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TRANSCRIPT
1 Created by Program Analyst (Research Division), Ada Alvarez Date: 03.17.2017
NDCS Programming
New Programs (Within the last 2 years):
Program Names
Beyond Trauma
Living in Balance
Beyond Anger and Violence & From the Inside Out
Living Skills
Moral Reconation Therapy
Thinking for a Change
WRAP: Vocational and Life Skills Program
ABC Construction: Construction Technology
ABC Construction: OSHA Certificate
Western Alternative Corrections
Defy Ventures
Mental Health Association
Planning with a Purpose
ReConnect: Vocational and Life Skills Program
Rentwise
ResCare Workforce Services: Vocational and Life Skills Program
TRADE Program: Vocational and Life Skills Program
Violence Reduction Program ( Expansion of existing services)
Beyond Violence
Programs Available at NDCS
2 Created by Program Analyst (Research Division), Ada Alvarez Date: 03.17.2017
Facility Program Description
NCYFAggression Replacement
Therapy (ART)
This program promotes the development of a pro-social behavior and
the reduction of violent behavior in chronically aggressive adolescents.
NCYF,
NSP,
OCC
Anger Management High risk/high needs. Provides instruction and practice on basic anger
control strategies in a group facilitated by clinicians.
NCCW,
NSP,
OCC
bHeLP Sex Offender
Program
Bibliotherapy Healthy Lives Program offered to inmates that are a low
risk to reoffend. Inmates work at their own pace on materials provided
by the therapists and takes several months to complete.
NCYFCBT/Schema-Focused
Anxiety Group
Provides cognitive behavioral treatment for inmates suffering from
anxiety symptoms.
NCYFCBT/Schema-Focused
Depression Group
Provides cognitive behavioral treatment for inmates suffering from
depression.
CCC-L,
CCC-O,
LCC,
OCC,
NSP
Continuing Care-Sex
Offender Program
A program to help participants maintain and strengthen the gains they
made in other treatment programs. It also helps participants navigate
new challenges and helps support the transition back to a community
setting. Also offered in Trabert Hall and at the Omaha State Office
Building.
NCYF Drug/Alcohol Education Education on drugs and alcohol for the youth.
NCYF ExPLORE
ExPLORE, which stands for Exercises in Principled Living for
Offender Re-entry, was developed to assist incarcerated inmates in
their transition back to society as happy and successful citizens.
ExPLORE is designed to address the effects of a so-called “cognitive
arrest.”
NCYF
Grudge Reduction &
Improved Personal
Relationships
Teaches participants how to reduce their grudges.
LCC
iHeLP- Inpatient Sex
Offender Treatment
Program
Inpatient Healthy Lives Program offered for offenders who have been
assessed as a high risk for further sexual violence.
LCC Mental Health Unit
The MHU is a residential treatment community designated for those
inmates with Serious Mental Illness or developmental/organic
disabilities and who are assessed as having significant functional
impairment. (Programs include symptom management, social skills,
medication management, mental illness awareness, and others)
*** Expansion of Program
Clinical Treatment Available at NDCS
Treatment provided by Licensed Behavioral Health staff.
Programs Available at NDCS
3 Created by Program Analyst (Research Division), Ada Alvarez Date: 03.17.2017
LCC, NSP METEOR
Introduces the concepts of stages of change and tries to assess and
educate participants about where they are at and how they can move
forward if they choose to.
CCC-L,
CCC-O,
LCC,
NCYF,
WEC
Non-residential Treatment
for Substance Abuse: IOP
& OP
Available for offenders who are not eligible for the residential program
due to lower level substance abuse issues.
NCCW,
NSP,
OCC
oHeLP Outpatient Sex
Offender Program
Outpatient Healthy Lives Program offered at OCC to those inmates
who are assessed to be at a relatively moderate risk to sexually
reoffend.
LCC,
NCCW,
NSP,
OCC,
TSCI,
Residential Treatment for
Substance Abuse: RTC,
SAU, COP
Inmates assigned to Residential Programs have been identified as
having serious substance abuse issues. Programs last generally about
ten months.
LCC Secure Mental Health Unit
Inmates who are diagnosed with a Serious Mental Illness or significant
developmental/organic disability and are not currently suited to be
house on the MHU due to clinical or behavioral risk factors. Inmates
are located on unit C2. (Programs include METEOR, introduction to
mental illness, core process groups, impulse control and management,
creative expressions, meditation and stress management, and others)
NCCW STAR Unit
Targeted at Major Mental Illness. Groups offered include a diverse
range of topics including psychoeducational elements, coping skills
and strategies, nutrition, and wellness/physical activities.
NSP,
TSCI
Violence Reduction
Program ***
Intensive treatment option for inmates at high risk for violent re-
offense. Inmates with strong antisocial beliefs or lifestyle; evidence of
psychopathy; instrumental violence.
Programs Available at NDCS
4 Created by Program Analyst (Research Division), Ada Alvarez Date : 03.17.2017
Facility Program Description
NCCW Beyond Violence
***
Designed to help you to look at the impact of violence in your life and to
create an opportunity for you to make changes to prevent violence in the
future. This program is divided into four parts: Self, Relationships,
Community, and Society.
NCCWBeyond Trauma
***This is a gender specific trauma informed program for the women.
NSP, TSCI,
WEC,
NCCW,
OCC
Living in
Balance *** Twelve Step approaches to help clients achieve lifelong recovery.
NCCW
Beyond Anger
and Violence &
From the Inside
Out ***
Helps clients in institutional settings and community corrections address
anger, reconciliation, and emotion management and provides guidelines
for daily living. It is for building, strengthening, and maintaining
relationships.
NCCW,
NSP, LCC
Crime Victims
Impact/Empathy
and Life Skills
Increases offenders' understanding of the harm/damages they caused
their victims, communities and themselves. The program also provides
offenders an important Life Skill module that teachers offenders how to
become “Emotionally Proficient” which translate into “Better Decisions
Making” and “Reduced Conflicts” (Anger Control).
LCC,
NCCW,
NCYF,
NSP, OCC,
TSCI, WEC
Destination…
Dad (Inside out
Dads, Within my
Reach, Common
Sense Parenting)
Multi-component model to restore the relationships between incarcerated
fathers and their children.
LCC, NSP Domesti-PUPS
Utilizing inmate volunteer trainers, Domesti-PUPS provides service dogs
for persons with disabilities, pet therapy programs, classroom dogs and
education programs.
NCYF Living Skills ***
Understanding and practicing the skills needed for daily living are
tremendously important, especially in today’s economic climate. Living
skills is divided into two unique components: Personal Growth and
Practical Guidance.
