Texas Modernizes Facilities, Prioritizes Wellness
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Insights from Ohio’s Comprehensive Approach to Juvenile Healthcare Page 12
After Devastating Floods, Louisiana
Women’s Prison is Rebuilt for Health and Rehabilitation Page 22
The Ohio Department of Youth Services Offers an
Editorial Deadline: Nov. 24,
Ad Deadline: Dec. 8, 2025
Jeff Beard
Bryan Collier
Former Secretary of Corrections for California and Pennsylvania
Former Executive Director, Texas Department of Criminal Justice
Nicholas Deml Former Commissioner, Vermont Department of Corrections
Chadwick Dotson........................................Director, Virginia Department of Corrections
Jeff Dunn Former Commissioner, Alabama Department of Corrections
Jared Garcia................................................Executive Director, Utah Department of Corrections
Helen Hanks Former 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
Ashley Oddo...............................................Deputy Director, Arizona DCRR
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
President
Torrey Sims Vice President of Sales and Marketing
Clow
Hugh Lester recently joined ModCorr as the company’s Senior Director of Special Projects. Lester’s role will be market research and new product line development. His initial assignment is the tenant fit-out of a new warehouse and factory in Allenwood, Pa.
With academic credentials in psychology, architecture, and criminal justice, along with doctoral work in sustainable engineering and sociotechnical systems at Stevens Institute of Technology, Lester brings a multidisciplinary perspective to justice design.
Over his 27-year career, Lester has primarily worked on correctional projects. A recognized authority in both physical and electronic security, his focus is on operational integration and human-centered design to enhance safety, efficiency, and wellbeing for staff and persons in custody.
Davis is a licensed clinical social worker, certified child forensic interviewer, grant writer, victim advocate and PREA auditor, and she is POST certified. She holds a Master of Social Work from the University of Georgia, a Master of Public Administration from Kennesaw State University and a Bachelor of Science in Criminal Justice from Georgia State University.
Linwood Etheridge Jr. is the new Warden of Tyrrell Prison Work Farm (PWF). Etheridge previously served as the facility’s Associate Warden of Operations. In his new role, Etheridge oversees all operations at the Columbia correctional facility, which houses approximately 300 men in minimum custody and offers rehabilitative work assignments and self-enhancement programs such as high school equivalency and behavioral accountability.
In September, the International Corrections and Prisons Association (ICPA) Board of Directors announced the appointment of David Brown as Acting President. Brown will lead the association in this role until the 2026 ICPA Annual General Meeting, when an election will be held for the position. His appointment followed the sudden death of President Peter Severin.
The Ohio Suicide Prevention Foundation (OSPF) recently recognized John Annarino, Chief of Staff at the Ohio Department of Behavioral Health, for his leadership, compassion, and lasting impact on suicide prevention and mental health across Ohio. Annarino received the OSPF Champion Award in recognition of his exceptional support of the foundation and his decades of dedicated public service. Annarino’s leadership and advocacy have strengthened behavioral health systems statewide and have advanced efforts in suicide and substance-use prevention. He has served the state of Ohio for 33 years, leading critical programs in treatment, community services and criminal justice. He previously served the Bureau of Workers’ Compensation as Chief Medical and Health Officer, leading healthcare reforms, coordinating with medical staff and senior management to create a cutting-edge healthcare delivery system. For the last three years, he concurrently worked as Senior Advisor to the Director of the Ohio Department of Health.
Georgia Department of Corrections (GDC) Commissioner Tyrone Oliver announced the appointment of Latera Davis to Assistant Commissioner of Inmate Services.
In this new role, Davis is responsible for overseeing the GDC’s effective delivery of Academic Education, Career, Technical, and High Education, Chaplaincy Services, Residential Substance Abuse Treatment Centers (RSATs), and Reentry Services for the offender population. She is the first woman to hold the position of Assistant Commissioner for Inmate Services. Davis began her career in 1998 with the Department of Juvenile Justice, where she has served as Director of Planning and Preparedness, Juvenile Probation Parole Specialist II/III, Program Coordinator, Assistant Office Director of Classification, Transportation, and Grant Writing, External Affairs Coordinator/Legislative Liaison, and Director of Victim and Volunteer Services. Davis previously served as the Deputy Commissioner of the Division of Professional Development and Standards, where she was responsible for statewide leadership and the oversight of the Office of Professional Development, Compliance Unit, Victim and Volunteer Services and Emergency Management.
Etheridge has worked much of his career at Tyrrell PWF, starting as a correctional officer in 2008. He earned a promotion to sergeant in 2012 and to lieutenant in 2015, serving at Pasquotank Correctional Institution and at Tyrrell PWF. He was a Correctional Program Director and Hearing Officer at Warren Correctional Institution before returning to Tyrrell PWF as Associate Warden in 2023.
His other correctional experience includes service as a Facility Safety Officer, a PREA Compliance Manager and guiding Tyrrell PWF through American Correctional Association accreditation. He has completed crisis intervention and PEAK Performance training and is currently working toward a degree in business administration at Beaufort Community College.
Brown brings a wealth of experience to the role and currently serves as the Chief Executive of the South Australian Department for Correctional Services. Since his appointment with the Australian Department for Correctional Services in September 2012, Brown has strengthened security and emergency management standards, renewed the state’s focus on offender rehabilitation and education and built community partnerships to improve reintegration outcomes. Under his leadership, the South Australian Department for Correctional Services successfully achieved an ambitious goal of reducing reoffending by 10%. This achievement came through increased investment in rehabilitation programs, strengthened alternatives to custody and improved prison services.
As the association looks to the future, it continues to honor the dedication and investment of Severin, including at the ICPA’s 27th Annual Conference, where members gathered to celebrate these contributions and chart a path forward for the association.
West Baton Rouge Sheriff Jeff Bergeron announced Trevor McDonald as the new Warden of the West Baton Rouge Parish Detention Center. McDonald brings more than 25 years of dedicated service in law enforcement and corrections to the role, having held leadership positions with the Louisiana Department of Public Safety and the Louisiana Department of Corrections. His career reflects a lifelong commitment to public safety, integrity and leadership in corrections management. He most recently served as warden for the Catahoula Correctional Center.
The Center for Correctional Nursing and The DAISY Foundation® honored the co-founders of the American Correctional Nurses Association (ACNA) with DAISY Leadership Awards at the NCCHC’s National Conference on Correctional Health Care on Nov. 3 in Baltimore. The DAISY Leadership Award celebrates leaders who create a culture where extraordinary nursing can thrive. The awardees were recognized for championing standards, mentorship and community for correctional nurses nationwide.
Founded in 2020, ACNA is a unifying voice for nurses practicing in jails, prisons, detention centers and community reentry settings. The DAISY Leadership Awards acknowledge the co-founders’ pivotal work establishing a national platform for professional identity, education and peer-support contributions that continue to elevate patient care and workforce well-being across correctional health.
The Texas Department of Criminal Justice (TDCJ) named Merci Wood as the new Deputy Division Director of the Rehabilitation and Reentry Division. Wood began her career with the agency in 2013 as a Clerk II in the Classification and Records Department. Since that time, she has served as Administrative Assistant I, II and III in the Parole Division’s Huntsville Placement and Release Unit. In 2018, she joined the Rehabilitation and Reentry Division as a Case Manager III and has since been promoted within the division to Assistant Regional Director, Regional Director, and most recently, Director of Program Coordination and Development. Wood has consistently demonstrated dynamic and innovative leadership throughout her tenure with the agency. Her extensive experience, program knowledge, and dedication will continue to be an asset to both the TDCJ and the Rehabilitation and Reentry Division.
The eight ACNA co-founders being honored include Patricia Blair, Ph.D., JD, MSN, CCHP-RN, CCHP-A; Annette Maruca, Ph.D., RN-BC, CCHP; Mary Muse, RN, MS, CCHP-RN, CCHP-A; Louise Reagan, PhD, APRN; Lori Roscoe, DNP, Ph.D., CCHP-RN; Deborah Shelton, Ph.D., RN, CCHP; Sue Smith, MSN, RN, CCHP-RN; and Ramesh Upadhyaya, DNP, RN, CCHP.
Correctional News: 2025 Corrections Summit Nov. 16-19, 2025 | Southern Pines, N.C.
CLA: New Directors Training Dec. 7-8, 2025 | Scottsdale, Ariz.
CLA: All Directors Symposium Dec. 8-11, 2025 | Scottsdale, Ariz.
NCCHC: Correctional Health Care Dec. 10, 2025 | Online conference at NCCHC.org
ACA: Winter Conference Feb. 5-8, 2026 | Long Beach, Calif.
CJJA: Juvenile Justice Winter Leadership Forum Feb. 6-9, 2026 | Long Beach, Calif.
By Bobby Lumpkin, Executive Director, Texas Department of Criminal Justice
Over the course of my 35-year career, I have had numerous opportunities to see the different facets of Texas Department of Criminal Justice (TDCJ) operations. Starting as a correctional officer in 1990, I initially thought that prisons were just about custodial care and control. I did not then know to consider everything else that comes with a successful criminal justice agency, including rehabilitating and preparing men and women for successful release back into their communities as well as, of course, assisting victims of crime.
During my career, I’ve worked for many mentors and directors that were not hesitant to cross paths with different divisions, and I’ve had the opportunity to serve as either a deputy director or division director in other areas of the agency. I have learned so much more about the agency and the various prison and support operations that make us successful in our mission statement day in, day out.
I’m happy to report that the most recent state legislative sessions were very positive for the agency. There is a lot of work to be done to implement all of the initiatives that we were lucky to receive funding for.
In the coming years at the TDCJ, we will continue to modernize. One ongoing initiative is the refurbishment of our statewide facilities to increase the number of airconditioned beds across the system. Specifically, the agency received more than $200 million in funding for the installation of air conditioning over the last two legislative sessions. The funding from the most recent session will provide an additional 18,000 air-conditioned beds, which will bring the total number of air-conditioned beds to more than 80,000.
I’d also like to mention the enhancement of our perimeter fencing systems, whether
they be pulse or microwave fencing technologies. These are reliable technologies that can ensure that we have a strong perimeter to our prison units. Additionally, this improvement allows the TDCJ to reallocate certain full-time positions so that staff don’t have to patrol the perimeter and are available to perform other tasks.
We’re also looking closely at different methods to combat the introduction of contraband through our mail system. We now receive all of our inmates’ general correspondence at our off-site processing center, where it can be uploaded and sent to the to the individual’s tablet. However, there is also a considerable amount of legal mail that comes in through our mail rooms, and we’re using technology to try to detect contraband.
Another important initiative that the TDCJ received money to pursue is the mission to expand staff wellness efforts. In corrections here in Texas — and I think I can speak for many other states as well — we have a lot of success stories, but there are also some bad
things that happen inside our facilities from time to time.
