121165 O3 CGL_Redacted.pdf

CGL Management Group • • 1

Solicitation No. 121165 O3

NON-CUSTODY AND

BEHAVIORAL HEALTH

STAFFING ANALYSIS

Nebraska Department of Correctional Services

Submitted By:

CGL Management Group 5200 Waterford District Dr.

Suite 430 Miami, FL 33126

March 18, 2025

March 18, 2025

Nebraska Department of Correctional Services 801 West Prospector Place, Building #1, Lincoln, NE 68522 Attn: Kate Severin & Kyla Black, NDCS Purchasing

To the Members of the Evaluation Committee:

CGL Management Group, LLC is pleased to submit our proposal in response to Solicitation No. 121165 O3, issued by the Nebraska Department of Correctional Services (NDCS), for a Non- Custody and Behavioral Health Staffing Analysis. As a national leader in justice system planning, operations, and staffing analysis, CGL brings unparalleled expertise in evaluating correctional staffing models, optimizing operational efficiency, and ensuring compliance with industry best practices.

With over 50 years of experience in justice system consulting, CGL has conducted more than 2,000 projects in all 50 states and over 20 countries, including extensive staffing studies for state correctional systems such as Alaska, Florida and Iowa. Our team has a proven track record of delivering data-driven, actionable staffing recommendations that enhance operational effectiveness, reduce reliance on overtime, and improve workforce sustainability.

COMMITMENT TO NDCS AND PROJECT OBJECTIVES

CGL fully understands the NDCS’s mission to assess and improve non-custody and behavioral health staffing across its facilities. Our approach will provide:

• A comprehensive workforce analysis tailored to NDCS’s unique operational needs.

• Evidence-based staffing models aligned with best practices and ACA standards.

• Strategic recommendations to enhance service delivery and address workforce challenges.

• A collaborative engagement process, ensuring transparency and stakeholder involvement.

Our dedicated project team brings decades of direct correctional leadership and staffing analysis experience. We will work closely with NDCS to develop sustainable solutions that optimize staffing efficiency and improve service delivery across all impacted departments.

FULL COMPLIANCE WITH RFP REQUIREMENTS

CGL’s proposal adheres strictly to all RFP requirements outlined and confirm that our submission includes:

• A complete Corporate Overview, detailing our experience, financial stability, and key personnel.

• A Technical Response, outlining our methodology, data collection process, and deliverables.

• All required Forms and Certifications, ensuring compliance with Nebraska procurement standards.

We appreciate the opportunity to partner with NDCS on this critical initiative. CGL is prepared to begin work immediately upon contract award and is committed to delivering a high-quality staffing analysis that supports NDCS’s long-term operational success.

Please feel free to contact me at (217) 414-9895 or KBecker@CGLcompanies.com if you require any additional information. Thank you for your time and consideration. We look forward to the opportunity to support NDCS’s mission.

Sincerely, 5200 Waterford District Dr., Suite 430 Miami, FL 33126

CGL Management Group

Karl Becker, Director of Justice Services 217-414-9895 | KBecker@CGLcompanies.com

CGL Management Group • • 3

TABLE OF

CONTENTS

SECTION 1

Corporate Overview

SECTION 2

Technical Response

APPENDIX

Forms

CGL Management Group • • 4

CORPORATE OVERVIEW

CGL Management Group • • 5

CORPORATE OVERVIEW

Section 1

a. Bidder Identification and Information

The bidder should provide the full company or corporate name, address of the company’s headquarters, entity organization (corporation, partnership, proprietorship), state in which the bidder is incorporated or otherwise organized to do business, year in which the bidder first organized to do business and whether the name and form of organization has changed since first organized.

COMPANY BACKGROUND

Established in 1974, CGL has since grown into the largest, most comprehensive criminal justice consulting firm in the world. Our vertically-integrated 360 Justice service platform provides justice clients with:

• Optimized program performance

• Unbiased assessment of operations and management practices

• Improved operational safety and efficiency

• Roadmap for justice system compliance

• Uncovering and solving of systemic issues

To date, CGL has worked in more than 900 counties and municipalities, all 50 states, and 20 countries. Owners have turned to us to deliver solutions on more than 2,000 projects and we currently manage maintenance for over 17 million square feet of justice facilities.

We are internationally recognized experts in justice facilities, specializing in system planning, maintenance, and operations.

CGL brings together the top minds in system management, program service delivery, maintenance, and management.

Our team has worked in and alongside criminal justice agencies, dedicating our careers to understanding the complexities and unique nature of the justice system. From operations experts with firsthand experience as wardens, administrators, and directors of justice facilities and systems, to internationally-recognized experts in sustainable justice practices and criminology, we deliver a 360 approach to justice.

CGL Management Group • • 6

ENTITY NAME

CGL Management Group, LLC

HEADQUARTERS

5200 Waterford District Drive, #430 Miami, Florida 33126

STATE OF INCORPORATION

Services are provided under the legal entity of CGL Management Group, LLC, a corporation established in 2012 under the laws of the State of Delaware.

YEAR IN WHICH THE BIDDER FIRST ORGANIZED

TO DO BUSINESS:

The firm has been in continuing business for over 50 years, beginning in 1974.

HAS THE NAME AND FORM OF ORGANIZATION

CHANGED SINCE FIRST ORGANIZED?

Yes.

b. Financial Statements

The bidder should provide financial statements applicable to the firm. If publicly held, the bidder should provide a copy of the corporation’s most recent audited financial reports and statements, and the name, address, and telephone number of the fiscally responsible representative of the bidder’s financial or banking organization.

