ma.us RFI Details available at: Commbuys.com Bid Solicitation: BD-25-1025-DOCFS-FISCM-116599 Project Value: Not disclosed Bid Date: June 23, 2 p.m. EST

Bidding: General Contractors and Select Trades Project Name: Juvenile Justice Secure Facility Location: Winslow Township, N.J. Details: Replacement of large institutions with smaller state-of-the-art regional facilities. This bid is for the construction of one of those facilities, the Juvenile Justice Secure Facility in Winslow Township. The scope will include site improvements and the construction of five buildings: an administrative building, a gymnasium and three housing units.

SOUTHERN REGION

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Contact: Jim McAuliffe with USA Architects at jmcaulife@usaarchitects.com Plans and Specifications online at: www.bidexpress.com/solicitations/40365 Project Value: $55 million Bid Date: June 26, 2 p.m. EST UT

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Including: Alabama, Arkansas, Florida, Georgia, Louisiana, Maryland, Mississippi, North Carolina, Oklahoma, Puerto Rico, South Carolina, Tennessee, Texas, U.S. Virgin Islands, Virginia, Washington, D.C., West Virginia

Bidding: Construction Manager at Risk Services Project Name: John S. Wilder Youth Development Center Hardware and Staff Secure Facilities Location: Sommerville, Tenn.

Details: Seeking bids for a construction manager/general contractor to design and build two residential youthdevelopment facilities and a maintenance building on the grounds of the John S. Wilder Youth Development Center.

Contact: Tammy Robbins, procurement officer, at Tammy.Robbins@tn.gov Designer Program Narrative: www.tn.gov/ generalservices/real-estate-/redirect-stream/contractors/ requests-for-proposal-- rfps-.html Project Value: $168 million Bid Date: July 2, 2 p.m. EST

Request for Qualifications: Architect/Engineer Project Name: Youth Treatment Facility Project Location: Fairfax County, Va. Details: Seeking qualifications from A/E firms to 46 | www.correctionalnews.com | regional edition 2025

provide full design and construction administration for a 26,000-square-foot Youth Treatment Facility offering crisis stabilization for mental health and substance use, with potential scope for a feasibility study on existing facility renovations.

Contact: Jungmin (John) Oh at jungmin.oh@ fairfaxcounty.gov RFQ Information: fairfaxcounty.gov/publicworks/files/ Assets/Documents/bids/rfq_architect-engineer-servicesytf-r1.pdf Project Value: Not disclosed Bid Date: July 3, 4 p.m. EST MIDWEST REGION

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Preliminary Report: Architect Selected Project Name: Kitsap County Courthouse Renovation Location: Port Orchard, Wash.

Details: Kitsap County commissioners have selected Thomas Architecture Studios to design the additions and renovations to the existing courthouse. This will include the addition of courtrooms and offices along with the reuse of the existing courthouse.

Contact: Amos Callender of Thomas Architecture Studios at amos@tasidaho.com Information: www.kitsap.gov Project Value: $54 million Bid Date: Estimated 2026-2027

2025 RESOURCE GUIDE

Including: Illinois, Indiana, Iowa, Kansas, Kentucky, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota, Wisconsin

Learn more about the companies featured in the Ad Index below and in

Bidding: Vendor - Furnish and Install Project Name: Duress System Solution – Winnebago County Jail Location: Rockford, Ill. Details: Bids requested for the design, installation and integration of a new panic duress system for the Winnebago County Jail, including a site survey and full upgrade compatible with existing security and network infrastructure.

Contact: Hope Edwards, director of purchasing, at purchasing@purchasing.wincoil.gov Information: www.wincoil.gov Project Value: Not disclosed Bid Date: July 23, 10 a.m. CST

future editions of Correctional News.

SCAN THE QR CODE to get in touch with companies you see in this issue.

Or visit: correctionalnews.com/resource-guide

Bidding: Prime Contractor, Remodeling-Renovation Project Name: Renovate Restrooms, Showers and Heating Units Location: East St. Louis, Ill. Details: St. Clair County is seeking general single prime remodeling bids for the renovation of restrooms, showers and heating units in the Southwestern Correctional Center. Minority- and women-owned business subcontractor and supplier goals apply.

Contact: Robert Stowell, project manager, at Robert.stowell@illinois.gov Submit: cdb.illinois.gov/procurement Project 120-021014 Project Value: $6 million Bid Date: July 22, 11 a.m. CST W

NORTHEAST REGION

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Including: Alaska, Arizona, California, Colorado, Guam, Hawai’i, Idaho, Los Angeles County, Montana, Nevada, New Mexico, Oregon, Utah, Washington and Wyoming

Bidding: Subcontractor Project Name: Inverness Jail CCTV Replacement Location: Portland, Ore. Details: Bids for the Multnomah County Inverness Jail CCTV replacement. Including replacement of existing PLC, touch screen, intercom, CCTV Systems and CCTV System Firmware and Software Contact: Lynn Bybee at lynn.bybee@multco.us Plans and specifications available at: bids.sciquest.com/ apps/Router/PublicEvent?CustomerOrg=Multnomah.

Project Value: Not disclosed Bid Date: July 1, 2 p.m. PST

Ad Index

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Acorn Engineering..................................................................... 48 BELL Construction........................................................................19 Centurion Healthcare................................................................. 11 CGL..............................................................................................29 CML Security..............................................................................42 Cornerstone Inc.......................................................................... 43 Cortech Correctional Technologies.......................................... 47 DLR Group.....................................................................................7 Harding Instruments....................................................................19 International Corrections & Prisons Association (ICPA)...........27 Imperial Privacy Systems Inc........................................................8 Lydig Construction................................................................Cover ModCorr............................................................................... 20,21 MSP.............................................................................................34 Moduform.................................................................................. 30 Norix Group Inc...........................................................................2 R&N Systems Design..................................................................13 The Rose Report.......................................................................... 45 Shat·R·Shield Lighting Inc.......................................................... 45 Sletten Companies......................................................................15 STVS............................................................................................ 36 Sustainable Security Solutions................................................... 31 Tindall..........................................................................................10 Titan Steel Door.......................................................................... 12 Vanir.............................................................................................15 VITALSpace.................................................................................33 Willo Products Company.......................................................... 39 Willoughby Industries Inc...........................................................25

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