When I started as a correctional officer back in 1990, if there was a negative event during my shift, at the end of the day, basically, somebody gave you a thumbs up, said, “We’ll see you tomorrow.” You went home to your family and coped with it your own way. Then, you came back to work.
These days, we know so much more not only about the stresses of what our staff do every day, but also how they deal with traumatic events. Until recently, the agency had not had a consistent and updated mechanism to support our staff in dealing with traumatic events, and I am proud to say that we are now making the wellness of our staff a priority.
We also acknowledge that each individual is different in how they might deal with a situation and that what works for one person may not work for another. So, we’re looking to invest the funding we received during the last session to increase resources for helping staff members process traumatic events and for supporting their overall wellness.
I believe that the key to leadership is putting the right people in the right spots to succeed. Just because an employee’s career may have started on a certain path doesn’t mean that their leadership, management and people skills couldn’t be well utilized in some other part of the agency — especially considering all the needs and opportunities within a large-scale correctional system.
Leaders like Bryan Collier, Brad Livingston and Wayne Scott, who were previous TDCJ executive directors, set great examples of how to take care of staff and put the right folks in the right positions, ensuring that we’re moving the agency forward — not just in modernization, but also in how we approach our work. Our department carries the huge responsibility of protecting the public and enriching the lives of incarcerated men and women so that they can go home and stay home. One big thing I’ve learned during my career is that no one person has all of the answers with regard to how to carry out our mission to protect the citizens of Texas.
FAST FACTS:
On Sept. 1, Bobby Lumpkin officially took office as the new Executive Director of the Texas Department of Criminal Justice, succeeding Bryan Collier, who had held the position since August 2016.
Lumpkin began his career with TDCJ as a correctional officer in 1990. He was promoted to Assistant Warden in 1999 and went on to serve in a variety
Thirty years ago, the general sentiment in the industry was “We know how to do this and we’ve got all the answers.” But something I’ve learned directly from former Executive Director Collier is that there’s always room for improvement in every setting. We should constantly be looking to fine-tune our processes to ensure the success of our agency.
We certainly don’t want to burn out our staff, but it’s important that we’re always pushing the agency forward. I always enjoyed being pushed so that I could do better in my job as a director, and balancing that drive while taking care of our staff is crucial to our mission.
By Kim Sterling
The National Commission on Correctional Health Care (NCCHC) recently released the 2026 Standards for Health Services in Jails and Prisons and the 2026 Standards for Mental Health Services in Correctional Facilities, setting a new benchmark for safe, effective and coordinated care in correctional environments. Together, these editions reflect a major shift toward equity, accountability, and practical collaboration between health and custody professionals.
“These revisions reflect our commitment to continually advancing correctional healthcare,” said Amy Panagopoulos, MBA, RN, CCHP, NCCHC Vice President of Accreditation and Chief Nursing Officer. “The 2026 Standards integrate current knowledge, emphasize equity and access, and provide facilities with tools to deliver safe, ethical and constitutionally appropriate care.”
While written for health services, many updates directly impact daily operations, risk management
and staff safety. Custody professionals play a vital role in implementing these changes, especially in communication, documentation and early intervention.
There are several notable updates and expansions to these resources, including:
1. Stronger Focus on Suicide Prevention and Mental Health Coordination
The 2026 editions expand expectations around suicide prevention, including monitoring of individuals who are at risk of suicide or self-harm, and new follow-up requirements by a qualified mental health professional (QMHP) once safety precautions are lifted. The use of closed-circuit television is recognized as a supplemental tool but not a substitute for direct observation — a key point for custody staff involved in housing and supervision decisions.
In addition, both manuals highlight interdisciplinary communication among custody, medical, and mental health teams, ensuring that risks are identified early and addressed through coordinated response.
2. Clearer Documentation and Accountability
Every standard now includes a new Supporting Survey Documentation section outlining the recommended documentation records facilities should maintain. For custody operations, this reinforces the importance of accurate logs, observation records, and participation in administrative reviews following incidents such as suicide attempts or deaths in custody. A formal psychological autopsy is now required within 90 days, underscoring the shared responsibility of health services and custody operations in understanding contributing factors.
to track trends and prevent escalation.
· Restrictive housing standards introduce increased mental health rounds and revised contact frequency, helping reduce isolation-related risks.
· Infection control and chronic disease management requirements were strengthened, supporting safer environments for staff as well as those in custody.
5. Modernized Language and Equity in Care
Outdated terminology such as “inmate with mental illness” has been replaced with person-first language (“individual receiving mental healthcare”). A new standard, Gender-Affirming Health Care Services, provides clear guidance for multidisciplinary care that supports dignity while maintaining safety and order.
3. Training and Role Clarification
Custody staff receive additional support through expanded health training requirements, which cover suicide prevention, substanceuse disorder, mental health awareness and emergency response. The 2026 Mental Health Standards also call for comprehensive orientation programs for mental health staff, helping clinical teams better understand security procedures and the realities of the correctional environment — bridging the gap between custody and mental healthcare.
Several operational updates aim to prevent adverse events and improve daily efficiency:
· Receiving screenings is required within six hours of admission.
· Initial health assessments are mandatory for all new intakes.
· Grievance logs and CQI reviews are now required
For the first time, the standards are available in a digital format for single-user licensing, enabling searchable, annotated use in staff training and compliance programs. Facilities seeking NCCHC accreditation must comply with the Jail and Prison Standards beginning Jan. 1, 2026, and the Mental Health Standards by April 1, 2026.
“These standards will help facilities improve patient care, avoid adverse events, and enhance safety for staff and those incarcerated,” said Wendy Habert, MBA, CCHP-A, NCCHC Director of Accreditation.
For custody leaders, understanding and supporting these updates is not only about compliance — it’s about risk reduction, improved communication and safer operations for everyone inside the facility.
The 2026 NCCHC Standards for Health Services in Jails and Prisons and Mental Health Services in Correctional Facilities introduce important updates that affect both healthcare and mental health services and custody operations. Key changes include expanded suicide-prevention protocols, enhanced documentation and communication requirements and new training expectations for custody staff. Custody staff will see stronger collaboration with mental health and medical teams, clearer procedures for housing and monitoring at-risk individuals, and greater focus on post-incident reviews and risk reduction. The standards also introduce trauma-informed and person-first language, emphasizing respect and safety for everyone inside the facility. Together, these updates strengthen accountability, improve staff preparedness, and support safer, more coordinated correctional environments.
Sterling is the Vice President of Professional Services and Marketing for the NCCHC.
By Mary Kate Francis, M.D., and Megan Stillwagon, RN, MPH
caseload of 81% of youth within DYS state facilities.
Caring for justice-involved youth demands a holistic, trauma-informed, developmentally appropriate approach that addresses not only their immediate needs but also fosters long-term health and well-being. Within this landscape, the Ohio Department of Youth Services (DYS) is committed to providing comprehensive healthcare and viewing its secure facilities not just as places of custody but as critical opportunities for intervention and education.
DYS is the juvenile corrections system for the state of Ohio for youth ages 10-21, adjudicated and committed by one of Ohio’s 88 county juvenile courts to one of the agency’s three state facilities. During a youth’s stay with DYS, they are engaged in education and programming designed to address their criminological and behavioral needs. As of Oct. 1, DYS had 450 youth within its three state facilities, with the average age being 17.8. Additionally, the average length of stay in FY25 for facility youth was nearly 17 months, with a mental health
Beyond those in the facilities and on parole, DYS reaches thousands of youth through its funding and support of more than 600 community programs
throughout the state, offering more than 93,000 youth opportunities and services to encourage positive change.
Nationally, law enforcement arrests approximately 1.3 million juveniles under age 18 annually (Teplin et al., 2015). For many of these youths, the justice system is their first consistent point of contact with healthcare. Studies show that nearly twothirds of detained youth have at least one physical healthcare need, such as dental, vision or acute illness, and approximately 46% present with urgent medical needs upon entry (Sedlak & McPherson, 2010). Couple this with the fact that up to 90% of the youth report traumatic events, such as abuse, neglect, community violence or household dysfunction (Dierkhising et al., 2013). These figures highlight both the urgency and the opportunity to provide care within youth facilities.
Round-the-clock care is DYS’ approach to medical staffing in its secure facilities. Care is tailored to the clinical needs of the youth, rather than relying on a rigid, one-size-fits-all ratio. This commitment ensures each youth has access to necessary medical attention at any time.
Each medical clinic within DYS is managed by a Registered Nurse (RN) Health Services Administrator (HSA), who oversees all clinic operations and ensures timely delivery of care. Nursing coverage is available 24 hours a day, seven days a week. Typically, 2–4 nurses are on duty between 5 a.m and midnight, with one nurse providing coverage overnight.
The department maintains an overall RN-to-youth ratio of 1:15, surpassing the staffing levels in many juvenile correctional systems nationwide.
Beyond the dedicated nursing staff, each of the three facilities benefits from a centrally located medical director, available 24 hours a day, and the presence of various on-site professionals: a medical doctor, psychiatrist and dentist who each dedicate 20 hours per week, and an optometrist who is on site once a month. Other specialty services are provided on-site as needed, or youth are transported off-site for essential appointments.
The impact of this approach is tangible, as reflected in dental services, where DYS has observed a significant increase in preventive dental encounters versus emergency encounters. This mirrors national data showing that incarcerated youth often enter facilities with high unmet oral health needs, making preventive care a marker of improved health behaviors (American Academy of Pediatrics, 2011).
Recent statistics highlight the effectiveness of this care model, showing a decrease in off-site diagnostics, surgeries and hospital admissions, while specialty consultations have increased. This signifies that more youth are receiving the quality preventive and specialized care they need within secure environments. The data also show a substantial increase in enrollment for chronic conditions, such as the most common diagnoses of asthma and seizures, demonstrating improved identification and management of health issues. The rise in chronic conditions among justice-involved youth accentuates the need for DYS to promote health literacy.
Making healthcare more engaging is one way DYS promotes participation. By introducing elements of familiarity, choice and reward, healthcare at DYS allows youth to actively participate, rather than passively receive. This is accomplished through various strategies within our clinics. Clinic staff build rapport with youth through interactive healthcare games and quizzes, helping to translate health concepts into health literacy and real-life behaviors.
DYS holds influenza vaccine fairs and physical days, utilizing the motivation of peers for positive behaviors, but also incentives. For juveniles, incentives are crucial for initiating and sustaining desired behaviors because they tap into the brain’s reward system, making them more effective than punishments and fostering motivation for positive change. Knowing this, we offer small rewards, such as sports drinks or candy bars, for completing health goals. We also link physical activity and health goals with intramural sports and CrossFit competitions.
formalizing and standardizing training. This includes structured on-the-job training for nurses and utilizing our electronic health record (EHR) development environment for training during site-specific orientation for all clinical staff. Ongoing EHR sessions via Teams offer continuous training to ensure documentation proficiency across all healthcare disciplines.