The company is profitable, fully insured, maintains cash reserves, has no debt, and has an open line of credit available if needed. In addition to our entity’s financial strength, the company is a fully owned subsidiary of Hunt Companies of El Paso, Texas who have exemplary financial credentials.

Our audited financial statement is provided under separate cover.

CGL BANKING REFERENCE

Nisa Amador Commercial Private Banking Bank United 136 East 57th Street, New York, NY 10022

(O) 212-705-8648

(F) 866-401-8246 NAmador@BankUnited.com

c. Change of Ownership

If any change in ownership or control of the company is anticipated during the twelve (12) months following the solicitation response due date, the bidder should describe the circumstances of such change and indicate when the change will likely occur. Any change of ownership to an awarded bidder(s) will require notification to the State.

This is no change in ownership or control of the company anticipated during the 12 months following the solicitation response due date of March 18, 2025.

d. Office Location

The bidder’s office location responsible for performance pursuant to an award of a contract with the State of

Nebraska should be identified.

While the majority of the work will be performed on site, we have offices across the United States, and will be utilizing our Denver office, located at 3033 East 1st Ave., Suite 815 as needed to fulfill this contract.

e. Relationships with the State

The bidder should describe any dealings with the State over the previous three (3) years. If the organization, its predecessor, or any Party named in the bidder’s solicitation response has contracted with the State, the bidder should identify the contract number(s) and/or any other information available to identify such contract(s). If no such contracts exist, so declare.

CGL Management Group has been working with the Nebraska Department of Correctional Services for over 30 years. Most recently, our team has completed a Correctional Services Staffing Assessment in 2024, and was involved with Healthcare Housing Program Planning with HDR in 2021.

CGL Management Group • • 7

f. Bidders Employee Relations to the State

If any Party named in the bidder’s solicitation response is or was an employee of the State within the past twelve (12) months, identify the individual(s) by name, State agency with whom employed, job title or position held with the State, and separation date. If no such relationship exists or has existed, so declare.

None of our proposed team members were employees of the state within the past 12 months.

g. Contract Performance

If the bidder or any proposed subcontractor has had a contract terminated for default during the past three (3) years, all such instances must be described as required below.

Termination for default is defined as a notice to stop performance delivery due to the bidder’s non-performance or poor performance, and the issue was either not litigated due to inaction on the part of the bidder or litigated and such litigation determined the bidder to be in default.

Neither CGL Management Group, LLC or our subconsultant Correctional Healthcare Management has had a contract terminated for default during the past three years.

Additionally, CGL Management Group, LLC has not had a contract terminated for convenience, non-performance, non-allocation of funds, or any other reason in the past three years.

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h. Summary of Bidder’s Corporate Experience

The bidder should provide a summary matrix listing the bidder’s previous projects similar to this Solicitation in size, scope, and complexity. The State will use no more than three (3) narrative project descriptions submitted by the bidder during its evaluation of the solicitation response.

SUMMARY EXPERIENCE MATRIX

PROJECT (YEAR) ORGANIZATION

SIZE/NUMBER

DESCRIPTION OF SERVICES

STATE SYSTEMS

Nebraska DCS Correctional Services Staffing Assessment (Current)

500 FTEs CGL developed a prospective plan for facility staff deployment of a new correctional facility in the Nebraska Department of Correctional Services (NCDS). The plan addressed facility staff deployment, including custody, program, administration, and support staffing requirements associated with facility operations.

Virginia DOC Security Staffing Assessment (2024)

13,092 FTEs 41 facilities

CGL recently completed critiquing the presently used practices and procedures used at the DOC to provide recommended revisions of security staff relief formulas so that they accurately and fairly predict the number of Full Time Equivalents (FTEs) necessary to staff a given security post in each of the individual DOC facilities.

Georgia DOC Facility Operations Review (2024)

12,500 FTEs 100+ facilities

The goal of this project is to deliver a high-level assessment of operations in Georgia adult and juvenile correctional facilities, focusing on security systems, staffing efficiency, and the impact of current physical plant condition and design on operational performance

Massachusetts DOC Sousa- Baranowski Staffing Analysis (2024)

1,410 beds CGL worked with the Massachusetts Department of Public Safety to perform a staffing study of the Massachusetts Department of Correction’s facility at Sousa-Baranowski.

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PROJECT (YEAR) ORGANIZATION

SIZE/NUMBER

DESCRIPTION OF SERVICES

Minnesota DOC Staffing Analysis (2023)

3,620 FTEs 11 facilities

Reviewed the Minnesota Department of Corrections facility staffing practices in context with generally recognized industry best practices. This review focused on custody, non-custody, medical and mental health staffing trends data, operational practices, and programs within the state correctional system, performance and activity measure data, planning documents, management reports, and other documentation of operations and staffing.

New Jersey DOC Staffing Assessment (2022)

5,018 FTEs 11,500 beds 11 facilities

Examined the factors that drive unusual levels of overtime, assessed the impact of alternative shift schedules on overtime use, and develop recommendations to better manage reliance on overtime in the operation of NJDOC facilities.

South Dakota DOC System Operational Assessment (2022)

791 FTEs 3,400 beds 6 facilities

CGL completed a comprehensive operational review of the South Dakota Department of Corrections (SD DOC) following an anonymous email sent to the Governor’s Office and other state leaders. The email raised serious concerns about DOC practices, including claims of sexual harassment, favoritism, nepotism, inadequate safety equipment, low morale, insufficient pay, and reduced benefits. The study evaluated custody and non-custody staffing needs as well as the organizational structure of the agency and individual facilities.

