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«Community-Based Correctional Centers Public-private partnerships that put you in the driver’s seat Dear Reader, It gives us great pleasure to ...»

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Community-Based

Correctional Centers

Public-private partnerships that

put you in the driver’s seat

Dear Reader,

It gives us great pleasure to introduce you to the Molasky Group of Companies. Our

mission is to pursue excellence in real estate development through collective efforts

that create extraordinary value for our clients and their communities.

Our firm has more than 60 year experience building social infrastructure. Our brand

is built upon an uncompromising commitment to quality, integrity and respect to the people that we work alongside of, the resources that we use and the clients which we serve.

Today, The Molasky Group continues the brand, and applies its principles and practices to design, build, finance and lease-to-own projects for local, state and federal agencies.

We provide strategic vision, leadership and creativity to design, build and finance real estate developments. Our Public Private Partnerships (3-P approach) deliver welldesigned, well-built and well-financed facilities across the spectrum, from correctional centers to law enforcement complexes.

And it is our strategy to provide a continuum of build-to-suit and financial services that meet the public need for social infrastructure while optimizing capital assets for decades to come.

Our 3-P approach is beneficial because the project is competitively bid and the private sector handles financing and project costs during the construction process.

Moreover, the 3-P approach transfers a significant amount of project delivery risk to the private sector, including but not limited to: appropriations risks, design risks and construction risks.

Our company has considerable expertise in designing, financing and building correctional, detention and reentry facilities and we welcome this opportunity to show you what we can do for you and your community.

Very truly yours, Richard S. Worthington President & Chief Operating Officer Public Private Partnerships An effective system to meet the need for community correctional facilities Programming Operations Casa Grande Reentry Center Classroom Family Interaction Medical 48-bed Dormitory Dormitory Our Mission The mission of The Molasky Group of Companies is to offer Public Private Partnerships to local and state government agencies to design, build, finance and lease-to-own correctional facilities in order to meet public safety obligations.

Our Proposal The Molasky Group of Companies proposes to local governments a plan to design, build, finance and lease-to-own communitybased correctional facilities. It is designed to help reduce prison overcrowding and provide a cost-effective alternative to prison that also works to reduce recidivism.

The facilities will be located on property either acquired by the developer or as offered by a city, county or the state for that specific purpose. The Correctional Centers will be specifically designed to provide secure housing, program space to manage and treat offenders as prescribed by the government agency responsible for the facility.

As required, non-violent, non-sexual offenders will be classified and assigned to the county of their commitment and receive appropriate level of supervision, programming and care for the eventual release back into their community—reunited with their families and onto a path to become law-abiding citizens.

Why Community Supervision/ Reentry Works The Molasky Group of Companies and its team are enthusiastic about the community correctional facility concept design and its place in the correctional spectrum.

Community-based reentry centers offer a balance to the correctional system. They are good options for placement of offenders serving sentences for non-violent, non-sexual offenses or requiring return to custody for re-adjustment.

Offenders can accomplish their transition goals more effectively in community centers designed for that specific purpose. Community reentry centers provide an environment apart from the requirements of long-term, higher-custody level offenders and institutions.

Community reentry centers offer programs and supervision of offenders during the critical time prior to being released or returning to custody for adjustment that ensures a safer community for all.

The success rate of offenders released from correctional institution supervision is greatly enhanced when they participate in pre-release programs with supervision. This is predominantly true when programs are offered in facilities that are designed for the specific purpose of community release.

Community/Reentry Centers are cost effective and efficient The cost of housing offenders in community-directed facilities is far less than hard-bed facilities. In an orderly and program-active community facility the emphasis is on programming—positive behaviors are expected and rewarded and the philosophy of enlightened discipline mitigates litigation and improves the success rate of released offenders achieving correctional goals and greatly reducing the long-term costs.

About the Facilities The Community Correctional Centers will provide the essential security and programming services for housing the non-violent offenders within the community from which they were sentenced. The center design will provide for a wide array of services that include, but

are not limited to the following:





• Reception/Intake/Release • Security: direct and indirect applications • Medical /Mental Health Services • Food and laundry services • Treatment, education/vocational life skills development/employment center with kiosks to help residents search for employment opportunities • Indoor and outdoor recreation • Living Units—Segregation/Holding and General population • Video and contact visitation • Video court (selective) • Day reporting unit adjacent to the facility General Housing can consist of pods for up to 64 inmates with 4-person mini-dorms equipped with sinks, vanities, beds, lockers, and desks.

Design provisions will allow for unit management—security/case management personnel who are assigned to supervise and assist the inmates. Additionally, the units will be equipped with appropriate technology allowing the flexibility for direct or indirect supervision. Unit management staff will have offices in the units to ensure accessibility and open communication.

A combination of secure rooms will be provided for those who require a secure environment from the general population. Rooms in the secure unit will be self-contained and provide beds, stool and sink.

The population will have an environment operationally efficient, safe, consistent and structured while maintaining secure operations and programming prescribed by the controlling agency.

The building design supports sequenced housing units that allow inmates to move through a program based on the levels of readiness and classification. The initial intake will be a reception center for screening of the inmate.

Each design is flexible and will address the needs and philosophy of the county which is providing the custody/care of that specific inmate being incarcerated in the facility. Facility design will meet all California and local building codes, including ACA standards.

Design 1:

Build-to-Suit Correctional Campus Administration and Multipurpose Facility This new correctional campus will be operationally efficient and provide services while maintaining secure operations. While conveying an appropriate image as a civic building, this facility will blend into the community context employing building scale, massing, material selection and landscaping that is harmonious and supportive of community design guidelines.