The DYS model represents a clinically driven commitment to treating justice-involved youth. By offering a comprehensive range of medical services, prioritizing continuous quality improvement, and seizing the opportunity to instill healthy habits, DYS healthcare is working to ensure that these young individuals not only receive necessary care while in custody but are
equipped with knowledge and tools for a healthier, more productive future. In the context of national data showing high unmet need and long-term risks associated with incarceration, DYS’ model demonstrates how correctional healthcare can break the cycles of illness, mistrust, and recidivism by serving as both a safety net and a springboard for lasting change.
Our Youth Wellness Committee employs a multidisciplinary approach to assess the needs and outcomes of health and wellness initiatives, utilizing the “whole child” framework. Such approaches help youth build confidence, autonomy, and positive associations with healthcare, health education and wellness.
DYS recognizes that high-quality care is a process of continuous improvement. The medical department is implementing several quality improvement initiatives aimed at standardizing practices, improving data accuracy and fostering staff development.
To ensure consistency and high standards across all facilities, the DYS medical team collects quality measure data points and is
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How Vant4ge’s AIDA technology brings hope and relief to the corrections workforce, while improving safety and data reliability
AIDA, Vant4ge’s Artificial Intelligence Data Assessor, is a perfect example of the nearly limitless applications of agentic AI to help manage routine tasks and free staff to focus on rehabilitation, crisis response and public safety. The game-changing technology can automate interviews, risk assessments, scheduling and resource allocation — streamlining workloads while maintaining quality and offering much-needed relief across all levels of the correctional workforce.
AIDA is an agentic AI platform purposebuilt for corrections that conducts interviews on any topic, at any time throughout the continuum of incarceration or supervision. The tool performs with empathy, using semi-structured motivational interviewing techniques. It works with any assessment tool or questionnaire to gather and complete transcripts on whatever information is needed for intake, classification, security, program, medical or behavioral health staff based on data from the STRONG-R — the most predictive risk and needs assessment on the market.
Inmates interact with AIDA through a standard computer screen, but the experience is not at all disconnected or robotic. Instead, AIDA’s “voice” and demeanor are soothing, reassuring and professional. During the conversation, inmate responses are not only collected but analyzed and transcribed to develop the best supervision and treatment paths.
The AIDA platform can conduct interviews on any topic at any time throughout the continuum of incarceration or supervision.
“AIDA is AI with a mission,” said Sean Hosman, President of Vant4ge. “It’s a responsible, accurate, purpose-built tool based on best practices. Generative agentic AI has already been embraced by leaders across the corrections and justice spectrum, and we’re just scratching the surface with this technology in terms of workforce support, efficiency and data management.”
For decades, nearly every jurisdiction in the country has struggled with correctional employee recruitment and retention. A recent American Correctional Association survey found vacancy rates for security officers reaching 55% and turnover rates reaching 48% across 23 states.
When facilities are understaffed and frontline workers are overworked, conditions can become dangerous. Correctional professionals deserve the information and tools necessary to protect public safety, maintain inmate dignity and support rehabilitation.
“These professionals are unsung heroes,” Hosman said. “They entered corrections to be part of something bigger than themselves — to make a difference and support public
safety. Instead, they often face laborious processes and mountains of paperwork, and must conduct lengthy, yet critical assessments, often while not receiving the funding and resources they need to do their jobs at the highest level.”
Correctional employees also often spend inordinate amounts of time gathering basic
information that already exists elsewhere in the system. This is exactly the kind of systemic inefficiency that AIDA can address, all while ensuring fidelity in storing data and completing necessary assessments, particularly when paired with the Vant4gePoint software platform.
Central to AIDA’s design is the “human-in-the-loop” model. Vant4ge operates on the principle that AI should never replace human judgment: it should enhance it. By handling time-consuming, repetitive interviews, AIDA frees professionals to evaluate, interpret and act on high-quality information. With the support of AIDA, supervisors regain flexibility in allocating staff, while administrators benefit from stronger, datadriven decision-making. AIDA is paired with proctor software that allows just one staff member to administer and monitor multiple interviews at one time, creating massive workflow efficiencies.
For agencies, the platform reduces liability by capturing every word and ensuring interviews are consistent and unbiased. Every interview generates a full transcript and a structured summary report that highlights key findings and includes a veracity score to assess response reliability.
“By standardizing this foundational process, AIDA has the potential to reduce human error, eliminate bias and give staff the time and resources to focus on highervalue work,” Hosman said.
The platform also addresses a critical barrier in collecting comprehensive and accurate data. Research shows individuals are more comfortable disclosing sensitive information to nonjudgmental digital platforms, with significantly higher self-disclosure rates in mental health and trauma screenings. In correctional settings, where trauma histories and mental health struggles are common but often hidden, this increased disclosure can save lives.
“This isn’t automation replacing expertise,” Hosman said. “It’s technology enabling experts to operate at their highest level. When professionals receive standardized, detailed information rather than fragmented notes from human-led interviews, they can focus on understanding human behavior, assessing risk accurately and developing effective rehabilitation and security strategies.”
Hosman also made it clear that AIDA is not the decision-maker; rather, the
technology supports the decision-makers by conducting in-depth assessments, compiling complete transcripts and forms, and preparing professionals with all the information and data they need to make the best possible decisions on things like care and classification.
However, AIDA never tires, never forgets a question or makes biased assumptions. It flags high-risk responses in real time, such as signs of mental health crises or suicidal ideation, immediately alerting human professionals who then have the capacity to respond meaningfully.
AIDA also ensures that every person receives the same quality of care, regardless of staff shortages or workload pressures, while allowing corrections professionals to refocus on their core skills and mission.
These field tests in jails and prisons provide real-world validation and continuous feedback loops for improvement. The result is a system that grows more efficient, accurate and attuned to the needs of both staff and individuals in custody.
AI has already proven to be a critical partner in improving corrections processes and increasing safety, and the potential applications for agentic AI tools like AIDA are virtually limitless.
“We can continue demanding the impossible from overwhelmed professionals, accepting inconsistent assessments and preventable tragedies as the price of antiquated systems,” Hosman said. “Or, we can embrace technology that amplifies human expertise. AIDA offers a sustainable path forward — one that balances efficiency and compassion.”
For example, Vant4ge is partnering with one agency to apply AIDA’s motivational interviewing capabilities to human resources tasks.
AIDA conducts weekly interviews with new employees, measuring whether they have the resources, support and training they need to succeed and advance.
Facilities operating with 55% staffing while managing increasingly complex populations cannot maintain safety or rehabilitation outcomes indefinitely.
According to Hosman, AIDA represents not just hope and relief for sometimes exhausted correctional professionals, but also the future of corrections as a powerful enabler of human judgment.
“With AIDA, everyone wins,” Hosman said. “Staff members get the support and relief from monotony that they need to do their jobs better. People in custody feel more heard and at ease during their assessments, and the industry as a whole benefits from more accurate, consistent and reliable data that can be used to drive progress and improvement.”
Vant4ge has prioritized thorough testing and accountability in developing and continuing to hone and expand AIDA. The company has already partnered with seven departments of correction for field testing, with another seven set to join.
“We are incredibly proud of and confident in AIDA’s ability to bring hope and relief to the industry,” Hosman said. “But continual monitoring of the system — evaluating and scoring every word and interaction for efficiency and quality in real time — ensures that AIDA will only get better at meeting these needs.”
To explore AIDA’s capabilities or connect with the Vant4ge team, visit helloaida.io or vant4ge.com.
Joseph Bradbury is the Senior Content Manager for Vant4ge.
By Charlie Lange
In an industry that’s traditionally slow to enact large-scale changes, correctional lock manufacturer Southern Folger Detention Equipment Company isn’t afraid to evolve on its own terms. Since its inception, Southern Folger has represented a hybrid of companies. Its name comes from two pioneering detention equipment contractors — Southern Steel, founded in 1897, and Folger Adam, founded in 1905. After a series of acquisitions, Southern Steel’s parent company acquired Folger Adam in 2004 to form the modern-day iteration of Southern Folger.
In 2017, Coastal Detention Holdings, led by CEO Kenneth Feldman, acquired Southern Folger, adding to a portfolio that included American Steel Products of Swainsboro, Ga., and Trussbilt of Huron, S.D., and produced security hollowmetal doors, frames, windows, security wall and ceiling systems, and detention-grade furniture.
CorrectPac® delivers cleaning solutions designed for correctional facilities, promoting safety, protecting health, and ensuring consistent performance across operations.
•Green Seal® certified and OSHA HazCom hazard-free formulations contribute to cleaner, healthier environments
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In 2023, when the opportunity arose to acquire the RR Brink Locking Systems line of detention locks and hardware, Southern Folger added another branch to its company tree, bringing all of RR Brink’s operations into Southern Folger’s San Antonio manufacturing facility. President Don Halloran says the move increased the company’s manufacturing output by almost 40% and bringing its employee count to 160.
“We’ve brought in new blood, new thinking, new ideas. That’s ultimately our succession plan: giving people the room to grow.”
- Don Halloran, President, Southern Folger
Southern Folger continues to honor its roots, hanging Southern Steel, Folger Adam and RR Brink signs from the rafters, with the slogan “TEAMWORK.”
“In this industry, when things go wrong, finger-pointing will start,” said Halloran. “But if we’re a one-stop company that’s providing the cells, doors, frames, locks and everything else, I know I can pick up the phone and we’re going to figure out a solution, and that builds confidence and trust in our customers.”
Southern Folger’s manufacturing operations are split between the “jail shop,” where steel sliding door devices and lock parts are fabricated, and the “lock shop” where the devices are assembled. State-of-the-art equipment and busy workstations signify progress amid the increased business brought on by the RR Brink acquisition. To keep up with demand, the company constantly seeks to identify bottlenecks and refine procedures. In the jail shop, Halloran credits Operations Manager Richard Fernandez and Material Handler Jonathan Menchaca for keeping production running efficiently. The two have
Across the country, correctional agencies are redefining what it means to create safe, transparent, and rehabilitative environments amid staffing shortages, safety challenges and public scrutiny. Yet those challenges have sparked a new era of innovation, one that enhances protection, accountability and the path to rehabilitation. The corrections profession is undergoing a cultural shift from a security-first mindset to one that balances safety, transparency and rehabilitation. Technology is playing a pivotal role in supporting that evolution.