Iowa DOC Operations Review (2021) 1,583 FTEs 6,990 beds 9 facilities

CGL was contracted to evaluate the safety and security needs of the Iowa Department of Corrections (IDOC). This study came after the murders of two staff and hostage-taking at the Anamosa State Penitentiary and reflected IDOC’s determination to improve security practices and agency performance. This study included a comprehensive review of custody and non-custody staff.

LOCAL SYSTEMS

Clayton County (GA) Detention Center Operational Review (Current)

3,200 beds Providing staffing and operational review services that includes a multifaceted review encompassing jail population profiles, classification systems, capacity management, intake processing, staffing needs, facility operations, vandalism reduction strategies, and program needs assessments. We aim to identify root causes, improve operational effectiveness, and ensure the safety and security of both staff and inmates.

Chesterfield County (VA) Staffing Study (2024)

55 FTEs 500 beds

Conducted a comprehensive security staffing analysis for both the Judicial and Corrections Bureaus. The goal of the study was to assess the current staffing levels at the county’s courthouses and detention center to ensure that operations aligned with best practices. CGL’s approach included analyzing staffing allocation, facility design, and operational procedures.

Brazos County (TX) Detention Center Staffing Analysis (2024)

186 full-time 14 part-time 800 beds

Developed detailed project initiation and data collection to capture current staffing levels, schedules, and distributions to identify critical patterns and inefficiencies. Provided tailored recommendations to ensure optimal safety, security, and operational efficiency, grounded in best practices and legal compliance. Performed a cost analysis and benchmarking to ensure our recommendations are financially sound.

CGL Management Group • • 10

PROJECT (YEAR) ORGANIZATION

SIZE/NUMBER

DESCRIPTION OF SERVICES

Milwaukee County (WI) Community Reintegration Center Staffing Study (May 2024)

296 FTEs 1,766 beds

The study provided an assessment of security staffing required for the efficient and effective conduct of facility operations for the Milwaukee County Community Reintegration Center (CRC).

Kent County (MI) Detention Division Staffing Study (2023)

286 FTEs 430 beds

Conducted a comprehensive review of the staffing needs for the Kent County Sheriff’s Office Detention Division. Analyzed the complete staffing needs of the Kent County Jail (KCJ), including security-related positions, the facility’s administration, and all inmate and support service positions employed by Kent County and provide recommendations to improve the safe and efficient operating practices of the jail.

King County (WA) Staffing Analysis (2023)

503 FTEs 1,900 beds

Conducted a review of staffing in the County’s adult correctional facilities. The primary objective of the project was to review the DAJD’s current staffing practices and policies in context with generally recognized best practices and principles in correctional staff management.

Berks County (PA) Detention Center Staffing Study (2022)

110 FTEs 974 beds

Evaluated operational cost implications and assessing deferred maintenance needs.

Bernalillo County (NM) Jail Staffing Study (2022)

496 FTEs 1,950 beds

Provided a staffing assessment of the Metropolitan Detention Center (MDC). This assessment updated and built upon prior staffing assessments of the facility conducted in 2013, 2014, and 2016. The overall goal of the project was to provide an objective, comprehensive assessment of the number of security staff required for the efficient and effective conduct of MDC operations.

Clinton County (PA) Correctional Facility Operational Review (2022)

56 FTEs 201 beds

Conducted a comprehensive operational review of the correctional facility The main objectives were to evaluate the facility operations, analyze staffing needs, evaluate the overall facility conditions of confinement, and make recommendations to enhance the facility’s operations and efficiencies. The assessment focused upon current challenges the facility faces with retaining staff and its impact on facility security and operations.

Riverside Regional Jail Authority (VA) Organizational Needs Assessment (2021)

345 FTEs 3,007 beds

Conducted a comprehensive operational and organizational needs assessment focused on addressing staffing and medical service challenges. This assessment evaluated existing practices, identified operational shortfalls, and developed tailored recommendations to improve efficiency and service delivery within the facility.

Tarrant County (TX) Jail Staffing Analysis (2021)

1,000 FTEs 5,000 beds 5 facilities

The study identified several critical staffing requirements, including developing a precise shift relief factor to reflect staff absences accurately, enhancing staffing levels, and creating rosters tailored to meet operational needs efficiently.

CGL Management Group • • 11

Alaska Department of Corrections Staffing Analysis

Location Statewide, Alaska

Size 12 Facilities 5,800 Beds

Firm Role Prime Vendor

Time Period Six months

Completion Date Scheduled: November 2015 Actual: November 2015

Budget Original: $124,000 Actual: $124,000

Reference April Wilkerson Director of Administrative Services P.O. Box 112000 Juneau, Alaska 99801 907-465-3460 april.wilkerson@alaska.gov

CGL conducted an analysis of staffing requirements for the Alaska Department of Corrections, indicating a minimum need for 1,971 staff to meet ongoing security, program, and operational requirements in a manner consistent with professional correctional standards and practices.

The analysis indicated that a number of facilities were operating with staffing levels insufficient to meet basic security operational requirements. Approximately 57 percent of the recommended increase was attributable to providing necessary relief staff for correctional officers to fill required mandatory posts on an ongoing basis. From our analysis, our team also recommended an increase in staff to provide additional nurses to assure adequate coverage of health care unit responsibilities. In both cases, the cost of these increases in staffing would be substantially offset by decreases in overtime expenditures.