All
FacilitiesLiving Well Inmates with chronic conditions teaches how to manage them.
Non-Clinical Programs Available at NDCS
Treatment provided by unit staff, volunteers, or education staff.
*** Programs in red indicate newly added, within the last 2 years.
Programs Available at NDCS
5 Created by Program Analyst (Research Division), Ada Alvarez Date : 03.17.2017
All
Facilities
Moral
Reconation
Therapy ***
Moral Reconation Therapy is a cognitive skills program where offenders
participate in a group setting and focus on thinking errors.
NCCW Parenting
Program
Designed to help mothers and alleviate some of the acute stressors that
inmate mothers experience.
NSPSecond Chance
Pups
Inmate volunteers are selected to train dogs in basic obedience while
providing human socialization and interaction with other dogs.
NCCW SISTASisters Informing Sisters on Topics about AIDS. Lessons on healthy
lifestyle and opportunity to discuss female health issues.
NCCW,
WEC
Thinking for a
Change ***
A higher level cognitive behavioral intervention designed to use role
play and thinking reports.
LCC, NSP,
TSCI
Transformation
Project
A prisoner transition and reentry program aimed at promoting positive
inmate behavior during incarceration and preparing participants for
transition back into community upon release from prison. Self-study
modules available for inmates who are in longer-term restrictive
housing.
CCC-L,
LCC,
NCCW,
NSP, TSCI
WRAP:
Vocational and
Life Skills
Program
The Wellness Recovery Action Plan® or WRAP®, is a self-designed
prevention and wellness process that anyone can use to get well, stay
well and make their life the way they want it to be. It is to address all
kinds of physical, mental health and life issues. Currently used for
Restrictive Housing.
Programs Available at NDCS
6 Created by Program Analyst (Research Division), Ada Alvarez Date:03.17.2017
Facility Program Description
All Facilities ABE/ASE General
Population
For adult inmates who need to obtain the
equivalent of a high school diploma or if they
need to brush up on basic skills regardless of their
diploma status.
LCC, NCCW,
NCYF, NSP
OCC, TSCI
College Courses
College courses offered through various
universities/colleges and correspondence courses
available. (Financial Peace University, Metro
Community College, Business Tech)
All Facilities ESL/ELL
English as a second language is designed to aid
those students not fluent in English learn to speak,
read, hear and write the language so they can
better function in society.
All Facilities High school
Offered to youth who need to finish their high
school diplomas. Inmates over 22 years old need
to go through an application process.
All Facilities Job Skills and
Readiness
Teaches about communication for relationship
building to obtain a job.
Education Programs Available at NDCS
7 Created by Program Analyst (Research Division), Ada Alvarez Date:03.17.2017
Facility Program Description
NCCW,
NCYF, OCC,
TSCI, WEC
7 Habits on the
Inside
Helps inmates understand and implement the principles of integrity,
proactivity, and other key principles with the goal of helping them
achieve their highest potential inside and outside prison. (10 sessions)
NCCW, NSP,
OCC, TSCI7th Step
Deals with any and all social issues that participants are interested in
or want to work on; be it drug issues, anger or family issues.
CCC-O, DEC,
LCC, NCCW,
NCYF, NSP,
OCC, WEC
AA (Alcoholics
Anonymous)
An organization to encourage its members to read, and listen at
meetings to information provided through speakers. To utilize the
membership as a foundation to encourage and provide opportunities
in facing the truth about their accountability for their addiction.
LCC
AACS (African
American Culture
Society)
Learn, and/or retain the Religious, Cultural Aspects, Arts, Customs,
Crafts, Language, and the Heritage of the African American People.
TSCI Alpha
Promotes daily living skills for offenders and character development.
All are biblically based. Includes addiction prevention, understanding
marriage, understanding parenthood, managing finances.
CCC-L, NSP,
OCC
Alternatives to
Violence Project
(AVP)
It is a workshop that that provides insights about anger and
relationships and new ways to manage disagreements.
NCYF Art Class
On a monthly basis, this class allows inmates to express their feelings
and emotions through art. A theme is given and art supplies are
provided.
NCYF Chess Class
On a monthly basis a volunteer comes to conduct a chess class. It
teaches inmates strategy, long term goal setting, and persistence
under the guidance of a teacher who is not in a hurry.
NCYF Community Choir
Elementary and high school choir teachers from the community teach
vocal techniques to the rostered inmates, usually in preparation for an
event, such as Talent Show, NCYF High School graduation, or
Volunteer Appreciation.
NCCW Family
Foundations
Six Pence Family Foundations is early childhood specialist that work
with the Nursery Mothers on child development and infant milestones
along with various infant/child classes.
NCCW Growing up Wild
By the Nebraska Game and Parks Commission and it occurs every 3
months. This class promotes and educates the mothers on the benefits
of having your children be outdoors and experiencing nature.
Pro-Social Activities offered at NDCS
8 Created by Program Analyst (Research Division), Ada Alvarez Date:03.17.2017
NSP, OCC
H.A.C.O
(Harambee African
Cultural
Organization)
It helps young men to explore the root of their culture heritage; past,
present and future.
NCCW, NCYF Keyboard/GuitarLessons are held three times a week. Lessons assist inmates in
learning and perfecting a skill that takes discipline and persistence.
NSP Lifer's ClubProvides a useful medium for lifers to work together towards
constructive goals.
LCC, OCC,
NSP
MATA Club
(Mexican
Awareness
Through
Association)
Learn, and/or retain the Religious, Cultural Aspects, Arts, Customs,
Crafts, Language, and the Heritage of the Hispanic People.
NSP
Matt Talbot
Kitchen/
Community
Service
Inmates in the RTC program have the opportunity to go out and serve
the homeless.
NCCW, NCYFMentoring
Program
Inmates are partnered with a mentor where they are given advice and
do an activity together on a weekly basis. The mentors assist inmates
in preparing them for their roles as productive citizens in the areas of
jobs, housing, family and values.
CCC-O,
NCCW, OCC
Narcotics
Anonymous
An organization to encourage its members to read, and listen at
meetings to information provided through speakers. To utilize the
membership as a foundation to encourage and provide opportunities
in facing the truth about their accountability for their addiction.
LCC, NSP,
OCC
NASCA (Native
Americans
Spiritual and
Cultural
Awareness Group)
Organization is designed to work with Native Americans, by trying to
help them find the opportunity to express their uniqueness of cultural
and spiritual practices. Participants are given the change to learn how
to sing, pray, and dance from a Native perspective.
