September 29, 2026
Programming Correctional Facilities: What Agencies Need to Know Before Design Begins
Early Decisions About Operations, Staffing, Security, and Infrastructure Can Shape How a Correctional Facility Performs for Decades

Programming Starts With How the Facility Operates
A correctional facility may ultimately take shape through floor plans, but the decisions that determine how well it operates begin much earlier. Before design starts, project teams need to understand the people, policies, workflows, security requirements, and building systems that will shape daily operations.
Correctional facilities operate 24/7, serving populations with varying security, medical, mental health, and programmatic needs while supporting the staff responsible for maintaining safe and efficient operations. Bringing those needs together starts with programming.
No two correctional facilities operate exactly alike. Population characteristics, classification requirements, staffing resources, supervision, policies, and community needs can differ significantly from one jurisdiction to another. Programming defines those operational realities and translates them into requirements that can guide design.
What is the facility’s current average daily population, and how could that change over time? What classifications and special management populations must be accommodated? How, and at what level, will the facility be staffed? Which functions should be centralized or decentralized? What medical, mental health, treatment, visitation, and reentry services need to be supported?
The answers have direct implications for the physical environment. Understanding them early helps the project team design around how a facility needs to function, rather than forcing operations into spaces not designed to support them.
Translating Workflows Into Space
Once operational policies and requirements are established, programming examines how people and activities move through the facility. The goal isn’t to draw the floor plan at this point; it’s to understand what that floor plan needs to accomplish.
Intake and booking provide a clear example. Individuals may move through secure vehicle transfer, search and property collection, identification, medical and mental health screening, classification, interviews, and temporary holding. At the same time, correctional staff, medical personnel, law enforcement officers, and others may need to move through the same general area.
Each interaction introduces considerations regarding separation, supervision, security, privacy, and efficiency. Mapping these workflows helps the design team understand how people move through the facility and how spaces need to connect. This informs department adjacencies, secure circulation routes, control point locations, and the separation of different populations to reduce conflicts.
Housing operations require the same level of analysis. Supervision models, staffing levels, housing unit sizes, sight lines, and the delivery of meals, recreation, medical care, programming, laundry, and visitation all influence the housing environment.
Connecting Security, Engineering & Architecture
In a correctional facility, architecture, engineering, and security are closely connected. Decisions about one can directly influence the others, making early coordination essential.
Door controls, intercoms, video surveillance, access control, duress systems, communications networks, and control rooms affect space, power, cooling, equipment locations, network infrastructure, sight lines, and maintenance access.
Mechanical, electrical, plumbing, fire protection, life safety, and building automation systems carry similar operational implications. Because correctional facilities cannot simply shut down when a critical system fails, programming identifies emergency power requirements, redundancy, backup systems, cooling needs, secure utility access, and areas requiring continuous HVAC operation.
Early coordination also creates opportunities to prepare for growth. Future doors, cameras, security devices, housing units, or program spaces can place new demands on building systems. Considering those possibilities during programming can help preserve the facility’s ability to adapt without requiring significant modifications to core infrastructure.
Preparing for Change While Maintaining Operations
Flexibility is a critical component of long-term correctional facility planning. While today’s operational requirements may drive current decisions, future needs are rarely the same. Population trends, staffing models, technologies, and rehabilitative programming can all change over the life of a facility.
When renovations or modernization projects are required, agencies face an additional challenge: maintaining safe, secure operations during construction. Temporary housing arrangements, phased occupancy, utility coordination, contractor access, and security protocols must all be carefully planned.
By considering these operational realities early, project teams can assess the feasibility of renovation, reduce risk, and create facilities that remain effective and adaptable for decades to come.
Turning Operational Needs into a Program of Requirements
The information gathered during programming ultimately becomes the program of requirements (POR), which serves as a bridge between operational needs and design. A POR turns conversations about how a facility needs to operate into a road map for how it should be designed.
A strong POR goes beyond a list of rooms and square footage. It documents functional requirements, operational relationships, adjacencies, technical needs, planning assumptions, and space attributes so architects, engineers, security consultants, estimators, owners, and other stakeholders can begin design with a shared understanding of how the facility must perform.
Key programming decisions should be validated throughout the process. Input from owners and stakeholders helps refine workflows, housing mixes, staffing assumptions, control points, technical spaces, and other critical decisions before they are finalized. This collaborative approach is common across successful justice facility projects.
Changes made during programming can often be addressed before significant design efforts have been invested. The same changes identified later during design or construction can become considerably more complicated and costly.
Building for Long-Term Performance
Successful correctional facility design begins well before the initial floor plan. The goal is not simply to define what spaces a facility needs; it is to understand how those spaces, systems, and people must work together.
By examining population and classification, staffing, workflows, housing, supervision models, security technology, engineering infrastructure, phasing, and future needs during programming, project teams can establish a stronger foundation for the design
When operations inform design from the start, the result is more than a well-planned building. Correctional facilities are better positioned to support safe, efficient operations while adapting to changing needs throughout their service life.
Whether planning a new facility, expanding capacity, or modernizing existing infrastructure, investing time in programming can help reduce risk and build a stronger foundation for long-term success.
On-Demand Webcast
Whether planning a new facility, expanding capacity, or modernizing existing infrastructure, investing time in programming can help reduce risk and build a stronger foundation for long-term success.
Programming Corrections Facilities: From Operations to Design
Meet our experts
Tom Pilson
Principal, Justice Market Leader

Tom Pilson has more than 30 years of experience in justice facility operations, security, and design. A former chief of security, he brings firsthand insight to create secure, efficient, and resilient facilities.
Tom Pilson
Principal, Justice Market Leader
Tom Pilson has more than 30 years of experience in justice facility operations, security, and design. A former chief of security, he brings firsthand insight to create secure, efficient, and resilient facilities.

Tom Pilson
Principal, Justice Market Leader

Tom Pilson has more than 30 years of experience in justice facility operations, security, and design. A former chief of security, he brings firsthand insight to create secure, efficient, and resilient facilities.
David McRoberts, CPP
Principal Advisor, Justice Systems, Operations & Public Safety

Dave McRoberts is a retired sheriff’s department captain and large-jail administrator who now advises on justice systems, operations, and public safety infrastructure, bringing real-world expertise to facility planning and design.
David McRoberts, CPP
Principal Advisor, Justice Systems, Operations & Public Safety
Dave McRoberts is a retired sheriff’s department captain and large-jail administrator who now advises on justice systems, operations, and public safety infrastructure, bringing real-world expertise to facility planning and design.

David McRoberts, CPP
Principal Advisor, Justice Systems, Operations & Public Safety

Dave McRoberts is a retired sheriff’s department captain and large-jail administrator who now advises on justice systems, operations, and public safety infrastructure, bringing real-world expertise to facility planning and design.
Seok Jung, RA, Assoc. DBIA
Architectural Principal Project Manager

Seok Jung has more than 25 years of experience leading complex public-sector projects. His expertise spans civic, institutional, and justice facilities, with a focus on multidisciplinary teams and project delivery.
Seok Jung, RA, Assoc. DBIA
Architectural Principal Project Manager
Seok Jung has more than 25 years of experience leading complex public-sector projects. His expertise spans civic, institutional, and justice facilities, with a focus on multidisciplinary teams and project delivery.

Seok Jung, RA, Assoc. DBIA
Architectural Principal Project Manager

Seok Jung has more than 25 years of experience leading complex public-sector projects. His expertise spans civic, institutional, and justice facilities, with a focus on multidisciplinary teams and project delivery.
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David McRoberts, CPP

Thomas Pilson