Our report also noted that the recommended level met minimum staffing requirements, and to establish effective levels of operational performance that assures a superior level of security and program service delivery, our analysis recommended 2,021 staff, an increase of 146 positions over the existing budgeted levels, or a 7.8 percent increase.

The report also provided an overview of each facility, current staffing, and issues with staffing impacting the ability of each facility to perform. The report included a detailed post analysis summarizing the deployment of staff required to meet basic facility staffing requirements.

CGL Management Group • • 11

CGL Management Group • • 12

Washington Department of Corrections Staffing Analysis

Location Tumwater, Washington

Size 12 facilities 17,000 beds

Firm Role Prime Vendor

Time Period Seven months

Completion Date Scheduled: June 2019 Actual: June 2019

Budget Original: $370,480 Actual: $370,480

Reference Tom Fithian Senior Director of Correctional Operations 7345 Linderson Way SW Tumwater, Washington 98501 360-725-8214 tpfithian@DOC1.wa.gov

CGL provided a comprehensive review and update of the Washington Department of Corrections’ (WDOC) Prison Staffing Models.

The goal of this review was to ensure consistency with professional standards in the areas of custody, administration, health care, reentry, and operational support.

CGL adopted a comprehensive project approach to ensure our recommendations met WDOC’s needs. This included a detailed review of important documents that impact staffing needs in the facility as well as interviews with key headquarters staff and facility staff. Additionally, CGL conducted on-site reviews at seven correctional facility operations that, combined, represented over 70 percent of the DOC’s overall capacity and also provided a cross-section of its broad spectrum of operational requirements and practice.

The project team assessed workload and staffing requirements for custody, program, and health care staff in WDOC facilities. CGL developed an accurate shift relief factor based on current staff leave data and time away from post assignments for training.

The project also documented operational issues presented by current staffing patterns and policies.

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CGL Management Group • • 13

Iowa Department of Corrections Operations Analysis

Location Des Moines, Iowa

Size 6,990 beds

Firm Role Prime Vendor

Time Period Six months

Completion Date Scheduled: December 2021 Actual: December 2021

Budget Original: $468,105 Actual: $468,105

Reference Randy Gibbs Deputy Director of Institutions 510 East 12th Street, Des Moines, Iowa 50319 712-830-5303 randy.gibbs@iowa.gov

CGL partnered with the Iowa Department of Corrections (IDOC) to conduct a comprehensive evaluation of safety and security practices across the department’s facilities. This initiative was prompted by the tragic murders of two staff members at the Anamosa State Penitentiary and reflected IDOC’s commitment to enhancing the safety, security, and overall effectiveness of its operations.

CGL engaged The Moss Group, Inc. (TMG) to assist in gathering critical insights through focus groups conducted at each of the nine correctional facilities across the state.

These focus groups included front-line staff and provided valuable perspectives on organizational culture, staff training, and programming for incarcerated individuals.

CGL’s team also conducted in-depth interviews with IDOC leadership, facility administrators, and key stakeholders, as well as comprehensive facility tours and reviews.

The assessment highlighted key challenges such as system crowding, custody staffing shortages, recruitment and retention issues, nurse shortages, and deficiencies in security controls. In particular, Anamosa, a facility dating back to the 1880s, presented unique challenges due to its outdated infrastructure. CGL identified the difficulties of operating this century-old facility in alignment with modern correctional practices, especially given the resource constraints IDOC faced.

A significant finding of the evaluation was the critical shortage in custody staffing, compounded by vacant positions and limited funding. These shortages impeded the department’s ability to supervise the incarcerated population effectively and implement new operational protocols. In response, CGL developed a shift relief factor, taking into account staff leave patterns, training schedules, and break policies, to alleviate staffing pressures.

CGL Management Group • • 13

CGL Management Group • • 14

i. Summary of Bidder’s Proposed Personnel/ Management Approach

The bidder should present a detailed description of its proposed approach to the management of the project.

The bidder should identify the specific professionals who will work on the State’s project if their company is awarded the contract resulting from this Solicitation. The names and titles of the team proposed for assignment to the State project should be identified in full, with a description of the team leadership, interface, and support functions, and reporting relationships. The primary work assigned to each person should also be identified.

CGL’s project management approach emphasizes clear communication, collaboration, and alignment with agency stakeholders from project kickoff to completion. We begin by assigning a single point of contact to streamline communication, ensuring the agency can easily access support whenever needed. At the kickoff, we confirm project goals and create a comprehensive project requirements list, which guides internal planning and client meetings. Regular bi-weekly or monthly status updates, tailored to the agency’s preferred format, keep everyone informed without being overwhelming, fostering transparency and trust throughout the process.

Our collaboration strategy leverages the agency’s local expertise, engaging stakeholders through interviews and site visits to understand the unique challenges, operational practices, and goals of the facilities. Timely access to requested data and documents further ensures project milestones are met efficiently. If challenges arise, such as weather disruptions or unforeseen issues during site visits, we work closely with the agency to adapt quickly, keeping the project on track. This partnership-driven approach, supported by open communication and actionable deliverables, ensures the final recommendations are practical, defendable, and aligned with the agency’s long-term goals.

CGL Management Group • • 15

EXPERIENCED TEAM

Our proposed team brings a wealth of expertise in correctional facility staffing analysis, operational efficiency, and strategic planning.