NSP Outlaw's Journey
Writing Program
Gives participants the opportunity to be the hero of their life journey
and to be the main character of their own story.
NCCW, OCC Parenting ClassFocuses on teaching cooperation, communication, and appropriate
discipline. Meets for a total of 8 hours.
Check Facility Religious
Programming Various religious services are offered for inmates to attend.
LCC
S.T.O.P. (Standing
Together on
Purpose)
It is a multi-cultural Club. Learn the study of the heritage and legacy
of American people to further promote the cultural construction of
stable bridges of effective communication between all people.
Check Facility Sports Leagues Basketball, softball, and others. Please check with recreational
specialists.
9 Created by Program Analyst (Research Division), Ada Alvarez Date:03.17.2017
NCYF
Stamp Cutting and
Coupon Cutting
Community
Service Projects
Assist men in the institution in their knowledge and understanding of
philatelic materials to promote better interpersonal relations in the
brotherhood of stamp collectors.
NCCW, NSP Toastmasters
Empowers people to achieve their full potential and realize their
dream. To improve communication and leadership skills, and find the
courage to change.
LCC, NSP,
OCC Veteran's Group
Assist all veterans and honorary members. This applies to Veterans
of the United States of America and its Allies Forces and their
dependents, and the widows and orphans of deceased veterans. To
assist in increasing the opportunities of all veterans to find the best
possible positions of employment upon release.
NCYF
Volunteer
Nebraska
Community
Service Projects
Encourage inmates to do something for someone else for which they
get no compensation. Four times a year community service
opportunities will be presented to inmates.
10 Created by Program Analyst (Research Division), Ada Alvarez Date: 03.17.2017
Type Service Description
Orientation
Reentry Specialists make contact with clients at
intake, approximately halfway through their
sentence, and as requested.
Guidance for Discharge
planning Occurs 4-5 months prior to discharge.
Reentry planning
Clients develop comprehensive reentry plans that
include housing/transitional living,
employment/education, transportation, ID
credentials, medical/mental and behavioral health
treatment and more.
Assists with partnering with
other providers and families
Specialists link individuals to community service
providers, vocational and life skills providers, and
facilitate family reunification when appropriate.
Vocational and Life Skills
ProgrammingSee non-clinical programs list for more details.
Emergency/ Crisis
Intervention Provided for significant events or personal needs.
Individual/ Group
Psychotherapy
Clinical one-on-one or group sessions with a trained
therapist.
Risk Assessment/
Psychological Evaluations
Diagnosis clarification, intelligence testing, and
Dementia screening.
Restrictive Housing Out of cell and front of cell assessments, treatment
plans, and segregation mental status evaluations.
Transition ServicesMental Health services who transition to general
population or protective management.
Skilled Nursing Facility Management of crisis (suicide crisis, behavioral).
This is an on call duty.
Healthy Living Preventative Health Education and Nutrition
Gender Responsive services Mental health treatment for the women at NCCW
Services Offered at NDCS
Behavioral
Health
Reentry
Services
11 Created by Program Analyst (Research Division), Ada Alvarez Date: 03.17.2017
Mental Health Groups
Victim Impact
Corralling and Taming My Anger
Cognitive Behavioral/Schema-Focused Anger
Management
Cognitive Behavioral/Schema-Focused Treatment
for Anxiety
Cognitive Behavioral/Schema-Focused Treatment
for Depression
Mood Management
Grudge Reduction and Improved Personal
Relationships [GRIP]
Brain-Based Parenting Others
Clinical Treatment Programs See clinical programs list for more details.
Specialized Population
Served
Services for inmates with mental illness or serious
chronic medical conditions that are high risk and
multi-needs.
Medical Assistance
Services typically involve getting appointments set
up for medication management for those who are on
psychiatric medications, setting medical
appointments, giving resources on how to get
medical insurance.
Assistance for Social Security
Application
Help apply for SSDI/SSI when they are about 90
days out from discharge or parole.
Find Specialized Housing Transitional Living, Assisted Living or Skilled
Nursing Care, when needed.
Coordinate with providers
Coordinate with a variety of community providers
and agencies from the Veteran's Administration to
DHHS and various community providers for mental
health services, substance abuse treatment and
medical services.
Living Needs Assist with finding clothing resources, helping them
apply for food stamps and other needs.
Social Work
Services
Services
12 Created by Program Analyst (Research Division), Ada Alvarez Date: 03.17.2017
Facility Program Description
NCCW,
NSP, TSCI
ABC Construction:
Construction Technology
*
Training programs will be followed by a building project that
will allow the students to experience work based learning
hands on applications in carpentry, plumbing, electrical,
HVAC, drywall, roofing, finish carpentry and painting.
CCC-O,
CCC-L,
NCCW,
NSP, TSCI,
WEC
ABC Construction:
OSHA Certificate *
The Core Curriculum, the foundation course for all National
Center for Construction Education Research (NCCER)
apprenticeship training programs will be followed by a
building project that will allow the students to experience
work based learning hands on applications in carpentry,
plumbing, electrical, HVAC, drywall, roofing, finish
carpentry and painting.
Check
Facility
Western Alternative
Corrections *
The services include but are not limited to: Residential,
Transition Skills, Basic Money Management, Cognitive
Behavior Therapy, Parenting, Family Reunification,
Vocational Assessments, Job Placement Services, Individual
Program Planning, Risk/Needs Assessment, Progress
Meetings, Case Notes and Release Planning.
Check
Facility
Cornhusker State Industry
Programs
Establishes employment opportunities for prisoners that
approximate private-sector work opportunities.
OCC, NSP Defy Ventures
Offers intensive leadership development, business plan
competitions, executive mentoring, financial investment, and
startup incubation.
CCC-LMental Health
Association *
Targets supported employment services to adults living with
severe behavioral health issues. (HOPE, REAL)
NCCW,
OCCPlanning with a Purpose
Teaches on constructive thinking, responsibility, and goal
setting.
CCC-O,
DEC, LCC,
NCYF, NSP,
OCC, TSCI
ReConnect: Vocational
and Life Skills Program *
The program places emphasis on employment preparation and
retention skills while also helping clients develop
comprehensive problem solving and life skills needed to be
successful in the workplace, and in life.
Vocational/Life Skills Services Offered at NDCS
*Grant Funded Services (Also offered to community for inmates within 18 months of
discharge)
Programs in red indicate newly added, within last 2 years
13 Created by Program Analyst (Research Division), Ada Alvarez Date: 03.17.2017
CCC-O,
OCCRe-Entry Program
A workshop that provides support, life and employment
skills. It includes mock interviews and problem solving.