Modern correctional systems recognize that rehabilitation cannot occur when staff and residents feel unsafe. The first step toward lasting change is operational stability, which increasingly depends on technology. Body-worn cameras are improving visibility and accountability on both sides of the cell door. Lesslethal tools, such as advanced TASER energy weapons, are helping officers de-escalate conflicts safely and confidently. Together, these tools reduce incidents, strengthen training outcomes and build trust between
staff and residents. When frontline personnel know their agency is committed to their safety, they are better equipped, emotionally and operationally, to engage in programs that support reentry success. In this way, security becomes the foundation for rehabilitation.
Many agencies are extending that safety network by using real-time operations technology. Integrating live video, sensors, and dispatch data allows command staff to see incidents as they unfold, coordinate faster responses and maintain complete visibility.
For example, one state corrections system recently began linking facility cameras and sensor data into a single command dashboard, allowing leadership to identify risks before they escalate. This connected approach turns reactive operations into proactive management, ensuring leadership, medical staff, and tactical teams share a unified view of critical events, reducing risk to all on site.
For many agencies, this transformation begins with targeted deployments such as monitoring high-risk housing units or enhancing perimeter security before expanding systemwide. More importantly, it allows routine operations such as educational classes, counseling and vocational training to continue without unnecessary disruption.
As corrections leaders adopt these technologies, they are also rebuilding public confidence. Greater visibility into daily operations supports fair accountability and reinforces that modern corrections is about transformation, not just confinement.
Visibility also fosters trust among officers and residents. When expectations are clear and systems are consistent, the environment is more predictable and humane. When safety and structure are strong, participation in treatment, education, and job-readiness training rises, laying the groundwork for lower recidivism and more successful reentry.
Technology alone doesn’t change culture, but it provides the foundation for progress. By connecting tools that once operated in isolation, such as video, communications, incident documentation, and operational data, agencies are simplifying processes and enabling a single source of truth. This ecosystem approach mirrors a public safety broader trend: systems that share information seamlessly, respond faster and make decisions informed by real-time insight. For corrections, that means safer staff, stronger programs and better outcomes for returning citizens.
In December, Correctional News and Axon will host a webinar with a leading state corrections agency on how safety, visibility, and transparency can lay the groundwork for effective rehabilitation. See how connected technologies help corrections leaders reimagine what’s possible behind the walls. Visit www.axon.com/corrections or join the upcoming December webinar with Correctional News by scanning the QR code.
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WHAT WE DO SPECIFICALLY IS REDUCE THE TIME OF CONSTRUCTION. TIME IS WHAT WE SELL.
-BUDDY JOHNS, PRESIDENT
At ModCorr, we know that in today’s justice and public infrastructure environments, speed isn’t a luxury, it’s a necessity.
Every day a project sits unfinished, costs rise, needs go unmet, and programs are delayed.
That’s why we focus on what matters most: TIME.
Our modular and precast detention solutions deliver complete, customizable, and secure facilities with unmatched precision — cutting construction schedules by months without sacrificing quality or compliance.
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The new Louisiana Correctional Institute for Women offers program-rich spaces that support personal growth, healthcare and safer, more effective correctional operations
By Lindsey Coulter
When flooding devastated the Louisiana Correctional Institute for Women (LCIW) in 2016, it left the state without any dedicated facility for women offenders. However, the natural disaster also opened the door to rethinking correctional design in Louisiana. Rebuilding from the ground up gave state officials and Architect of Record, Grace Design Studios, the opportunity to create the state’s first new facility in 35 years — and to center rehabilitation, safety and reentry.
Caddell Construction, in a joint venture with Arkel Constructors, served as Construction Manager At-Risk for the new complex, which today includes an administration building, medical and mental health center, two dormitories, education and vocational buildings, a gymnasium, kitchen, postpartum building and maintenance warehouse. Caddell was able to offer expertise in estimating and preconstruction, on-site project supervision, executive management and relationships with specialty correctional subcontractors, while Arkel’s relationships with local subcontractors, vendors and suppliers, the State of Louisiana and with Grace Design Studios further ensured project success.
Spanning approximately 300,000 square feet, the new LCIW accommodates nearly 1,000 women. While maintaining stringent security and visibility standards, the campus introduces softer, more normalized interior and exterior spaces that promote dignity, calm and personal growth.
Even before the floodwaters had receded, Jerry Hebert, AIA, NCARB, LEED AP, Partner and Chief Executive Officer at Grace Design Studios and Alex Deshotels, AIA, NCARB, the firm’s Partner and Civic Practice Leader, visited the site with correctional officials to see what was salvageable. They found several feet of standing water across the campus, causing mold and significant damage to buildings and infrastructure.
The original goal was to renovate the campus, which required working with FEMA to determine which buildings had damage that exceeded more than 50% of their value, explained Hebert. However, only half of the buildings met that threshold for replacement, and to further complicate the project, FEMA required that new buildings had to meet the 500-year floodplain requirement.
“That would have meant
rebuilding some facilities while demolishing others, while also revamping the entire infrastructure,” Hebert said.
Luckily, the State of Louisiana allocated additional land and funding to the project, which then faced the additional hurdle of parish-level floodplain requirements. That meant raising the entire site and creating large retention ponds.
Opting instead to relocate the campus to higher ground provided a clean slate for a new vision. The greenfield site that was ultimately selected consisted of unmaintained grasslands and two small ponds with pockets of emergent wetlands. During preconstruction, Arkel and Caddell suggested surcharging the site at the building pads, based on recommendations from geotechnical investigations. This expedited settlement at the building pads and reduced the number of timber piles installed, thus reducing the overall structural design and cost.
The combination of design and construction efforts has resulted in a modern, program-driven environment that is safer for staff and residents, more efficient to operate and better aligned with contemporary correctional philosophies.
The Arkel-Caddell joint venture was first selected for the Phase 1 Preconstruction Service portion of the contract. This allowed the combined expertise of the partners to review the design at certain stages and provide value-engineering options that reduced the overall project cost.
As preconstruction originated during the COVID-19 pandemic, when construction material cost escalations were difficult to manage and plan for, the Arkel-Caddell team collaborated with state officials to find an innovative solution that allowed the project to move forward despite price uncertainty. Complex schedule constraints offered further challenges and opportunities for innovative approaches that ultimately led to positive outcomes.
In addition to rising costs, ADA compliance was a challenging opportunity that took a combined effort among all project stakeholders to overcome. During construction, certain ADA regulations were amended, and compliance by the Louisiana Department of Corrections was
Project Name: Louisiana Correctional Institute for Women
Location: St. Gabriel, La.
Square Footage: 300,000 square feet
Total Project Cost: $137 million
Bed Count: 958
Owner: Louisiana Department of Corrections
Architect of Record: Grace Design Studios
General Contractor: Arkel Constructors
Construction Manager at-Risk: Caddell Construction
Masonry: DRP Masonry LLC
Painting: Dannix Painting LLC
Electrical: Ernest P. Breaux Electrical LLC
Fire Protection: Brassco Inc.
Plumbing and HVAC: Bob Bernhard & Associates Mechanical LLC
Finish Carpentry and Millwork: Gulf Coast Woodwork LLC
Site Water, Sanitary Sewer, Natural Gas Distribution: Highmark Construction LLC
Pre-Engineered Metal Building Erector: Concrete & Steel Erectors
Building Concrete and Tilt-up Concrete Walls: Ikon Construction LLC
Commissioning: Thompson Building Energy Solutions LLC
non-negotiable. The challenge was that mandatory revisions were implemented toward the end of the project. This required demolition and alterations of already-completed permanent work such as walls, millwork, toilet partitions and lavatories.
“I was proud of our project team for handling every challenge with a can-do attitude and willingness to shift and adapt to whatever was needed to keep progressing until we crossed the final finish line,” said Michael Lewis, Construction Executive, Caddell Construction. “Their positive approach and cooperative spirit made even the most challenging days better.”
Despite ambitious design goals, site challenges, and material cost escalation during the COVID-19 pandemic, the project team was able to deliver the project for under $137 million.
“This project was truly a success,” said Derek Fife, President, Arkel Constructors. “The joint venture worked well together, and the construction and design teams worked consistently to be proactive and supportive of each other.”
The existing LCIW was a patchwork of facilities that had been added over the years to accommodate evolving needs, including various administration, visitation, education and housing units. However, investments in infrastructure hadn’t quite kept pace.
“Administration was spread out across campus, education was scattered, medical was disorganized,” said Deshotels. “Over time, that created dead spots and visibility problems.”
With the new facility, the Grace Design Studios team created a unified, organized layout that incorporates some positive cultural aspects of the existing campus, such as the sense of community, via a large central green space that will eventually be a garden. Opting for smaller, more residential-style housing “neighborhoods” reinforces that sense of community, and each neighborhood has access to classrooms, vocational areas and even computers. The campus also includes a library and non-denominational chapel.
“In every facility we design, we try to provide spaces that feel more normalized, less institutional,” Hebert said. “The sleeping areas, for example, use more durable materials, but overall, the tone is softer and brighter.”
“The goal is always the same: to create environments that support dignity and calm,” Deshotels added. “When the people who live and work there feel more comfortable and respected, it makes a difference for everyone.”
Noise control was another significant consideration, accomplished by an exposed structure inside with a spray-on dampening acoustic material on the ceilings.
“I serve on the ACA Commission for Accreditation, so I get to see facilities all around the country,” Hebert said. “When you see places that have these kinds of offerings, you can tell there’s a difference. When you look at the incident reports and overall operations, it’s clear — when you keep people busy, occupied and moving, it’s better for everyone.”
The new LCIW emphasizes opportunities for personal growth and rehabilitation, offering education, career and technical training, counseling, and reentry programs that give women the tools to build better futures and reduce recidivism. Just as the living spaces are more open, better lit, and designed to promote learning, wellness, and personal development, the education and training areas are extensive, including a computer lab for online testing, national certification programs, teacher workspaces and
Joint Sealant & Dampproofing: ABG Caulking Contractors Inc.
Spray Acoustical Insulation: Albert S Porter dba Porter Insulation LLC
Extruded Walkway Canopies: Allstate Canopies & Rooms LLC
Applied Fireproofing Intumescent Coating: American Fire Coatings Inc.
Canopies: Austin Mohawk and Company LLC
Timber Piles: Baker Pile Driving & Sitework LLC
Traffic Markings: Bayou Stripe LLC
Pest Control: Beebe’s Pest & Termite
Ceramic Tile, Resilient Flooring: Bonitz Flooring Group Inc.
Louvered Equipment Enclosure: CIS Air Products
Solid Surface Countertops: Dan’s Solid Surfaces
Window Treatment: Decorator Depot USA LLC
OHD and Loading Dock Equipment: DuraServ LLC dba Southern Dock Products
Food Service Equipment: East Bay Restaurant Supply Inc.
Vertical Wheelchair Lift: Garaventa USA Inc.