Reentry Housing 4-bed dormitory rooms 52 beds per floor x 8 = 416 beds 7,280 square feet each unit x 8 = 62,560 total square feet

Design 2:

Flex Space Correctional Campus Utilizing pre-existing warehouse or “flex space” buildings offer a cost-effective alternative solution to developing new buildings. Flex buildings can be easily divided into relative spaces. Typically one or two stories, flex buildings are designed to look like office structures from the outside, with details like finished facades, large windows, landscaped grounds and sufficient parking.

Traditional flex spaces also have high ceilings, floors that can hold heavy loads and loading docks.

Flex Space Floor Plan Administration Medical Food Service Management Chapel Recreation Team Credentials The Molasky Group of Companies is in a partnership with a premier team of professionals who have wide-ranging expertise in California and are nationally recognized for their model facility designs and ability to network within government community agencies. The Molasky Group of Companies is delighted to introduce you

to their leadership team:

Developer

The Molasky Group has a 60 year history of building social infrastructure. Its latest projects include the Casa Grande Reentry and Transitional Center for the State of Nevada, Department of Corrections. The 400-bed facility for non-violent offenders is located in an urban setting and provides programming to support an inmate’s reentry to society with the intention to reduce recidivism. Inmates pay for a portion of the facility’s cost On behalf of Clark County, Nevada, The Molasky Group completed a 1078-bed Detention Center to ease overcrowding in the main facility. This facility was built ontime, on-budget and without one change order to the client.

During these trying economic times, when there seems to be no solution, The Molasky Group can show you models that agencies are using today to get correctional facilities built.

The Molasky Group of Companies team:

–  –  –

For more than 50 years, Irwin Molasky has played a significant role in the phenomenal growth of the Las Vegas valley. As Chairman of The Molasky Group of Companies, he has been an innovator in the creation of much of the Las Vegas skyline.

In a city where being bigger, better and first are paramount, Molasky is known as a trendsetter. He and business partner Merv Adelson were responsible for the city’s first private hospital, the 688-bed Sunrise Hospital Surgical Center & Medical Center, which now has 28 operating rooms and a nationally renowned neo-natal unit; Paradise Palms, the area’s first master-planned community, which captured national honors; seven golf courses and their communities; thousands of apartment communities; the first high-rise office building in downtown Las Vegas, Bank of America Plaza; and designed and developed the state’s first and largest enclosed shopping mall, the 1,350,000-squarefoot Boulevard Mall. In addition, Molasky brought many new nationally known “bigbox” retailers to Nevada such as Best Buy, Borders Books and Barnes & Noble.

He ignited the luxury high-rise condominium market with Park Towers at Hughes Center, which Town and Country named “one of the five best buildings in the United States.” Most recently, Molasky set the tone for sustainable development with Las Vegas’ first and largest LEED certified Gold building, the 17-story Molasky Corporate Center, home to the Southern Nevada Water Authority.

A true community leader and entrepreneur, Molasky has made a number of influential contributions to Nevada, including building the state’s first hospice, The Nathan Adelson Hospice, that serves the terminally ill and their families, regardless of their ability to pay. He and Merv Adelson were key figures in the development of the University of Nevada, Las Vegas through a donation of 45 prime acres of land at Flamingo Road and Maryland Parkway. Molasky also helped to locate McCarran International Airport at its current site and assisted with the land purchase for the Las Vegas Convention Center.

In 1981 Molasky formed and became Founding Chairman of the UNLV Foundation, which to date has raised more than $700 million to provide support for students and faculty. He serves on the Board of the Future for the National Judicial College in Reno.

Molasky was a founder and served as an Officer of the Board of Directors of Lorimar Entertainment, a conglomerate of television, broadcasting and print media.

Molasky was featured in the book “The First 100,” the Las Vegas ReviewJournal’s award-winning collection of biographies profiling 100 people who shaped Southern Nevada. He has been honored by the Lied Institute for Real Estate Studies and was recently inducted into the Nevada Business Hall of Fame. In 2009, the University of Nevada, Las Vegas, conferred upon him the honorary degree, Doctorate of Humane Letters.

Richard S. Worthington President & Chief Operating Officer Mr. Richard Worthington has served as president & chief operating officer for Paradise Development Company and The Molasky Group of Companies since 1998. Worthington is responsible for providing leadership and management to the overall operations of this highly diversified and prolific family-owned real estate firm that has been at the forefront of southern Nevada’s growth for nearly sixty years. During his tenure as president of the company, Molasky has initiated or completed construction on nearly $1 billion in projects including: 2,700 apartments, 1.5 million square feet of retail, 500,000 square feet of office, the 84 unit, $145 million Park Towers luxury condominium project, the 285,000-square-foot, 17-story Molasky Corporate Center—Nevada’s largest LEED Gold certified office building, $40 million in aviation facilities, the State of Nevada’s first 400-bed re-entry facility for the Nevada Department of Corrections, as well as the recent completion of a 1,078-bed detention center which the company leases to Clark County. Worthington oversees a diversified portfolio of real property and various joint ventures with strategic partners. He has worked with the Molasky family for more than seventeen years on various projects, including serving for six years as senior vice president, and later, president of Ritter Ranch Co., an affiliated company to Paradise Development and the developer of an 11,500-acre, 7,200-unit master-planned community located in north Los Angeles County.

Prior to relocating to Las Vegas, Worthington owned an independent real estate consulting firm based in Los Angeles. Some of his former notable clients included Robert E. Peterson/Peterson Publishing; Bankers Trust Co.; CalPERS; Merv Adelson;



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