CCC-L,
NCCW,
NSP
Released and RestoredProvides life skills training for employment, finances, and
consumer education.
CCC-L RentwiseA program to help renters obtain and keep rental housing and
to be successful renters through education.
CCC-L,
NCCW
ResCare Workforce
Services: Vocational and
Life Skills Program *
Job preparation and job retention services.
NCYF Resume classes Provided by the Omaha Public Library. Prepares for
interviews and employment search.
CCC-L, NSP
TRADE Program:
Vocational and Life Skills
Program *
TRADE Program teaches life skills core classes which
include Conflict Resolution, Critical Thinking,
Communication, Personal Finance, Healthy Relationships,
Basic Computer and Job Prep.
Strategic Plan 2015-2017
Building Systems, Improving Performance
NDCS is an agency filled with talented, passionate people. In recent
years the department has fallen behind in implementing national trends
in correctional science and has suffered from a number of failures that
damaged public confidence. Our vision for NDCS is to be the best in the
business of corrections. This strategic plan is the framework for
transforming our agency.
We start with:
Capacity – We will improve core services in existing facilities, add
additional beds to expand our community custody resources, and
repurpose existing beds to meet the needs of the inmate population
Risk-Needs Assessment – The i dividual’s risk to reoffend,
history of violence, and criminogenic needs will determine assignment
of programming resources
Validated Classification Process – Classify inmates by risk of
behavior within the prison, not according to available bed space
Evidence Based Practices – Funded treatment and programming
will be delivered with fidelity, and have data to support the
effectiveness
Performance Measurement – Performance improvement
requires performance measurement. We will be a data driven
organization
Leadership Development – Successful organizations must
develop leaders from within, and at all levels
Community Partnerships – Reentry starts at intake, but it is our
community partnerships that help people succeed upon release
Staff and Inmate Engagement – All employees should have a
voice in shaping the work. The men and women under our care can
help us shape approaches that are safe, effective, and sustainable
Specific action plans will be developed for initiatives we will undertake
to move the agency forward. Leading Goals (page 3) represent five
areas of focus that support our age cy issio to serve a d protect the public. This is a livi g docu e t and will be revised and updated
through processes that will ultimately engage staff at all levels of NDCS.
To learn more about NDCS
http://ndcs.nebraska.gov/
Scott Frakes
Director, NDCS
Follow us on Facebook, YouTube,
Linked In and Twitter
Nebraska Department of Correctional Services – NDCS
October, 2015
Mission Statement
To serve and protect the public
Vision Points
Best Practices - identify and
implement best practices
Commitment to Staff –
partner with staff
Community Awareness and
Involvement – partner with
the community
Credibility – furthering
public trust
Family Involvement – allow
families an active role (staff
and inmate families)
Fiscal Accountability –
efficient and effective
operations
Seamless Criminal Justice
System –collaboration with
other entities
Offender Accountability –
environments in which
offender accountability will
flourish
Offender Programs –
sustaining meaningful
program opportunities
Inclusion and Diversity
At the Nebraska Department of
Correctional Services, diversity is
imperative and integral to our
mission. Our Department is
committed to an inclusive
environment where differences are
accepted, valued and celebrated to
foster teamwork and safety.
Our Agency
LB563 established statutory authority for NDCS in 1973. We are the 2nd largest
cabinet agency in the State of Nebraska with a $450 million dollar biennial
operating budget and 2400 employees. NDCS is responsible for managing 10
correctional facilities (prisons) housing 5400 inmates, and approximately 1000
parolees under Parole Administration. For people housed in our prisons we are
responsible for providing basic care; including necessary healthcare, treatment,
education, programming, and nutrition. For individuals on parole NDCS is
responsible for ensuring compliance with conditions of parole, and for assisting
the parolee in his or her efforts to reenter society. NDCS has been involved with
the American Correctional Association (ACA) accreditation process since 1979, and
was accredited agency-wide in 2007.
Our Organizational Structure
The Director of NDCS is a cabinet-level position appointed by the Governor. The
Director is responsible to administer the state corrections system including;
prisons, parole, Cornhusker State Industries, and the Federal Surplus Program.
Our Human Talent
The 2400 employees in NDCS are a diverse collection of people committed to
providing the highest level of services to the citizens of Nebraska. We contribute
to public safety through safe and humane incarceration, effective community
supervision, and targeted programming. We offer a wide variety of career
opportunities and career paths. Our employees come from a wide variety of
backgrounds including military, law enforcement, healthcare, social services, and
the private sector. A significant number of NDCS staff join the agency with two-
year, four-year, and post-graduate degrees. In addition to an extensive portfolio
of department training programs NDCS offers tuition reimbursement for staff
seeking to further their education. We are accountable, professional, dedicated,
and rightfully proud of our service to the public.
Our Plan
2 We are NDCS
LB33 was passed in 2015, requiring NDCS to utilize a
strategic planning process for future biennial budgets. The
work of our agency must be in alignment with and
contribute to meeting the priorities of Nebraska State
government using performance management processes.
This plan establishes leading goals, measurable outcomes,
and targeted strategies that will ensure we meet our mission
to serve and protect the public.
↑LEADING GOALS ← OUTCOMES ← STRATEGIES → ← MEASUREMENTS
One Team -
One Vision
Retaining Employees
Engaged Employees
Safe Employees
o Staff Survey
o Reduce overtime
o Employee Councils
o Reliable technology
o Meaningful recognition
o Reduce inmate idleness
Vacancy rates
Promotions
Employee evaluations
Staff assaults
Unscheduled leave
Workplace injuries
Transforming
Corrections
Data Guided
Approaches
Justice Re-
Investment
Mission Specific
Housing
o IT Strategic Plan
o Teach staff to use data
o Accessible Dashboard
o Program evaluation
o Risk/Needs Assessment
o Improve classification tools
o Identify Mission Specific
Housing needs
o Reduce crowding
Training completed
New admissions
Capacity
Parole eligibility
Parole revocations
Restrictive Housing
population
Serious misconduct
reports
Transparent
and
Accountable
Publically Accessible
Balanced Budget
Externally Measured
o Improve electronic
communication systems
o Build partnership with
O buds a ’s Office
o Make NDC“ visible
o Connect staff to the Strategic
Plan and the budget
o Publish audit results
Staff access to e-mail
Rules and regulations
promulgated
Public-relations releases
published
Overtime
Staff training completed
Audit performance
Collaborative
Community
Relationships
Community
Corrections Focused
A Criminal Justice
"System"
Staff As Volunteers
o Find employers
o Use LB605 to build
partnerships
o Educate public about NDCS –
social media
o Discharge Review Team
(DRT) established
o Make volunteering easy
o Identify the community
needs
Parolee employment
DRT notifications
Data sharing
Volunteer activities
hits , likes , and
ie s
Community
partnerships
Culture of
Reentry and
Rehabilitation
Reentry Focused
Plan Starts at
Reception
Needs are Addressed
o Utilize former inmates as a
resource
o Revise staff training
o Risk/Needs/Responsivity
tool (RNR)
o Mission Specific Housing
o Increased health screening
o Allocate resources based on
risk/needs
o Behavioral health system
Staff training completed
Parole eligibility
Parole revocations
Recidivism
Residential treatment
beds
HbA1c levels (diabetes)
Resource utilization
Program completion
GROW NEBRASKA – Improve Public Safety
↑Our Missio – To Serve and Protect the Public
3
NDCS has been
collecting data for many
years and is one of ten
state correctional
systems to be in full
compliance with the
Association of State
Correctional
Administrators (ASCA)
Performance-Based
Measures System – a
national effort to collect
standardized data for
important corrections
metrics.