Each key staff member has decades of experience in corrections, and their skills align directly with the goals and requirements of the project, particularly in conducting comprehensive staffing analyses, optimizing scheduling, and enhancing facility management. Their combined experience ensures a robust and evidence-based approach to meet all performance measures and detailed scope of work for this project.

BRAD SASSATELLI, PROJECT MANAGER

With 40 years of experience in detention management, Brad has an exceptional track record of providing evidence-based analysis of correctional systems across the U.S. He has successfully delivered staffing needs assessments, operational reviews, and master planning services to multiple jurisdictions, including similar projects in Nebraska, Virginia, and Georgia. Brad’s expertise in evaluating staffing patterns and providing practical, scalable recommendations will be instrumental in achieving optimal staff deployment and operational efficiency for this project.

ROLLIN COOK, LEAD ANALYST

Rollin has been providing leadership in the corrections market for over 30 years. As a former executive director with the Utah Department of Corrections, Rollin has a proven ability to implement procedural and policy changes that enhance operational efficiency. His experience spans key areas including the implementation of state-of-the-art jail management systems, and developed strategic solutions for correctional practice improvements, making him a valuable asset in assessing current operational demands and optimizing resource allocation.

WILLIAM LAWHORN, STAFFING AND OPERATIONS

ANALYST

William brings 40 years of extensive experience in correctional administration and policy development. He has led complex staffing assessments and operational reviews for facilities in both state and local jurisdictions, including Georgia, North Carolina, and Los Angeles. His deep understanding of long-term correctional planning and facility management will ensure that this project not only meets current staffing needs but also adheres to industry standards and best practices for long-term success.

GARY MOHR, OPERATIONS ANALYST

With over 50 years of experience, Gary is one of the most respected leaders in the field of corrections. His career includes directing the Ohio Department of Rehabilitation and Correction, where he implemented innovative staffing models and security enhancements. Gary’s strategic leadership and experience in conducting staffing studies for statewide corrections agencies, including those in Georgia and Pennsylvania, make him uniquely qualified to guide this project toward achieving its staffing optimization goals.

KELLY COATES, HEALTHCARE CONSULTANT

Kelly has over 35 years of experience in the healthcare field.

In addition to operational roles, he has led the development of several support services initiatives within UTMB CMC to include the transition to digital radiology services, digital diabetic retinopathy scanning, and enhanced telehealth access to specialty clinics and physicians at Hospital Galveston. Kelly is a retired Naval medical service corps reserve officer.

DR. JOSEPH PENN, MENTAL HEALTH CONSULTANT

Dr. Penn has over 25 years of correctional healthcare experience. Joseph heads the mental health services working group. He is a nationally sought-after correctional healthcare consulting expert in local, state, and federal courts with extensive work in the states of California, Illinois, Vermont, Texas, and Arizona. Joseph is triple board certified in general, child and adolescent, and forensic psychiatry.

TONYA CAMPBELL, MENTAL HEALTH CONSULTANT

Tonya joined the Correctional Healthcare Management team in 2020. Currently, she works as a Senior Mental Health Manager within the University of Texas Medical Branch - Correctional Managed Care (UTMB CMC) system. She has been employed by UTMB CMC in a variety of roles since 1996.

She has been a Licensed Professional Counselor since 1998.

This team’s collective experience aligns directly with the project’s objectives of reducing staffing demands, optimizing scheduling, and ensuring operational efficiency at full facility capacity. Their individual and combined expertise guarantees a thorough and effective approach to meeting the detailed scope of work as outlined in the RFP.

CGL Management Group • • 16

Lead Analyst

ROLLIN COOK

Staffing and Operations Analyst

BILL LAWHORN

Operations Analyst

GARY MOHR

Project Manager

BRAD SASSATELLI

Healthcare Consultant

KELLY COATES

Mental Health Consultants

DR. JOSEPH PENN

TONYA CAMPBELL

ORGANIZATIONAL CHART

CGL Management Group • • 17

Brad Sassatelli Project Manager

Brad is a Senior Vice President and Director of the Management & Operations division at CGL with 40 years of experience. He has outstanding knowledge of detention system standards and “best practices” and has experience assisting jurisdictions in implementing these standards. Brad has extensive experience analyzing the performance of detention systems and providing practical recommendations for their improvement. He has also developed short-term and long-term plans for state and local detention systems, and has strong knowledge of the interconnected processes within local criminal justice systems that can contribute to jail population growth. Brad has been involved in nearly every facet of detention management including serving as a senior administrator in several correctional centers and as the Chief Executive Officer of the Illinois Correctional Industries Division.

Iowa Institution Operations Review, Statewide, Iowa

Nebraska Department of Correctional Services Staffing Assessment, Lincoln, Nebraska

Minnesota Department of Corrections Staffing Analysis, St. Paul, Minnesota

South Dakota Department of Corrections Staffing Study, Various Locations, South Dakota

Nevada Juvenile Facilities Staffing and Cultural Review, Caliente, Nevada

Virginia Department of Corrections Security Staffing Assessment, Richmond, Virginia

New Jersey Department of Corrections Overtime Staffing Assessment, Trenton, New Jersey

Massachusetts Department of Corrections Sousa-Baranowski Staffing Analysis, Milford, Massachusetts

Georgia Department of Juvenile Justice Staffing Study, Atlanta, Georgia

Kent County Staffing Analysis, Grand Rapids, Michigan

King County Staffing Analysis, Seattle, Washington

Relevant Experience

Length of Service CGL since 2017 32 years with other firms

Education

• Bachelor of Science in

Economics, University of Illinois at Urbana Champaign

References Christopher Nichols Deputy Commissioner Massachusetts Department of Corrections 50 Maple Street Milford MA 01757 508-422-3495 Christopher.Nichols@doc.state.