Hollow-Core Precast Concrete: Gate Precast Company
Gym Equipment: Hahn Enterprises Inc.
Front Gate Canopy Erector: Hebert Field Services LLC
Doors, Frames, Hardware, Restroom Products: Himmel’s Architectural Door & Hardware LLC
Wall and Corner Guards: InPro Corporation
Fire Caulk: J-Kaulk Firestopping Inc.
Signage: KEEL Enterprises of LA, LLC dba ASI Signage Innovations
Gypsum Board, Acoustical Ceilings: Lloyd N Moreau LLC
Pre-Engineered Metal Building Supplier: Ludwig Buildings Enterprises
TPO Roofing: Lundin Roofing Company LLC
Elevator: Otis Elevator Company Inc.
Site Clearing and Demolition: Patriot Construction and Industrial LLC
Asphalt Paving: R.J. Daigle and Sons Contractors Inc.
Detention Equipment, Hardware, Electronics: R&S Corporation
Lead-Lined Slip Frames: Radiation Protection Products Inc.
Operable Partitions: Ravensberg Incorporated
Fluid-Applied Flooring, Special Coatings: Stoncor Group Inc. dba Stonhard
Structural Steel: Superior Steel LLC
Aluminum-Framed Entrances, Storefront, Curtainwall, Glazing: Synergy Glass Company LLC
Thermal Insulation: Therm-All Inc.
Fencing: U.S. Fence & Gate Inc.
Spotlight, from page 16
Part of the company’s succession plan is giving talented and motivated employees, such as Lock Shop Manager Raquel Bueno and Director of Business Development Michael Chike, room to grow.
turned what used to be tedious daily production meetings into collaborative touch-bases where operators specify what they need to meet performance marks.
Meanwhile, Lock Shop Manager Racquel Bueno implemented an efficient assembly line to train employees without pausing production. Now, within compressed periods of training, employees can produce shippable products for customers, as opposed to taking months to get up to speed.
In the past, Bueno says her best employee could produce 10 locks a day — working overtime. But in the new system, a lock is produced and boxed every 10 minutes, and quality-control staff inspects finished products in real time.
Halloran notes that good ideas can come from all different levels of experience. While Bueno has been with Southern Folger for 25 years, Menchaca has only been with the company for three — but knows enough to recommend and enact positive changes.
“We’ve brought in new blood, new thinking, new ideas,” Halloran says. “That’s ultimately our succession plan: giving people the room to grow.”
While firmly established in the industry, the company isn’t resting on its laurels. Instead, it’s listening to feedback, observing real-world problems and developing solutions, such as the OBSERO Smart Lock, which has been in development for the better part of the last decade and is getting ready to hit the market.
The OBSERO Smart Lock is powered via Power over Ethernet (PoE) and equipped with Bluetooth capabilities, allowing it to operate as a standalone antenna that can interface with facility-wide duress systems from each cell door. While traditional locks can be jammed by debris, the Smart Lock’s sensors can determine precise measurements of lock bolt engagement, and alert an operator if reduced engagement reaches a threshold that would prevent it from adequately performing. Temperature sensors can also detect a heat spike if a motor burns out. This ability to identify tampering or maintenance makes the Smart Lock an essential tool in ensuring smooth operations and, ultimately, life safety.
Director of Business Development Michael Chike led the product development and is excited to see it hit the market, noting that while the OBSERO Smart Lock represents a new iteration, it relies on the same secure technology that powers other successful Southern Folger systems, and each Smart Lock comes with a built-in network of support.
“It has the same durability we’ve always offered but we’ve added the smart IP module,” said Chike. “It also comes with a lockmanagement software, which collects data, and we can gain remote access and perform troubleshooting without having to remove people from their cells.”
“It’s going to be a game-changer for future projects,” Halloran added.
For now, Southern Folger is planning and preparing for the future. In its massive warehouse, the company is outfitted with a wide inventory of supplies, because when projects arise and products are needed, Halloran wants to hit the ground running.
“Ken and I believe in equipping our
factories to be the best, and that’s what we put our resources into,” he said. “If I’m with an owner and they say, ‘I need this quick,’ I want to be able to say, ‘I can do it.’”
Southern Folger’s training center is also being renovated and will soon host contractors trainings on proper use of its products, and to hopefully add to the company’s expansive nationwide group of certified contractors.
“We’ve got the equipment, the people and the engineering to do everything. My ultimate goal is to reduce lead times, because that’s hard to compete with,” Halloran said.
Halloran added that, while the future is hard to predict and more acquisitions could be on the horizon, one thing is for certain: The company is looking forward, not behind.
“When you’re on this journey and you’re going so fast, you don’t have time to look in the rearview mirror,” said Halloran. “But the business model we’ve put together seems to be working. I never expected this, but it’s been incredible.”
•Better Solutions for Mental and Behavioral Health.
•Provides better physical environments for improved patient outcomes.
•Help facilities open faster with customized solutions to meet diverse program needs.
model for a correctional setting starts with a deep dive into peer-reviewed research, outcomes data and real-world case studies. But beyond this, I assess operational fit: Can it be adapted inside a correctional facility? Does it work within the confines of a jail or prison? Will it resonate with staff on the ground? Can it be implemented effectively without disrupting workflow or creating additional work for an already overburdened workforce? Is it sustainable? Lastly, is it scalable? I also look at facility and staff readiness for a new model and training capacity, because even the best model will fail without buy-in and proper implementation.
Before full rollout, I often pilot the program in a controlled setting, tracking key metrics identified both by me or my company and the client. If the data shows promise and the model aligns with the facility’s culture and resources, then it’s ready to scale. I believe that success in implementing a model isn’t just about having a good model; it’s about finding what fits the specific facility, works in the current environment, and can be carried out effectively by staff inside the facility.
CN: What strategies have you found most effective in shifting mindsets — whether among policymakers, sheriffs or facility administrators — toward innovation and reform?
DR. FALCON: Our industry is very risk averse. Resistance to reform, I think, stems from fear: fear of risk, lawsuits, loss of control — any kind of disruption or going against “what we’ve always done.” Aligning with security’s concerns is what I’ve found most helpful. Security’s core concerns are usually about safety, liability and staff workload, and leaning into this with empathy and listening to them carefully is key.
I also focus on showing, not just telling. While others like to make promises, Falcon shows results. Pilots, data and real-world examples help shift the conversation from “this might work” to “this is working.” Falcon Technologies’ Suicide Predictive Tool is being piloted in a dozen jurisdictions (both in state corrections departments and jail systems). When people see that innovation can reduce incidents, improve morale and save lives, they begin to lean in.
Finally, I built a team around me of previous sheriffs, commissioners and secretaries, that are peers of jurisdiction decision makers. Change moves faster when it’s championed by peers, and individuals that decision-makers trust. There’s been many times when I’ve had to pilot something very new, and it took a decision-maker’s peer to successfully open doors.
The Wedge Slim is the next innovation in the Willo Wedge product family, engineered to be designed into new construction projects.
Recessed design and tailored to fit into industry standard wide-jamb hollow-metal lock pockets
No weld application, bolted into standard lock prep
Reduce tampering and mitigate lock manipulation whether the inmate is inside or outside the cell
Package includes Grade 1 electro-mechanical lock, DPS, and maintenance friendly stainless-steel housing with patented features
CN: What are some personal and professional milestones that you’re especially proud to have achieved?
DR. FALCON: One of the milestones I’m most proud of is of course founding Falcon, Inc., and growing it into a nationally recognized firm that’s driving meaningful change in correctional systems. Building a team of experts who I affectionately call my ‘Falcon Unicorns,’ who all share the same passion and deep commitment, has been incredibly rewarding. To be a Falcon Unicorn you must have three things: passion, brilliance and mission alignment.
I’m also proud of mentoring emerging leaders in the field; people who are passionate about reform but navigating complex systems for the first time. Whether it’s clinicians, program directors or correctional administrators, I’ve made it a priority to invest in their growth. That means sharing hard-earned lessons, creating space for innovation and helping them build the confidence to lead with clarity and purpose and, of course, compassion.
The LatchGuard, is a patent-pending, optional upgrade to the Wedge locking system. With the LatchGuard you can:
Improve cell door lock security and enhance staff safety by addressing a widespread defeat method
Impede material from being inserted into the stuffing gap that is created when the latch bolt is depressed
Protect the lock and maintain functional integrity by restricting entry points for foreign material
Reduce maintenance costs and lock failure incidents
Are you designing a new facility? Make tamper-resistant locking systems a part of the plan. The Wedge locking system combats common defeat methods that residents exploit in typical locks. Scan the code for free resources and to find out more.
Put your product in the spotlight by contacting CN at sales@wmhmedia.com
Transform patient rooms into safe, nurturing spaces with Winco’s 8800 Behavioral Care Window systems, designed for behavioral health facilities. Tested to withstand impacts of 2,000 pounds, the 8800 series complies with the human impact standards set by AAMA 501.8. The high-performance window is specifically tailored for mental health facilities, prioritizing safety, security and energy efficiency. The innovative windows feature a robust 4-inch-deep frame and a nominal wall thickness of 0.125 inches, ensuring durability while allowing natural light in and creating a healing atmosphere. The human-impact sash, equipped with concealed stainless-steel hinges and multi-point locks, prioritizes safety without compromising on aesthetics. This anti-ligature window includes hardware that is enclosed behind either heavy laminated glass or polycarbonate panes, providing a clean, easy-to-maintain look while the anti-ligature blind knob enhances safety and accessibility.
Winco Window www.wincowindow.com
Flo is a rotationally-molded casegoods collection for behavioral health environments. Consisting of a bed, bedside stool and shelving, all units are constructed with highimpact polyethylene, continuously molded for maximum durability. The bedside stool has integrated rails to help contain items on the top surface, and the bed and cabinet sides fit flush to walls. Additionally, the bed features surface grooves for fluid management. The single side bed storage can be positioned left- or right-facing. The products come with a limited lifetime warranty and are compliant with UL94 HB and CAL117-2013 flammability standards. The collection is stain-resistant, seamless and easy to clean, and corners and edges are rounded for increased safety. All products are made of 100% recyclable material. Options include an enclosed bottom, bolt-to-floor brackets and a patient-restraint module.
Stance Healthcare www.stancehealthcare.com
ARSCO provides a range of mental health and substance abuse service products designed to meet the evolving needs of the behavioral health industry, including advanced ligature-resistant technology and innovative door systems. The company’s ligature-resistant covers and enclosures are crafted from 14– or 16–gauge cold-rolled steel with anti-ligature perforated stainless steel. Features include removable doors for access control, a detachable front panel for maintenance and anti-ligature locks where needed. In addition, every ARSCO product is primed and coated with a durable epoxypolyester powder finish for added protection.