Operational excellence is a culture
where principles,
methodologies, and
tools enable continuous
process improvement in
every area of the
organization:
Incremental change that
increases quality and
efficiency and reduces
waste – simpler, easier,
faster, better!
Over the next two
years the agency will
build an organizational
system that relies on
measurements to both
guide our work and
demonstrate our
outcomes. We will
accomplish this through
staff training, expansion
of the Research and
Planning division, and
learning as we go.
Transforming our agency
4
Transformation comes through a combination of strategic thinking, strategic
planning, and being prepared to take advantage of opportunities that arise. A
number of initiatives are currently underway:
Repurposing Project – Housing inmates by custody classification and needs will
increase safety and delivery of services
Mission Specific Housing – Providing housing opportunities for inmates that
address needs and improve quality of life
Intelligence Network – Building an intelligence network across the agency as
part of a proactive security system
Staff Culture Survey – Using research to determine employee needs
Sentence Calculation Automation Project – Electronic calculation of
sentences to ensure accuracy
Justice Reinvestment Initiative – LB605 brings substantial changes designed
to reduce the rate of incarceration
VERA Institute, Restrictive Housing Reform – LB598 outlines significant
changes to the use of Restrictive Housing within NDCS. The Vera “afe Alter ati es to “egregatio project ill help guide our ork
Risk/Needs/Responsivity tool for case management – Contract awarded
and staff training underway by March, 2016
Justice Program Assessment – Council of State Governments project to assess
inmate/parolee programming and make recommendations for improvements
Validated Classification Tool – Revisions to the existing tool are nearly
completed. Independent validation to be conducted by UNO
Inmate Health Care Plan – Establishing the level of health care services for
i ates co siste t ith the co u ity sta dard of care
Recruitment and hiring – Addressing the staff vacancy issues by hiring a
diverse, qualified workforce using data driven processes and by reducing turnover
Custody Staffing Analysis – Establishing a custody staffing model and the
appropriate staffing level for each of the facilities
Performance measurement, data guided improvements – A culture of
operational excellence depends on metrics to guide strategies. NDCS is quickly
becoming a data driven organization
Evidence Based Practices:
The department is undergoing significant reorganization and adopting new approaches. This
work will continue through the remainder of FY2016, and will shape fiscal requests for the next
two biennial budgets. Past practices have allowed bed space to dictate custody classification
assignments using overrides of the classification scoring tool. Until NDCS completes a thorough
review of the existing population using the revised and validated classification tool, the capacity
needs at various custody levels remains in question. The Risk/Needs/Responsivity (RNR)
process will be used to deter i e the age cy’s programming needs. The allocation of our
programming resources will be determined by risk to reoffend and propensity for violence.
Inmates with a high risk to reoffend and a history of violence will get the greatest access to
evidence based programming. The Justice Program Assessment project will take approximately
six months to complete. By the summer of 2016 we will have staff trained in our revised
classification process, be using the RNR process to assign programming, and we will know our
programming capacity/needs.
Operational Capacity, not “design":
The wisdom of investing money into existing facilities rather than building a new prison is
captured in the Master Plan document. Many of the existing facilities were constructed during
a period of time when programming and core support space were not seen as necessary or
beneficial. Relocating a percentage of the population to a new facility will not address the need
for improvements in most of the existing NDCS facilities. Reducing the number of inmates in
our existing facilities will drive up the overall cost of operations, without significant
improvement to the quality of operations. The right answer is to improve core support services
and make small adjustments to bed space in existing facilities. This will provide operational
capacity consistent with our population needs.
Behavioral Health:
Our Behavioral Health staff has the talent and passion needed to create an exceptional
behavioral health program within NDCS. The number of secure mental health beds has been
expanded at LCC, and beds for transition from residential mental health will be repurposed
from beds currently housing inmates on protective custody status. The Discharge Review Team
is actively reviewing all inmates with serious mental illness and/or a history of violence prior to
their release to the community – making appropriate referrals and notifications. Under the
care and leadership of Dr. Martin Wetzel, Chief of Psychiatry and Dr. Lisa Jones, Behavioral
Health Administrator the quality and range of services for the mentally ill offenders will
continue to improve.
5 Moving forward – 2016-2017
The Master Plan document was used in the development of a six
(6) year plan to address immediate needs, and prepare for
future needs. Planned improvements to the Community
Corrections Center – Lincoln (CCCL) will support the designated
operating capacities for the facility. Further study of the
proposal to combine Lincoln Corrections Center and the
Diagnostic and Evaluation Center into a single facility (Regional
Treatment Center) is required. The ongoing repurposing work is
projected to be completed during FY2016 increases operational
capacity by 100 beds at TSCI. The population at TSCI will not be
increased until the facility is fully ready to manage the
additional inmates.
Usable data from the impacts of LB605 will be available by the
summer of 2016, allowing us to better predict future population
levels. Implementation of the revised classification scoring tool
and the RNR assessment process will provide the information
required to make additional recommendations for future needs.
Commencing FY 2016-2017
Community Corrections Center – Lincoln (CCCL): 160 female
community custody beds will be constructed utilizing gender
responsive approaches. This will consolidate all female
community custody beds at CCCL, repurposing the beds at the
Community Corrections Center – Omaha (CCC-O) as male beds.
Repurpose 24 existing female beds at CCCO into 12 beds for
male inmates. Increase core services to support an operating
capacity of 400 male beds and 160 female beds at CCCL.