ma.us

Jeffrey Smith Warden Berks County Jail 1287 County Welfare Road Leesport, PA 19533 610-208-4800 JSmith@countyofberks.com

Tomas P Fithian Senior Director of Correctional Operations State of Washington Department of Corrections 7345 Linderson Way SW Tumwater, WA 98501 360-725-8214 tpfithian@doc1.wa.gov

Lake County Jail Staffing Needs and Space Program, Waukegan, Illinois

Los Angeles County Detention System Staffing Analysis, Los Angeles, California

Bernalillo County Jail Staffing Study, Albuquerque, New Mexico

Milwaukee County House of Corrections Consulting Staffing Analysis, Milwaukee, Wisconsin

Miami-Dade County Department of Corrections and Rehabilitation Staffing and Operational Review Study, Miami, Florida

Maricopa County Four Public Safety Staffing Projects, Phoenix, Arizona

Marion County Jail Operations Analysis and Staffing Needs, Salem, Oregon

Chesterfield County Judicial and Correctional Staffing Analysis, Chesterfield, Virginia

Pinal County Jail Staffing and Population Assessment, Florence, Arizona

Tarrant County Staffing Study, Fort Worth, Texas

Nebraska Department of Correctional Services Healthcare Housing Program, Statewide, Nebraska

CGL Management Group • • 18

Rollin Cook Lead Analyst

Rollin is a Vice President at CGL with over 30 years of experience providing facility leadership in the public safety and corrections market. Rollin’s specific areas of expertise include facility assessment, new facility design, construction and transition, safety improvement, operational enhancement, leadership development, strategic planning, culture change, and staff engagement. Prior to joining CGL in his roles as Executive Director of the Utah Department of Corrections and Commissioner of the Connecticut Department of Corrections, Rollin managed large-scale operations and substantial budgets, overseeing thousands of employees and incarcerated individuals. He has led the construction and transition of state correctional facilities, implemented state-of-the-art jail management systems, and developed strategic solutions for correctional practice improvements.

Iowa Department of Corrections Operational Assessment, Statewide, Iowa*

Virginia Department of Corrections Security Staffing Assessment, Richmond, Virginia

Brazos County Detention Center Staffing Analysis, Bryan, Texas

Iowa Department of Corrections Operational Assessment, Statewide, Iowa*

Michigan Department of Corrections Operational Assessment, Statewide, Michigan*

South Dakota Department of Corrections Operational Assessment, Statewide, South Dakota*

Idaho Department of Corrections Operational Assessment, Statewide, Idaho*

New Jersey Department of Corrections Organizational Culture Review, Statewide, New Jersey*

Alabama Department of Corrections Operational Assessment, Statewide, Alabama*

North Carolina Department of Corrections Facility Assessment and Master Plan, Raleigh, North Carolina

New Utah State Prison, Salt Lake City, Utah*

Alabama Department of Corrections Elmore Prison Transition Services, Montgomery, Alabama

Rhode Island Department of Corrections Consolidation Study, Cranston, Rhode Island

Jackson County Detention Center Owner’s Representation, Kansas City, Missouri

Central Utah Correctional Facility Expansion, Salt Lake City, Utah*

Oxbow Jail Re-Open Minimum Security Therapeutic Facility, Salt Lake City, Utah*

Lancaster County Adult Detention Facility New Institution Transition Activation Training, Lincoln, Nebraska*

Ogemaw County Correctional Facility Transition Activation Training, West Branch, Michigan*

California Department of Corrections and Rehabilitation Transition Activation Training, Multiple Locations, California*

Georgia Department of Corrections Strategic Planning Implementation, Statewide, Georgia*

*Experience prior to joining CGL

Relevant Experience

Length of Service CGL since 2024 32 years with other firms

Education

• Master of Business

Administration, University of Phoenix

• Bachelor of Arts in Criminal Justice Administration, Columbia College

Professional Affiliations

• Member of Correctional

Leadership Association (CLA)

Correctional Association

• Member of Large Jail Network

– National Inst. of Corrections

References Bryan Collier, Executive Director Texas Dept of Criminal Justice PO Box 99 Huntsville, TX 77342 936-437-2101 bryan.collier@tdcj.texas.gov

Ryan Thornell, Director Arizona Department of Corrections Rehabilitation and Reentry 701 E Jefferson St., Phoenix, AZ 85034 602-542-5225 rthornell@azadc.gov

Kathy Kenney (Retired), Chief Counsel Federal Bureau of Prisons 343 Sweet Grass Way, Richmond, KY 40475

301-312-0220 kkenney4695@gmail.com

CGL Management Group • • 19

William Lawhorn CJM

Staffing and Operations Analyst

Bill is a Vice President with over 40 years of experience working in detention and correctional facilities. He has demonstrated expertise in correctional administration and management, security operations, policy development, long-term planning and implementation, design and construction, project management, emergency planning and management, as well as investigation techniques. Prior to joining CGL, William led correctional professionals in various jurisdictions, including the Vermont Department of Corrections; St. Lucie County, Florida; and Broward County, Florida.