ARSCO
www.arscometals.com
SuperMAX correctional facility and prison exercise equipment is the most “inmate-proof” equipment on the market, made without any light-gauge steel. The structure is hand-welded using the strongest materials, including schedule 40 tube and 3/16-inch- to 3/8-inch-thick flat and square carbon steel. The equipment comes with 25-year coverage, has the best warranty in its field. SuperMAX outdoor/indoor fitness equipment is strictly bodyweight equipment and requires no moving parts, cables, weights, pulleys or other components which could sustain damage or need replacement. All components are hand-welded, pre-drilled, and then bolted together using heavy-duty tamper proof hardware, making a perfect fit for correctional exercise equipment.
SuperMAX www.supermaxsystems.com
Cubicall Correctional Court Pods help increase judicial efficiency through secure and efficient access to the courts. Correctional Court Pods with built-in video conferencing streamline the legal process and address critical concerns surrounding security, logistics and the overall well-being of those in custody. Instead of costly, permanent buildouts, Cubicall’s prefabricated systems ship flat, are easy to assemble and can be customized to suit requirements of any court or correctional facility. They enable inmates to attend court hearings remotely, eliminating the need for costly and time-consuming transfers to physical courts. This minimizes security risks associated with transportation, safeguarding inmates and law enforcement personnel. Controlled video conferencing within the confines of the facility ensure a secure legal environment.
CubiCall www.cubicallbooth.com
The XK300 sensor by Xandar Kardian measures micro-vibrations from the body to track heart rate, respiratory rate, motion and presence — no patient compliance or clinical staff action required. With the power to sense 0.1 mm changes per nano-second, the sensor delivers early indications of potentially serious events so professionals can intervene sooner. Wall- and ceiling-mounted sensors require no patient contact or compliance. Remote monitoring offers a sustainable business model and strong ROI with existing Medicare codes. No images or sounds are collected or recorded. The XK300 sensor offers contact-free monitoring. By utilizing radar technology, it eliminates the need for wearables or physical contact. The radar can sense through blankets, clothing, furniture and even drywall to safely and accurately detect micro vibrations from the body. Its accuracy is supported by peer-reviewed journal publications and clinical evidence trials.
Xandar Kardian www.xkcorp.com
The event brought together a full spectrum of individuals impacted by incarceration, seeking solutions for safer facilities
By CN Staff
National philanthropic organization Chicago Beyond hosted its second National Justice Convening Oct. 29-30 in Chicago. The gathering aimed to improve safety for people within U.S. jails and prisons, showcasing practical strategies to implement Chicago Beyond’s Holistic Safety Framework into facilities, using real-world examples of collaboration as successful case studies.
Attendees represented more than half of the states in the U.S. and collectively represented systems impacting 15% of incarcerated people and 20% of correctional staff nationwide.
This year’s agenda centered on the goal of driving change for people involved in and impacted by corrections nationwide. Those in attendance included correctional administrators, people formerly incarcerated, correctional union leaders and staff members as well as partners from Illinois, Arizona, Connecticut, Hawaii, New York, Nebraska, Vermont and more. There were also several powerful instances where the voices of people
currently incarcerated were included through virtual platforms and audio recordings.
With a theme of “Connection in Corrections” the gathering focused on the power of connection and uplifted the remarkable work happening in correctional facilities across the country. Event programming also shed light on efforts to reconsider punitive mental models in corrections and embrace more humanity and dignity for all.
A new holistic safety impact report released at the Convening shows that systems and facilities that are applying the tenets of Chicago Beyond’s Holistic Safety Framework are witnessing significant examples of positive change.
The framework centers on the core principles of collaborative engagement between administrators, staff and people who are incarcerated and uplifting psychological safety. Through the framework, Chicago Beyond works with correctional administrators to more comprehensively, thoughtfully, and strategically engage their staff and incarcerated populations along a continuum.
By Charlie Lange
Those tasked with providing healthcare in modern correctional facilities know just how complex the web of medical-, mental health- and substance-use-related needs for incarcerated patients has become. In places like San Diego County, Calif., providers are crafting multifaceted strategies to meet each patient’s requirements.
“Our incarcerated population has many individualized and unique medical needs,” said San Diego County
Sheriff Kelly Martinez. “Many times, conditions go untreated when they are in the community. It can be challenging to identify issues that are not previously
documented, [and to] diagnose and stabilize the individual prior to them leaving our custody.”
“As a result of the partnership with CHP, we are able to identify chronic medical conditions faster, and we have seen a lower in-custody death rate the last two years.” – Kelly Martinez, Sheriff, San Diego County
When the perfect precast solutions don’t exist, we create them.
Sometimes, traditional methods simply don’t cut it. When Putnam County, TN needed to expand its local correctional facility but was limited on space, the only solution was to expand. To learn more about this project and discover the possibilities of precast, Talk to Tindall.
That’s where contractors like San Diego-based Correctional Healthcare Partners (CHP) come in. CHP contracted with San Diego County in October 2020 and expanded its offerings in the county’s jails in 2024.
Dr. Peter Freedland, CEO of CHP, says the company’s mission starts with recognizing that inmates, like all, are deserving of a community level of care.
“Our culture starts with an absolute moral obligation to take care of these patients,” said Dr. Freedland. “We don’t see them as incarcerated, or as anything other than patients who are deserving of care. We treat them with respect and dignity from a physician’s perspective. Our goal is to have that mindset permeate through the rest of the company.”
Before joining CHP, Dr. Freedland spent 15 years working for Indian Health Services in the Phoenix area and in Veterans Administration facilities in South Florida and Southern California. He sees his current work as a continuation of that service.
That ethical approach extends to CHP’s business practices, and its accountability to corrections operators and taxpayers alike. CHP is one of the only providers performing direct pass-throughs of its billing — showing jail and prison operators exact costs of care without adding its own profits to the equation.
“We feel that it’s the highest level of transparency to the public, to know that they’re not paying the hospital profit and the pharmacy profit and we’re not adding our own profit to it. I think it also is great for government, as it shows that we can be financially efficient,” said Dr. Freedland.
This approach helps CHP hone in on staffing strategies instead of worrying about profit and the bottom line. “We organize ourselves fiscally so that we can focus on providing more specialized staff, not missing shifts, and making sure our patients have 24/7 access to care,” said Dr. Freedland.
Partnering with facilities that also believe in that ethical obligation is essential to its services. CHP seeks to uphold a culture of care with its correctional partners, conducting regular sworn-officer trainings to ensure that facilities are in-line with its overall mission.
CHP’s staff of 280 professionals currently operates in 17 county-level facilities in California and Washington state. All of CHP’s executive staff have served as clinicians in correctional facilities themselves, giving them crucial insight into the challenges and needs inherent in these unique populations.
One of the most vital aspects to CHP’s process is the rapid assessment and prescription of medical, mental health and
substance-use disorder treatment immediately upon intake. Dr. Freedland calls this “triage” system a first of its kind in San Diego and a trademark of CHP’s overall efforts.
“We see patients right at the front door of the facility. We have the ability to guide them to their pharmaceutical, mental health, and chronic or long-term care needs right from the start, which has been hugely important in protecting them,” said Dr. Freedland.
Sheriff Martinez said that under this new system, evaluations that before took nearly a week are now completed within 24 to 48 hours.
“There’s a window of opportunity in that first week or two, so we put a tremendous amount of resources and focus on getting patients safely housed and withdrawn off drugs so that we can start taking care of their chronic needs,” said Dr. Freedland.
CHP treats “the full gamut” of healthcare needs, including conditions such as diabetes, hypertension, coronary disease and neurological disorders. CHP also offers a wide variety of programming, including in-house counseling, group therapy and work programs that aid in relieving depression and anxiety and giving patients skills they can take into their communities upon release.
“It’s our goal to provide that warm hand-off back to the community, with prescriptions or medications in hand to make sure that they don’t have lapses in their treatment,” said Dr. Freedland.
These strategies are paying off, saving lives and producing better outcomes.
“As a result of the partnership with CHP, we are able to identify chronic medical conditions faster, and we have seen a lower in-custody death rate the last two years,” said Sheriff Martinez.
While ensuring medical conditions are treated, mental healthcare has also emerged as a primary focus of CHP’s overall efforts.
“The overwhelming majority of incarcerated people suffer from some sort of mental health condition, which are typically untreated,” said Dr. Freedland. “So there’s a huge focus on treating their mental health in order to get them in a position where they can leave jail and do better in the community.”
In addition, the expansion of medicationassisted treatment (MAT) for substanceuse disorders will be a key strategy moving forward, as CHP is partnering with San Diego County to build out one of the largest MAT programs in the U.S.
“We need a dedicated MAT department that has psychiatrists, mental health counselors and pharmacists,” said Dr. Freedland. “If the vast majority of the population is going to require this type of treatment, the focus of care should be directed towards that.”
Dr. Freedland notes that this two-step strategy of addressing mental health and substance-use disorders is crucial to getting patients on the right path and to reduce recidivism. Sheriff Martinez agrees.
“Our MAT program continues to be successful in providing not only medication to address withdrawal, but also therapy to address addiction,” she said. “We have dedicated sworn staff, counseling supervisors and nurses, which contributes to the consistency and success.”
Another initiative Dr. Freedland and the CHP team are championing in San Diego County is transitioning to a primary care nursing model. Enabling medical staff to treat patients within housing units further encourages consistency and familiarity and creates a more efficient
Offering a range of configurations that can include:
■ Surgical units with pre and post-op observation rooms
■ Radiology Rooms
■ Exam Rooms
■ Dialysis Centers
■ Medication Dispensaries
■ Infirmaries
workflow for staff.
CHP has also been carefully exploring expansion into other corrections markets, including state- and federallevel facilities. That potential growth comes with a balance, though, as Dr. Freedland insists that ensuring quality care comes first and foremost.
“There’s no doubt we’ve been able to expand. We’ve added a full executive staff, an operations team that opens jails, and a behavioral health department including regional directors,” said Dr. Freedland. “But we’re also doing it cautiously, because we want to maintain our high level of service.”
By Charlie Lange
Under newly appointed Federal Bureau of Prisons (FBOP) Director William K. Marshall III, who assumed leadership in April, 2025 was shaping up to be a year
of progress and a potential bellwether of federal-level correctional reform to come.
shutdowns due to ongoing strife between political parties could likely strain recruiting and retention efforts.
Since Marshall’s appointment, the FBOP administration has embraced several new and ongoing initiatives, using insight gleaned from site visits at FBOP facilities to champion positive changes in the federal prison system. Notably, the full implementation of the 2018 First Step Act and the launch of the FSA Task Force in July emphasized the FBOP’s focus on reducing recidivism by revising federal sentencing strategies and allowing for more offenders to be placed in facilities closer to home — as well as expanding home confinement and halfway-house options.