Program statement will explore the viability of moving the
Nursery Program at Nebraska Correctional Center for Women
(NCCW) to the new female unit at CCCL. Net increases in
community custody bed space: 48 female beds, 100 male beds
Regional Treatment Center (RTC): The Master Plan calls for the
consolidation of the Lincoln Correctional Center and the
Diagnostic and Evaluation Center, and the addition of over 300
beds for behavioral health, geriatric, and long-term medical
needs. The program statement describes a $186 million project.
There is a need for elements of the proposed RTC project, but
not at the level described in the February, 2015 program
statement. A new program statement for the proposed RTC will
be completed, and will include options for a phased approach to
construction. No design or construction funds are requested for
the FY2016-2017 biennium.
The 2014 Master Plan
Report document created by
the firm of Dewberry
provides a ten year, two
phase plan for prison
construction projects within
existing NDCS facilities. A
third phase (10+ years)
proposes construction of a
new 600 bed facility, as well
as Re-E try “ervice Ce ters located in Lincoln and
Omaha.
Dewberry created the
Operational Stress Index (OSI)
to assess the level of
crowding within NDCS
facilities. The OSI is the
relationship between the
Average Daily Population
(ADP) and the core support
services in a facility. The
report established the total
operating capacity for NDCS
at 4477 beds (108% of
capacity), with an OSI of 1.26.
Based on the current prison
population levels NDCS is at
120% of operational capacity,
and an OSI of approximately
1.34. There is a need to
gradually increase both the
operational capacity and the
core support services to
ultimately attain an OSI
below 1.20.
6 Capital Construction: 6 year plan
For future consideration, FY 2018-2021
Work Ethic Camp (WEC): Consider addition of 100 minimum custody beds and reduce the
existing dormitory capacity to 160 beds (from 200 beds). Increase core services to support an
operating capacity of 260 minimum custody beds. Nebraska Correctional Center for Women (NCCW): Consider separate housing for female
juvenile inmates. Increase core services to support an operating capacity of 360 beds, all
custody levels. Nebraska State Penitentiary (NSP): Consider reduction of existing dormitory capacity from 600
to 480 beds, as well as the addition of 120 minimum custody beds. Replace existing
segregation unit with a functional Restrictive Housing Unit that includes programming space.
Increase core services to support an operating capacity of 1350 beds. Community Corrections Center – Omaha (CCC-O): Site could support an additional 100 male
community custody beds. Increase core services to support the increased operating capacity of
250 beds. Omaha Correctional Center (OCC): Expand and improve core services to support an operating
capacity of 792 beds. Tecumseh State Correctional Institute (TSCI): Potential for addition of 100 new maximum
custody beds if the overall population custody levels warrant the need for higher custody beds. Parole Offices: Provide space for parole hearings, parolee services, Parole Administration, and
the Parole Board adjacent to the largest NDCS community reentry center, CCC-L.
Central Power Plants:
The central utility plants at NSP, DEC/LCC and CCC-L are at or near the end of their life spans.
Expansion of usable space at any of the three facilities will require upgrades/replacement of the
existing plants. Proposals from the District Energy Corporation would cover the capital costs of
constructing the plants and all operating costs in exchange for a 25 year fee for service
agreement.
The capital funding to provide a new centralized utility plant for DEC/LCC/CCC-L is estimated at
over $17.0 million. The annualized cost over 25 years is $2.1 million per year if NDCS constructs
and operates, and $2.3 million per year under a fee for service agreement with DEC. Under the
fee for service agreement DEC assumes liability for all repairs, equipment failure, and
maintaining required staffing levels. The DEC fee for service arrangement has been utilized at
the State Capitol building, and the Pinnacle Arena. Operational funding for the fee for service
agreement would begin during the FY2020-21 biennial budget cycle.
7 Capital Construction: 6 year plan
Intentionally left Blank
Strategic Plan 2015-2018
Building Systems, Improving Performance
NDCS is an agency filled with talented, passionate people. In recent
years the department has fallen behind in implementing national trends
in correctional science and has suffered from a number of failures that
damaged public confidence. This strategic plan is the framework for
transforming our agency into the best in the business of corrections.
We start with:
Capacity – We will improve core services in existing facilities, add
additional beds to expand our community custody resources, and
repurpose existing beds to meet the needs of the inmate population
Risk-Needs Assessment – The individual’s risk to reoffend,
history of violence, and criminogenic needs will determine
assignment of programming resources
Validated Classification Process – Classify inmates by risk of
behavior within the prison, not according to available bed space
Evidence Based Practices – Funded treatment and programming
will be delivered with fidelity, and have data to support the
effectiveness
Performance Measurement – Performance improvement
requires performance measurement. We will be a data driven
organization
Leadership Development – Successful organizations must
develop leaders from within, and at all levels
Community Partnerships – Reentry starts at intake, but it is our
community partnerships that help people succeed upon release
Staff and Inmate Engagement – All employees should have a
voice in shaping the work. The men and women under our care can
help us shape approaches that are safe, effective, and sustainable
Specific action plans will be developed for initiatives we will undertake
to move the agency forward. Leading Goals (page 3) represent five
areas of focus that support our agency’s mission Keep people safe.
This is a living document and will be revised and updated through
processes that will ultimately engage staff at all levels of NDCS.
To learn more about NDCS
corrections.nebraska.gov
Scott R. Frakes
Director
Follow us on Facebook, YouTube,
Linked In and Twitter
Nebraska Department of Correctional Services – NDCS
September 2016
Mission
Keep people safe.
Vision
Safe Prisons
Transformed Lives
Safe Communities
Values
Integrity – We take ownership of
our actions and demonstrate
professionalism, honesty, and
commitment.
Respect – We believe every
person has fundamental worth and
we demonstrate this in our words
and actions.
Compassion – We care about
people. We have empathy for others
and treat everyone with respect and
dignity.
Growth – We believe everyone
has the capacity to reach greater
potential. We strive to provide the
right environment, expectations, and
opportunities for development.
Excellence – We seek continuous
improvement and innovation in
every endeavor to achieve the best
outcomes.
Inclusion and Diversity
At the Nebraska Department of
Correctional Services, diversity is
imperative and integral to our
mission. Our Department is
committed to an inclusive
environment where differences are
accepted, valued and celebrated to
foster teamwork and safety.
Our Agency
LB563 established statutory authority for NDCS in 1973. We are the 2nd largest
cabinet agency in the State of Nebraska with a $450 million dollar biennial
operating budget and 2400 employees. NDCS is responsible for managing 10
correctional facilities (prisons) housing 5400 inmates, and approximately 1000
parolees under Parole Administration. For people housed in our prisons we are
responsible for providing basic care; including necessary healthcare, treatment,
education, programming and nutrition. For individuals on parole NDCS is
responsible for ensuring compliance with conditions of parole, and for assisting
the parolee in his or her efforts to reenter society. NDCS has been involved with
the American Correctional Association (ACA) accreditation process since 1979, and
was accredited agency-wide in 2007.