Iowa Department of Corrections Operations Review, Des Moines, Iowa

Minnesota Department of Corrections Prairie Correctional Facility Needs Assessment, Facility Conditions Assessment & Staffing Analysis, Appleton, Minnesota

Nevada Department of Corrections Staffing Study, Statewide, Nevada

Georgia Department of Juvenile Justice Staffing Study, Atlanta, Georgia

New Jersey Department of Corrections Staffing Assessment, Trenton, New Jersey

Virginia Department of Corrections Security Staffing Assessment, Richmond, Virginia

St. Louis County Justice Center Operations Review, St. Louis, Missouri

Chesterfield County Staffing Study, Chesterfield, Virginia

Forsyth County Courthouse & Detention Staffing and Deployment, Winston Salem, North Carolina

Kent County Staffing Analysis, Grand Rapids, Michigan

Bernalillo County Jail Staffing Study, Albuquerque, New Mexico

Relevant Experience

Length of Service CGL since 2019 35 years with other firms

Certifications

• Certified Jail Manager

Professional Affiliations

Accreditation Commission

• FBI National Academy

Associates

• American Correctional

Association

• American Jail Association

References Luke E. Black, MBA, SHRM-SCP Asst Director of Human Resources Virginia Depart of Corrections 6900 Atmore Drive Richmond, VA 23225 804-887-7808 Luke.Black@vadoc.virginia.gov

Maj. Jim Pritchett Administrative Bureau Chesterfield County Sheriff’s Office P. O. Box 940 Chesterfield, VA 23832 804-318-8191 PritchettJ@chesterfield.gov

Randy Gibbs Deputy Director of Institutions Iowa Department of Corrections 512 E. 12th St Des Moines, IA 50319 712-830 5303 randy.gibbs@iowa.gov

Tarrant County Sheriff’s Department Staffing Study, Fort Worth, Texas

Fulton County Detention Center Staffing Analysis, Atlanta, Georgia

Atlanta Regional Youth Detention Centers (RYDC) Staffing Analysis, Atlanta, Georgia

Clayton County Detention Center Operational Review, Jonesboro, Georgia

Dallas County Facilities Master Plan, Operational Review, & Facility Conditions Assessment, Dallas, Texas

Perry County Prison Operations Review, New Bloomfield, Pennsylvania

Clinton County Prison Operations Review, Lock Haven, Pennsylvania

Riverside Regional Jail Authority Operational and Organizational Needs Assessment, North Prince George, Virginia

Rhode Island Department of Corrections Consolidation Study, Cranston, Rhode Island

North Carolina Department of Corrections Facility Assessment and Master Plan, Raleigh, North Carolina

Georgia Department of Corrections State Prison Facility Transformation, Statewide, Georgia

CGL Management Group • • 20

Gary Mohr Operations Analyst

In Gary’s 50 years in the corrections field, he has risen to become one of the most respected correctional leaders in the country. He began his career as a teacher in the Ohio Department of Rehabilitation and Correction, where he would go on to hold multiple critical posts including warden, head of the state youth prisons system, and eventually ascend to lead the agency as Director from 2010 through 2018. In that role, he transformed the system by improving security and developing and implementing innovative programs that better address the needs of incarcerated individuals. He is the recipient of the Francke Award for career achievement and the Clements Awards for correctional innovation from the Correction Leaders Association.

After retiring from Ohio DRC, Gary was elected as the 106th President of the American Correctional Association (ACA); the largest organization dedicated to establishing professional standards for jails, prisons, and community correctional programs. Gary has also received the E.R. Cass Award, which is the highest recognition granted by the ACA.

Iowa Department of Corrections Operations Review, Statewide, Iowa

Minnesota Department of Corrections Staffing Analysis, Statewide, Minnesota

Nevada Department of Corrections Staffing Study, Statewide, Nevada

Utah Department of Corrections Master Plan, Statewide, Utah

Georgia Department of Juvenile Justice Staffing Study, Atlanta, Georgia

North Carolina Department of Corrections Facility Assessment and Master Plan, Raleigh, North Carolina

Pennsylvania Department of Corrections Strategic Facility Planning, Statewide, Pennsylvania

Kentucky Pre-Adjudication Juvenile Detention Centers & Programs Assessment, Frankfort, Kentucky

Illinois Department of Corrections Master Plan, Statewide, Illinois

Relevant Experience

Length of Service CGL since 2021 47 years with other firms

Education

• Bachelor of Science, Ohio

State University

• Adult Education Graduate

Courses, Ohio State University

• Wharton School Executive

Program, Management Certificate

References Dr. Laurel Harry Secretary Pennsylvania Department of Corrections 1920 Technology Parkway Mechanicsburg, PA 17050 717-728-2573 lharry@pa.gov

Todd Ishee, Retired Director North Carolina Department of Adult Corrections 330-559-1332 ToddIshee@icloud.com.

Bryan Collier Executive Director Texas Department of Criminal Justice 209 West 14th Street 5th Floor, Price Daniel Building Austin, TX 78701 512-463-9988 bryan.collier@tdcj.texas.gov

Georgia Department of Corrections Facility Program Needs Assessment, Atlanta, Georgia

McRea Prison Facility Assessment, McRae-Helena, Georgia

St. Louis County Department of Justice Services Review, Clayton, Missouri

Ohio Department of Corrections Pickaway Correctional Institute Planning and Programming, Orient, Ohio

Ohio Department of Corrections Master Plan, Statewide, Ohio

Pennsylvania Department of Corrections Strategic Master Plan, Statewide, Pennsylvania

North Carolina Department of Corrections Recruitment and Retention Analysis, Statewide, North Carolina

North Carolina Department of Corrections Security Policy Study, Statewide, North Carolina

CGL Management Group • • 21

Kelly Coates Healthcare Consultant

Kelly is a graduate of the University of Texas at Austin where he received his bachelor’s degree and his master’s degree in business administration. In addition to operational roles, he has led Lean Six Sigma efforts, led the development of several support services initiatives within UTMB CMC to include the transition to digital radiology services, digital diabetic retinopathy scanning, and enhanced telehealth access to specialty clinics and physicians at Hospital Galveston. Kelly has also worked as an institutional sales representative at Pfizer pharmaceuticals as well as a Campus Director for a small technical college. Kelly is a retired Naval medical service corps reserve officer.