But any progress made was put on hold when the federal government shut down Oct. 1, and as the shutdown lingers, questions persist about just how federal entities like the FBOP will carry out critical operations amid an indefinite funding freeze.
Marc Levin, Chief Policy Counsel with the Council on Criminal Justice (CCJ) and a Correctional News Editorial Advisory Board member, recently co-authored commentary in Government Executive with CCJ Director of Engagement and Partnerships Khalil Cumberbatch, highlighting some of the challenges the FBOP faces, and underlining the urgency of addressing these outstanding issues to maintain public safety.
“It’s a very difficult situation, especially the longer this continues,” Levin told Correctional News. “One of the complicating factors is that it’s very difficult to figure out exactly what the ongoing impact of the current shutdown is. There isn’t a dashboard or some kind of quantitative tool that shows just how many correctional officers have resigned or aren’t coming in to work, or how many contracts or services are not being performed or fulfilled.”
Levin stressed that staffing shortages had already challenged the FBOP even before the shutdown. For some time now, the FBOP, like many stateand county-level corrections departments, has faced thousands of critical vacancies, including correctional officer and medical professional positions, across its 122 facilities.
While some correctional officers and other FBOP staff are still reporting to work even without receiving paychecks, others may not have the luxury of playing the wait-and-see game — especially as the issuance of back pay remains in question. The administration recently released a memo indicating that some federal workers, including those recently furloughed, may not necessarily receive back pay when the government reopens.
“That was obviously concerning for correctional officers and others who work in the FBOP as well as federal probation and parole officers and related administrative staff,” said Levin. “Even assuming that everyone does get their back pay, many of the people working in the system are living paycheck to paycheck, and the weeks and months they’ve gone without receiving pay up front has understandably put stress on them and their families.”
While Levin commends those staff members still showing up for their jobs, he points to the decreased morale such a situation can cause. He cites a recent news story from one federal facility in South Carolina, where 30 staff vacancies have forced nurses, social workers and electricians to fill in on guard shifts. He also says that the publicity of the current shutdown and the prospect of further
“People who might consider working for the FBOP and the federal government in general may now rightfully feel like it’s a risk, and if they have other job opportunities that might seem more stable, it would make sense that they would go in that direction,” said Levin.
Such vacancies can create a chain reaction that threatens safety and security behind facility walls, as understaffed departments may struggle to cover their regular security checks. Without adequate staffing for inmate transfer and transport, court appointments could be delayed, and time out of cell could be cut down, adding to inmate stress and angst.
Staff shortages related to past shutdowns have also led to reduced programming and cancelled family visits, which negatively impact the mental health, wellbeing and development of inmates.
“Obviously, if you don’t have the staff to run programming, or if the unit is on lockdown because of understaffing, these programs can’t operate,” said Levin.
Outside of direct FBOP staff, the shutdown will also likely impact ancillary services from contractors working in federal prisons. Again, uncertainty further clouds any assessments of how such services might be provided, delayed or even discontinued as the shutdown carries on.
“It’s also hard to predict how it’s impacting entities that contract with the FBOP — in particular, how it might affect ongoing construction and maintenance contracts, food services and other essential services within the industry,” said Levin.
And those issues extend outside of prison facility walls, as probation and post-release supervision services — including those expanded via the First Step Act — are affected, along with the adjacent contractors working with those offices. Levin mentioned treatment providers and electronic-monitoring companies as examples of services that could be disrupted.
“I would tend to assume that some of these contractors could hold out and continue providing service even if they aren’t being paid during shutdown, but the longer it goes on, the more that’s called into question. It could well be that there are some disruptions from services.”
Levin also remains concerned about how the shutdown could delay positive progress that was underway under the new administration. “There is potential for a lot of progress in maximizing the impact of the First Step Act and the commitment that the new FBOP directors have taken,” said Levin. “But it’s hard to see how that can really come to full fruition until the staffing issues are resolved.”
Overall, Levin warns that the longer the shutdown carries on, the worse the consequences on prison operations and public safety could be.
“Obviously, this isn’t the first federal government shutdown, and it probably won’t be the last. We’re currently facing a very difficult situation, but hopefully this will be resolved sometime soon. The sooner the government reopens, the less pain there will be,” he said.
By Lindsey Coulter
Multi-million-dollar justice and correctional projects were underway across the nation in 2025, all with the goal of improving safety, care and rehabilitation outcomes for adults and youth. Before the debut of the 2026 Projects to Watch, celebrate the progress made in 2025 and follow the QR code to read more about each project online at correctionalnews.com.
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
Project Update: The team is refining the project scope and will have updates in 2026. In August, master planning was
completed, and the project advanced to the design phase. Construction is scheduled to commence in 2030.
Lancaster County Prison
Location: Lancaster, Pa.
Projected Size: 430,000 square feet, 900 beds
Projected Cost: $400 million
Owner: Lancaster County, Pa.
Team: CGL Companies and Gannett Fleming TranSystems
Project Update: In October, engineering activities began on the site; however, full construction has not yet been approved. Skanska USA is serving as the project’s construction management firm under a $7.4 million contract. Construction bids could be issued by late 2025. A 2029 opening is still possible.
Location: Nashville, Tenn.
Projected Size: 270,000 square feet, 64 beds
Projected Cost: $130 million
Owner: Metro-Davidson County Team: DLR Group and Bell Construction
Project Update: In September, the project reached the topping-out milestone. The courthouse structure is complete with interior framing started. Exterior walls at the housing cottages are mostly complete and the Family Assessment Building core has been built with steel framing ongoing.
Cuyahoga County Jail
Location: Cleveland, Ohio
Projected Size: 1,900 beds
Projected Cost: $900 million
Owner: Cuyahoga County
Team: HOK, criteria architect; Design-Build team: HDR, Bowen and Gilbane
Project Update: In September, officials released the first renderings of the new Cuyahoga County Jail campus. HOK is wrapping up schematic design, and Gilbane is completing cost estimates and working toward the project’s Guaranteed Maximum Price. Construction is expected to completed by early 2029.
Location: Boise, Idaho
Projected Size: 512-800 beds
Projected Cost: $112 million
Owner: Idaho Department of Corrections
Team: HOK and Okland Construction
Project Update: On Nov. 13, officials celebrated the groundbreaking of the new Idaho women’s prison, which is on budget and anticipated for completion by late 2027. The project will include 512 beds with an option to expand to 800. A new men’s unit with 280 beds will be built next door.
FCI Leavenworth
Location: Leavenworth, Kan.
Projected Size: 630,000 square feet, 1,400 beds
Projected Cost: $532 million
Owner: Federal Bureau of Prisons
Team: HOK, Elevatus, Clark and Vanir
Project Update: FCI Leavenworth and Federal Prison Camp are estimated for completion in 2026 and will modernize incarceration, rehabilitation, education, vocational and fellowship programs as well as mental and physical wellness services.
On Location, from page 33
included an activity that asked attendees to write down a bias they have or have seen surrounding corrections, as well as a connection they have walked away with — whether it be to a new person, idea or reality. The goal was to remove barriers and be open to new ways of thinking in order to form practical solutions to increase holistic safety.
connecting individuals to their families gave them ongoing incentives for good behavior and participating in programming to better themselves and their relationships with their families, and provided a sense of hope and community outside the walls of confinement.
The convening kicked off with a powerful dialogue between resilience expert and New York Times bestselling author Shaka Senghor and criminal defense attorney, author and co-founder of Life After Justice, Jarrett Adams, with moderator Lawrence Bartley, publisher of The Marshall Project Inside. The session, “The Power of Connection in Justice,” served as an introduction to the convening’s overall theme and understanding the power of connections, resources and opportunities available for those who have been impacted by incarceration. Their powerful journeys and accomplishments were coupled with personal stories of injustice and the ripple effects of incarceration that affect millions of people nationwide.
Attendees also gained important insights in an additional keynote from Amy Solomon, Senior Fellow for the Council on Criminal Justice and the former Assistant Attorney General of the U.S. Department of Justice’s Office of Justice Programs.
The realities of incarceration were discussed openly and honestly between the audience and presenters throughout the event to create transparency and a space of understanding and accountability in all aspects of the justice system. The speaker lineup included individuals, practitioners and correctional staff.
Attendees saw several examples of holistic safety in practice from a number of presentations, including, “The Importance of Family Connections: Hawai’i Panel Discussion.” Representatives from the Hawai’i Department of Corrections and Rehabilitation — including Major Joanna-Jacklyn White, Chief of Security; Richelle Souza, Human Services Professional; and Nicole Fernandez, Offender Services Section Administrator — joined Dozier on stage. The panel discussed the importance of community and family connections and the outcomes of initiating new visitation protocols and rehabilitative programs in the state’s men’s facilities.
While contact visits between incarcerated women and their children had been allowed at the Women’s Community Correctional Center in Kailua — Hawai’i’s only women’s prison — Chicago Beyond worked with the facility to expand visitation to caregivers and other family members. Understanding the broader need for these visits, the group traveled to the women’s units to observe contact visits in action. The panelists discussed how powerful it was to witness the family visits firsthand.
“Everyone there is playing a role they must play while incarcerated. But when they are with their families, and to see these women interacting with their children, you see a whole different side to them. You see them as parents, as caretakers,” Souza explained.
Leaders at the Halawa Correctional Facility in Aiea applied those observations in their efforts to expand contact visits and create parenting classes for incarcerated men at the facility, which had not allowed such visits in more than 10 years. While these efforts were not without challenges due to staff buy-in and concern for safety and security risks, the panelists explained that they led by example to create a safe and effective place for connection. They learned that, “...the incarcerated are our community as well,” and
The convening concluded with a final call to action for all attendees, setting the stage for further lessons to be explored. For more information on Chicago Beyond’s initatives, including the Holistic Safety Framework, recently released impact report, and the Holistic Safety Change Management Toolkit, visit chicagobeyond.org.
By Charlie Lange
County’s $890 million Central Services Campus prioritizes health, safety and second chances
the owner’s representative, and Cuyahoga County Justice Partners will provide design-build services.
Correctional facility designers and operators nationwide acknowledge that the way buildings are designed and constructed can contribute significantly to their ability to meet safety, classification, treatment and programming goals. To successfully rehabilitate those sentenced to jails and prisons, corrections and justice facilities need to provide more than just the bare minimum in housing and programming options.
In fact, designing and building facilities that offer a wide array of treatment and rehabilitative services and address the evolving array of needs within the inmate population lead to healthier environments and more productive outcomes for those released back into their communities.
Leaders in Cuyahoga County, Ohio, are preparing to make the move from the county’s current 40-year-old, 10-story Cuyahoga Corrections Center in downtown Cleveland to a new, state-of-the-art, multi-building campus in suburban Garfield Heights. Set to break ground in early 2026, the new Cuyahoga County Central Services Campus will feature enhanced substance-use and mental health services, a behavioral healthcare center and an on-site re-entry resource center to connect residents with housing, employment and other support services.