Our Organizational Structure
The Director of NDCS is a cabinet-level position appointed by the Governor. The
Director is responsible to administer the state corrections system including;
prisons, parole, Cornhusker State Industries, and the Federal Surplus Program.
Our Human Talent
The 2400 employees in NDCS are a diverse collection of people committed to
providing the highest level of services to the citizens of Nebraska. We contribute
to public safety through safe and humane incarceration, effective community
supervision and targeted programming. We offer a wide variety of career
opportunities and career paths. Our employees come from a wide variety of
backgrounds including military, law enforcement, healthcare, social services and
the private sector. A significant number of NDCS staff join the agency with two-
year, four-year, and post-graduate degrees. In addition to an extensive portfolio
of department training programs, NDCS offers tuition reimbursement for staff
seeking to further their education. We are accountable, professional, dedicated
and rightfully proud of our service to the public.
Our Plan
2 We are NDCS
LB33 was passed in 2015, requiring NDCS to utilize a
strategic planning process for future biennial budget
requests. The work of our agency must be in alignment with
and contribute to meeting the priorities of Nebraska state
government, using performance management processes.
This plan establishes leading goals, measurable outcomes
and targeted strategies that will ensure we meet our mission
to keep people safe.
↑LEADING GOALS ← OUTCOMES ← STRATEGIES → ← MEASUREMENTS
One Team -
One Vision
Retaining Employees
Engaged Employees
Safe Employees
o Staff Survey
o Reduce overtime
o Employee Councils
o Reliable technology
o Meaningful recognition
o Reduce inmate idleness
Vacancy rates
Promotions
Employee evaluations
Staff assaults
Unscheduled leave
Workplace injuries
Transforming
Corrections
Data Guided
Approaches
Justice Re-
Investment
Mission Specific
Housing
o IT Strategic Plan
o Teach staff to use data
o Accessible Dashboard
o Program evaluation
o Risk/Needs Assessment
o Improve classification tools
o Identify Mission Specific
Housing needs
o Reduce crowding
Training completed
New admissions
Capacity
Parole eligibility
Parole revocations
Restrictive Housing
population
Serious misconduct
reports
Transparent
and
Accountable
Publicly Accessible
Balanced Budget
Externally Measured
o Improve electronic
communication systems
o Build partnership with
O buds a ’s Office
o Make NDC“ visible
o Connect staff to the Strategic
Plan and the budget
o Publish audit results
Staff access to e-mail
Rules and regulations
promulgated
Public-relations releases
published
Overtime
Staff training completed
Audit performance
Collaborative
Community
Relationships
Community
Corrections Focused
A Criminal Justice
"System"
Staff As Volunteers
o Find employers
o Use LB605 to build
partnerships
o Educate public about NDCS –
social media
o Discharge Review Team
(DRT) established
o Make volunteering easy
o Identify the community
needs
Parolee employment
DRT notifications
Data sharing
Volunteer activities
hits , likes , and
ie s
Community
partnerships
Culture of
Reentry and
Rehabilitation
Reentry Focused
Plan Starts at
Reception
Needs are Addressed
o Utilize former inmates as a
resource
o Revise staff training
o Risk/Needs/Responsivity
tool (RNR)
o Mission Specific Housing
o Increased health screening
o Allocate resources based on
risk/needs
o Behavioral health system
Staff training completed
Parole eligibility
Parole revocations
Recidivism
Residential treatment
beds
HbA1c levels (diabetes)
Resource utilization
Program completion
GROW NEBRASKA – Improve Public Safety
↑Our Missio – Keep people safe.
3
NDCS has been
collecting data for many
years and is one of ten
state correctional
systems to be in full
compliance with the
Association of State
Correctional
Administrators (ASCA)
Performance-Based
Measures System – a
national effort to collect
standardized data for
important corrections
metrics.
Operational excellence is a culture
where principles,
methodologies, and
tools enable continuous
process improvement in
every area of the
organization:
Incremental change that
increases quality and
efficiency and reduces
waste – simpler, easier,
faster, better!
Over the next two
years the agency will
build an organizational
system that relies on
measurements to both
guide our work and
demonstrate our
outcomes. We will
accomplish this through
staff training, expansion
of the Policy and
Research division, and
learning as we go.
Transforming our agency
4
Transformation comes through a combination of strategic thinking, strategic
planning, and being prepared to take advantage of opportunities that arise. A
number of initiatives have been completed or are currently underway:
Repurposing Project – Housing inmates by custody classification and needs will
increase safety, and delivery of services.
Mission Specific Housing – Providing housing opportunities for inmates that
address needs and improve quality of life. Protective Management Unit at TSCI and
Active Senior units at TSCI & NSP are operating examples.
Intelligence Network – Building an intelligence network across the agency as
part of a proactive security system. Intel Team established in November, 2015
Staff Culture Survey – Using research to determine employee needs, published
in June 2016
Sentence Calculation Automation Project – Electronic calculation of
sentences to ensure accuracy – roll-out scheduled for September 2016
Justice Reinvestment Initiative – LB605 brings substantial changes designed
to reduce the rate of incarceration. ADP has dropped by 75 inmates, and is trending
downward.
Restrictive Housing Reform – LB598 outlines significant changes to the use of
Restrictive Housing within NDCS. Rules and regulations published in June, 2016.
Risk/Needs/Responsivity tool for case management – Implementation
began July 5, 2016.
Justice Program Assessment – Council of State Governments project
completed in June 2016. Results will be used to improve inmate programming.
Validated Classification Tool – Testing and final modifications to the revised
tool to begin in September 2016.
Inmate Health Care Plan – Published in July 2016.
Recruitment and hiring – Addressing the staff vacancy issues by hiring a
diverse, qualified workforce using data driven processes and by reducing turnover.
Custody Staffing Analysis – The custody staffing model and analysis of the
facilities was completed in July 2016 – biennial budget being developed.
Performance measurement, data guided improvements – A culture of
operational excellence depends on metrics to guide strategies. NDCS is working
hard to become a data driven organization.