University of Texas Medical Branch Correctional Managed Care, Conroe, Texas Associate Vice President, Clinical Support Services: Responsible for ancillary services to include radiology, mammography, MRI, respiratory therapy, ambulance transport, optometry, physical therapy, occupational therapy, electronic medical records, and information technology for the state of Texas’ correctional care HMO, which is comprised of 120, 000 covered lives.

Responsible for leading quality and performance improvement, educational and certification activities and organizational development for an organization of 3,200 staff members and 85 locations.

ECPI College of Technology, Newport News, Virginia Responsible for leading a SACS accredited technical college campus with 450 students offering Associates and Bachelors degrees in information technology related fields.

Vermont Department of Corrections, Statewide, Vermont Review of staffing plans, organizational structure, pharmacy operations, and adherence to practice standards in the DOC’s delivery of care.

Relevant Experience

Length of Service With J. Allen Correctional Healthcare Management since 27 years with other firms

Education

• Master of Business

Administration, University of Texas at Austin

• Bachelor of Biology, University of Texas at Austin

References With J. Allen Correctional Susan Coleman, JD Partner Burke, Williams & Sorensen LLP scoleman@bwslaw.com 2513-236-2831

Marjorie Cisneros VP Inpatient Services UTMB Correctional Managed Care mmkovace@UTMB.edu 409-772-3460

Karl Becker Executive Vice President CGL Management Group kbecker@cglcompanies.com 217-414-9895

Georgia Department of Corrections, Statewide, Georgia Assisted the Georgia DOC with designing and retrofitting multiple facilities to better meet medical challenges and assisted in the design of bed capacity needs for infirmary, sheltered housing and geriatric patients.

California Attorney General’s Office (Medical Services), Statewide, California Correctional healthcare policy reviews, staffing analysis, standard-of-care practices, and sub- specialty care management.

Kentucky Department of Juvenile Justice, Statewide, Kentucky Part of a 5-member team assisting the state with an assessment of, and recommendations for, improvement of the state’s Juvenile Detention program.

CGL Management Group • • 22

Dr. Joseph Penn Mental Health Consultant

Dr. Penn has been on the leadership team at Correctional Healthcare Management since 2015. He has over 25 years of correctional healthcare experience. Joseph heads the mental health services working group. He is a nationally sought-after correctional healthcare consulting expert in local, state, and federal courts with extensive work in the states of California, Illinois, Vermont, Texas, and Arizona.

Joseph is a Clinical Professor in the Department of Psychiatry at the University of Texas Medical Branch - Correctional Managed Care (UTMB CMC). Bilingual and bicultural, Joseph is triple board certified in general, child and adolescent, and forensic psychiatry. He serves as the board liaison from the American Academy of Psychiatry and the Law to the National Commission on Correctional Health Care.

He was a past chairman for the Council of Children, Adolescents and Their Families.

Joseph is also the president of the Texas Society of Psychiatry Physicians.

Joseph has served as a consultant regarding correctional and non-correctional mental health care delivery and standards of care. He has published and presented on correctional healthcare and numerous law and psychiatry issues including seclusion and restraint; restrictive housing; psychotropic medications; telemedicine and telepsychiatry; transgender and gender dysphoria; access to mental health care in correctional settings; suicide prevention; violence risk assessment; and prediction of future violence. In 2005, he was named to Best Doctors in America.

University of Texas Medical Branch Correctional Managed Care, Conroe, Texas Dr. Penn is director of Mental Health Services for the University of Texas Medical Branch Correctional Managed Care program, which provides health care services in more than 100 adult and juvenile correctional facilities throughout the state of Texas. He is also a clinical professor in the UTMB Department of Psychiatry.

Committees

• Brown University Department of

Psychiatry and Human Behavior

• Brown University School of

Medicine

• University of Texas Medical Branch

Correctional Managed Care

• Academy of Correctional Health

Care Professionals

• American Academy of Child and

Adolescent Psychiatry

• American Board of Psychiatry and

Neurology

• American Academy of Psychiatry and the Law

Relevant Experience

Length of Service 33 years in the industry

Education

• MD, University of Texas

Medical Branch

• BS, Biology, University of the

Incarnate Word

Licenses

• Rhode Island Medical License

#8849

• Diplomate, American Board of Psychiatry & Neurology #43847

• Additional Certification, Child and Adolescent Psychiatry #4583

• Connecticut Medical License #36678

License #161086

• Additional Certification, Forensic Psychiatry #1438

• Certified Correctional Health

Care Professional (CCHP), National Commission on Correctional Health Care,

• Re-Certification, American Board of Psychiatry & Neurology #43847

• Re- Certification, Forensic Psychiatry, American Board of Psychiatry & Neurology #1438

Correctional Health Care

Children, Youth, and Families

• Rhode Island Department of Health

References Susan Coleman, JD Partner Burke, Williams & Sorensen LLP scoleman@bwslaw.com 2513-236-2831

Katherine Tebrock Vice President,…