“This project is more than the construction of a new Corrections Center. It is about creating a more dignified space that prioritizes the health and safety of residents and staff,” said Cuyahoga County Executive Chris Ronayne. “By designing a facility with people’s well-being at the forefront, we are building a place that supports healing, growth and the hope for a better future.”
with efficiency in mind, as project planners aim to keep the project on time and on budget. The county hopes to break ground in the spring and have the campus
the facility wherever possible, and using lighter, more natural building materials to create a sense of calm. Adding to staff wellness, the administrative section of the building will include a gym for corrections and law enforcement staff, along with offices, conference rooms and meeting areas.
The campus will include a three-story jail and a threestory sheriff’s department headquarters in separate wings. The jail will include 1,886 beds across 52 housing units, with each unit featuring a dedicated recreation area as well as programming spaces and visitation areas.
HOK is currently finalizing conceptual design plans to establish the guaranteed maximum price for the project. Project Management Consultants is serving as
On-site medical amenities will reduce the need to transport inmates for off-site treatment. Exam rooms will be built directly within each housing unit, and a 26-bed infirmary will provide more intensive treatment and observation. The campus will also include an expanded dental clinic, on-site dialysis treatment, laboratory testing and imaging, a pharmacy and physical therapy space as well as telemedicine capabilities.
For greater ease and efficiency during the inmate classification process — including identifying medical, mental health and substance-use needs — the campus will also include an enhanced Central Booking Unit. For those inmates who are ready to re-enter their communities, the campus will offer a specialized re-entry and release area where inmates can prepare for their release by refilling prescriptions, obtaining new identification and even charging their cellphones.
The project team is even repurposing a neverused grocery store on the project site into a professional development center for the sheriff’s department, further highlighting the creativity and economy of the project planning.
All of these enhancements have been designed
County’s Deputy Chief of Staff of Integrated Development. “By prioritizing smart, deliberate planning, we are constructing a campus that will serve the community today and for decades to come.”
By Stephen Carter, AICP
These days, the terms “mental health” and “behavioral health” are used interchangeably. Robin Timme, Psy.D., Senior Expert with Falcon Inc., can explain this better than I can. But I am going to risk an opinion about why the design community should explore the distinction. Mental health refers to emotional, psychological and social well-being, while behavioral health is broader, including mental health but also behaviors that impact well-being. Should this make a difference in correctional design, or are we just splitting hairs?
Plenty of data show how the profile of the incarcerated smoking is now prohibited in jails and prisons. Engineers responded by changing the design of ventilation systems. Another unhealthy lifestyle is related to erratic sleep patterns. In jails, not as much in prisons, beds and bunks are occupied at all times of day. This is more an operational issue, but the individual control of cell
stimulation light, colors, art, ventilation and the like become paramount. Attention to these factors will yield results that have been driven by trauma-informed design principles, accessibility and simplicity in materials, attention to privacy and safety, and the recognition that empowerment arises from being given choices, and that emotional support has a spatial dimension.
Is the distinction between designing for behavioral health and mental health important enough that outcomes will be measurable? I don’t yet know the answer, but like Adrian Lahoud, Dean of the School of Architecture at the Royal College of Art said: “Design is quite complex, and so are the individuals inhabiting these spaces. Does architecture matter? Absolutely. Can it insulate people from the political circumstances around them? No.” I believe Lahoud used “political” in the broadest sense by suggesting that architecture influences behavior by eliciting an emotional response, but context and circumstances may have a greater influence on outcomes. Good architecture is not insulation but transformation.
Stephen Carter, AICP, is the Executive Vice President and Global Strategic Development Officer of CGL Companies and a valued member of Correctional News’ Industry Knowledge Council.
By Greg Offner
Project nightmares sometimes begin with a phenomenon known as the diffusion of responsibility. Preparation for public projects can involve many players but generally is the responsibility of a single agency, and the agency must have a single individual who has clear ownership and is solely accountable for a project’s delivery.
An agency is usually the entity that initiates project planning, identifies the need, and ensures the program has adequate budgetary capacity. Normally, a program director is named early on to champion the mission, lead the refinement of the needs assessment and commence the planning process. This process will define existing space use, estimate realistic future spatial and technical requirements, and arrive at a program around which design activities can begin. What keeps me up at night are agencies that embark on programs without the support of a planning or construction management professional. Regardless of a project’s scope, planning and programming — both architectural and operational — are a crucial first step in developing a successful design.
Next, the director should engage an architect or a planning and design firm. The director will likely select an architectural firm based on its past performance and ability to marry the needs assessment to building types, designing to time and budget constraints and, most importantly, leadership capabilities.
Once the architect is on board, they establish core design principles and alternative conceptual approaches to the client’s needs. Note the importance of the team format at this stage: Involvement of sub-consultants is critical, as their insights help prevent costly changes further along in the process. If you want a good night’s sleep, the same idea also justifies the program director’s early and frequent collaboration between the design team and the end users, or other stakeholders.
First, it should be understood that the program director must speak for the agency and fully advocate, defend, clarify and develop the agency’s mission. This person may come from within the agency commissioning the project or the director may be hired as an outside consultant. Team members in a process like this may include the following: Architect: The architect acts as the lead designer, coordinating consultants and assuring compliance with the program, budget and schedule. The architect provides progressively more precise and detailed suggestions for delivering the program solution and manages contract document production.
Construction Manager: A construction manager may be hired on a fee basis to represent the logistics and costs of the building process. This individual/company must possess a deep understanding of the building type. It is also beneficial for this person to be involved from the beginning of the project.
Civil Engineer: The civil engineer is essential for understanding the land, soil and regulatory aspects; early involvement is essential. Sometimes a landscape architect is part of the civil engineer’s resources.
Consulting Structural, Mechanical and Electrical Engineers: These professionals are responsible for the structural, heating, ventilating and air-conditioning, as well as power and lighting. Each will assess the respective part of the work for compliance. Specialized consultants should be involved as needed. These may include physical and electronic security consultants, and some technical specialists like kitchens and elevators along with medical and mental health professionals.
President Ronald Reagan said, “The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” A single point of responsibility is a project absolute. Great leaders navigate around rocks in the road and ensure everyone gets a good night’s sleep.
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By Charlie Lange
Throughout history, seemingly unconnected events have produced unintended consequences that have had generational effects.
For example, in the United States, the deinstitutionalization movement that began in the 1960s (and saw the closing of mental health facilities throughout the country over the ensuing decades) resulted in a strain on the rest of the traditional healthcare system as well as the country’s various social safety nets. Deinstitutionalization also caused many people experiencing the most severe mental health issues or substance use-related crises to slip through the cracks and become involved in the criminal justice system.
In the ensuing years, jail and prison operators have found themselves on the front lines of providing medical and mental healthcare services to address the many — and often chronically untreated — needs of the incarcerated community. The responsibility of delivering services that were previously provided in specialized mental health hospitals has now fallen on correctional providers. Those in charge of upgrading and/or replacing correctional facilities are responding by designing jails and prisons that can address these issues directly and comprehensively.
The Northwest Indiana Correctional Facility, currently under construction in Westville, Ind., isn’t just the latest example
of such a facility, but is perhaps the largest in scope as well. Once complete, the $1.2 billion, 4,200-bed facility will be one of the largest correctional facilities ever built in the U.S.
In October, Pauly Jail Building Company hosted a tour of the facility, followed by a seminar highlighting the partnership that was formed to complete this massive project. The company outlined how mental health and medical needs will be uniquely addressed throughout the 14-building campus, which is set for completion in fall 2026.
Embracing Environmental Psychology
During the seminar, Deanna Dwenger,
Psy.D., HSPP, Chief Behavioral Health Advisor for Elevatus Architecture, the design firm behind the new Westville facility, outlined some of the general design concepts that go into establishing places for healing and rehabilitation, and how those elements have been carefully incorporated throughout the new Westville facility.
Dwenger leads the firm’s efforts to integrate mental health expertise into the design process and helps to ensure that environments prioritize psychological wellbeing and human connection. Dwenger’s work is backed by years of operations experience, as she previously served as the Executive Director of Behavioral Health for the Indiana Department of Correction as well as Director
of Behavioral Health at Wexford Health.
Dwenger discussed how environments can impact behaviors and how anxiety and trauma can manifest in a correctional setting, leading to aggression and other negative behaviors.
“It’s about using research and environmental psychology to do the best that we can to help people self-regulate their emotions, heal and re-enter our society,” said Dwenger.
She cited examples of how small details, such as the incorporation of soothing colors, biophilic design elements, natural light sources and sound-dampening materials can contribute to a decrease in aggressive behavior.
Dwenger also highlighted the need to give incarcerated individuals some level of autonomy in their everyday
Westville design team has attempted to address mental health needs holistically, from overarching conceptual design themes to smaller details.
In the general-population dayrooms, for example, colorful acoustic panels have been installed on walls and ceilings alongside sound-dampening features to reduce noise, which can increase stress and agitation.
Many of these elements are integrated into the facility’s mental health step-down unit, a first-of-its-kind program space designed for inmates who are experiencing various levels of mental health crisis. The specially designed unit aims to bring inmates’ mental health to a more stable level, allowing them to safely cohabitate and cooperate with the general inmate population.
lives. That could include allowing more customizable cell layouts with normative furniture and fixtures, installing dimmable lights, or introducing chalkboard walls. Dwenger says that giving incarcerated individuals small choices can inspire a greater sense of agency and can contribute to a safer, calmer and more controlled environment.
In line with Dwenger’s environmental approach, the
Classified by four levels of severity, the system is designed to treat individuals’ mental health by separating them according to needs and allowing them progress through a prescribed step-down process and back into general population. In the highest acuity level of the unit, individuals are placed in restrictive single cells to help them safely decompress during a mental health crisis. The cells feature thick walls to minimize noise, and while they are built for temporary isolation and to promote a “cooling down” period, their relatively hard fixtures (compared to the other step-down levels) are built less for comfort and more to encourage a desire to progress out of the unit.
As individuals progress through the levels, restrictions are lifted and access to recreation and programming — including group therapy — are offered or restored. Once an individual has “graduated” through the four step-down units, they are reintroduced to general population and can hopefully continue their rehabilitative journey.
In addition to the step-down unit and the health-forward design and material choices, the Westville complex also features an expansive medical wing where the incarcerated population will have access to round-the-clock care, further promoting a sense of health and wellbeing.
The Build Westville joint venture of F.A. Wilhelm Construction, Granger Construction and Garmong Construction will continue putting the finishing touches on the facility in the coming months. Once
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