Evidence Based Practices:
The department is undergoing significant reorganization and adopting new approaches. This
work will continue through the remainder of FY2016, and will shape fiscal requests for the next
two biennial budgets. Past practices have allowed bed space to dictate custody classification
assignments, using overrides of the classification scoring tool. Until NDCS completes a
thorough review of the existing population the capacity needs at various custody levels remains
in question. The Risk/Needs/Responsivity (RNR) process will be used to deter i e the age cy’s programming needs. The allocation of our programming resources will be determined by risk
to reoffend and propensity for violence. Inmates with a high risk to reoffend and a history of
violence will get the greatest access to evidence based programming. The Justice Program
Assessment project will take approximately six months to complete. By the close of 2016 we
will have staff trained in our revised classification process, be using the RNR process to identify
needs and assign programming, and have a good sense of our capacity and programming
needs.
Operational Capacity, not “design":
The wisdom of investing money into existing facilities rather than building a new prison is
captured in the Master Plan document. Many of the existing facilities were constructed during
a period of time when programming and core support space were not seen as necessary or
beneficial. Relocating a percentage of the population to a new facility will not address the need
for improvements in most of the existing NDCS facilities. Reducing the number of inmates in
our existing facilities will drive up the overall cost of operations, without significant
improvement to the quality of operations. The right answer is to improve core support services
and make small adjustments to bed space in existing facilities. This will provide operational
capacity consistent with our population needs.
Behavioral Health:
Our Behavioral Health staff has the talent and passion needed to create an exceptional
behavioral health program within NDCS. The number of secure mental health beds has been
expanded at LCC, and beds for transition from residential mental health will be repurposed
from beds currently housing inmates on protective custody status. The Discharge Review Team
is actively reviewing all inmates with serious mental illness, and/or a history of violence prior to
their release to the community – making appropriate referrals and notifications. Under the
care and leadership of Dr. Martin Wetzel, Chief of Psychiatry, the quality and range of services
for mentally ill offenders will continue to improve.
5 Moving forward – 2016-2017
The Master Plan document was used in the development of a six
(6) year plan to address immediate needs, and prepare for
future needs. Planned improvements to the Community
Corrections Center – Lincoln (CCCL) will support the designated
operating capacities for the facility. Further study of the
proposal to combine Lincoln Corrections Center and the
Diagnostic and Evaluation Center into a single facility (Regional
Treatment Center) is required. The repurposing work completed
during FY2016 provides the opportunity to increase operational
capacity by 100 beds at TSCI. The population at TSCI will not be
increased until the facility is fully ready to manage the
additional inmates.
Usable data from the impacts of LB605 will be available by the
fall of 2016, allowing us to better predict future population
levels. Implementation of the revised classification scoring tool
and the RNR assessment process will provide the information
required to make additional recommendations for future needs.
Beginning with FY 2016-2017
Community Corrections Center – Lincoln (CCCL): Construct 160 beds, female community custody, utilizing gender
responsive approaches. Consolidate all female community
custody beds at CCCL, repurposing the beds at the Community
Corrections Center – Omaha (CCCO) as male community custody
beds. Repurpose 24 existing female beds at CCCO into 12 beds
for male inmates. Increase core services to support an
operating capacity of 400 male beds and 160 female beds at
CCCL. Program statement will explore the viability of moving
the Nursery Program at NCCW to the new female unit at CCCL.
Net increases in community custody bed space: 48 female beds,
100 male beds
Regional Treatment Center (RTC): The Master Plan calls
for the consolidation of the Lincoln Correctional Center and the
Diagnostic and Evaluation Center, and the addition of over 300
beds for behavioral health, geriatric, and long-term medical
needs. The program statement describes a 186 million dollar
project. There is a need for elements of the proposed RTC
project, but not at the level described in the February, 2015
program statement. A new program statement for the
proposed RTC has been completed. The scope of the project
will require funding over two biennial budgets.
The 2014 Master Plan
Report document created by
the firm of Dewberry
provides a ten year, two
phase plan for prison
construction projects within
existing NDCS facilities. A
third phase (10+ years)
proposes construction of a
new 600 bed facility, as well
as Re-E try “ervice Ce ters located in Lincoln and
Omaha.
Dewberry created the
Operational Stress Index (OSI)
to assess the level of
crowding within NDCS
facilities. The OSI is the
relationship between the
Average Daily Population
(ADP) and the core support
services in a facility. The
report established the total
operating capacity for NDCS
at 4477 beds (108% of
capacity), with an OSI of 1.26.
Based on the current prison
population levels NDCS is at
120% of operational capacity,
and an OSI of approximately
1.34. There is a need to
gradually increase both the
operational capacity and the
core support services to
ultimately attain an OSI
below 1.20.
6 Capital Construction: 6-year plan
For future consideration, FY 2018-2021
Work Ethic Camp (WEC): Consider addition of 100 minimum custody beds and reduce the
existing dormitory capacity to 160 beds (from 200 beds). Increase core services to support an
operating capacity of 260 minimum custody beds. Nebraska Correctional Center for Women (NCCW): Consider separate housing for female
juvenile inmates. Increase core services to support an operating capacity of 360 beds, all
custody levels. Nebraska State Penitentiary (NSP): Consider reduction of existing dormitory capacity to 480
beds by addition of 120 minimum custody beds. Replace existing segregation unit with a
functional Restrictive Housing Unit that includes programming space. Increase core services to
support an operating capacity of 1350 beds. Community Corrections Center – Omaha (CCC-O): Site could support an additional 100 male
community custody beds. Increase core services to support the increased operating capacity of
250 beds. Omaha Correctional Center (OCC): Expand and improve core services to support an operating
capacity of 792 beds. Tecumseh State Correctional Institute (TSCI): Potential for addition of 100 maximum custody
beds if the overall population custody levels warrant the need for higher custody beds. Parole Offices: Provide space for parole hearings, parolee services, Parole Administration, and
the Parole Board adjacent to the largest NDCS community reentry center, CCC-L.
Central Power Plants:
The central utility plants at NSP, DEC/LCC and CCC-L are at or near the end of their life spans.
Expansion of usable space at any of the three facilities will require upgrades/replacement of the
existing plants. Proposals from the District Energy Corporation would cover the capital costs of
constructing the plants and all operating costs in exchange for a 25 year fee for service
agreement.
The capital funding to provide a new centralized utility plant for DEC/LCC/CCC-L is estimated at
over $17.0 million. The annualized cost over 25 years is 2.1 million per year if NDCS constructs
and operates, and 2.3 million per year under a fee for service agreement with DEC. Under the
fee for service agreement DEC assumes liability for all repairs, equipment failure, and
maintaining required staffing levels. The DEC fee for service arrangement has been utilized at
the State Capitol building, and the Pinnacle Arena. Operational funding for the fee for service
agreement would begin during the FY2020-21 biennial budget cycle.
7 Capital Construction: 6-year plan
Intentionally left Blank