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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


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.



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.


4 Created by Program Analyst (Research Division), Ada Alvarez Date : 03.17.2017


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.


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.


6 Created by Program Analyst (Research Division), Ada Alvarez Date:03.17.2017


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



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


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.


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.


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


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



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


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

[email protected]

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


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

[email protected]

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


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


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

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