The corrections industry is characterized by statistics—whether about recidivism, overcrowding, or, a primary concern and the subject of this article, turnover in staffing. Turnover is a concern throughout the entire facility, whether that’s nursing staff, program staff, or corrections officers. The numbers don’t lie: Recent surveys of the Correctional Leaders Association report corrections officer turnover rates in the 20-30% range annually, and nearly 50% of officers leave their jobs before five years. For comparison, construction and manufacturing jobs typically report just 10% annual employee turnover. There’s no mystery why: COs have the most direct exposure to the incarcerated population, and the work can be extremely psychologically and physically challenging.

Through our collective decades in both leadership and frontline roles in the corrections industry—Dean’s experience in Colorado and Alaska Departments of Corrections, Nick’s in Canadian corrections facilities—we’ve learned some hard-fought lessons in what works, what’s possible, and what approaches in corrections are just plain wrong. One thing we can agree on: facilities where safety is at risk, where staff and incarcerated people alike exist in a culture of fear and danger, are inherently dysfunctional. Those environments set everyone up for failure.

Technology, however, when deployed correctly, can flip that script. Instead of developing yet another headcount protocol or accepting that volatility is just the “nature of the job,” we’ve found that applications of technology in the right place, with the right training and education, and at the right time can genuinely improve safety outcomes for all. Improving the safety conditions in facilities leads to generally better working conditions and culture shift—and maybe even lower rates of staff turnover.

Corrections Technology and Life Safety Practices

Technology and life-safety practices in corrections facilities run the gamut from security cameras to the physical presence of corrections officers to lockdown procedures. Their goals are the same—maintain order, promote safety, deter or end conflict—but they have limitations. For example, while hand-counting incarcerated individuals provides an opportunity for COs to check in on the safety and wellness of the inmate population, these hand-counts can be time-consuming, inefficient, and, frankly, degrading to staff and inmates alike when attempting to develop a “normalized environment”. Gaps in coverage and security can be exploited. And treating all inmates, regardless of good behavior, the same, and expending the same amount of resources and energy for everyone, even when individuals exhibit positive behavior, is a mental and physical drain on all staff.

These generalized practices can also perpetuate unhealthy dynamics. Incarcerated people will see no benefit in exhibiting “good” or positive behavior if the treatment is the same regardless of behavior. Staff continuously exist in a stressful, challenging work environment. So, what’s the solution?

Using Technology to Turn Down the Volatility and Address Safety Concerns

Physical safety of staffers and inmates is of the utmost concern, and in unpredictable or challenging environments, tensions can run high. Staff may be concerned about being physically assaulted, and may also be concerned about their efforts to de-escalate situations being misconstrued. This can worsen adversarial relationships between incarcerated populations and COs.

Harkening back to the dynamic described above—with no or low incentive for the incarcerated population to behave well, and no standardized ability for COs to adjust approaches to discipline or reward, unhealthy patterns are perpetuated. The right technology can change that.

Monitoring on an individual basis through systems like Actall’s Real-Time Locating System, rather than creating blanket punishment-and-reward approaches for all inmates, means that inmates are incentivized to improve behavior. Rewards for that improved behavior could result in monitoring with a “loose leash” approach for individuals who present with a lower risk. This can allow for inmates to self-escort to programs out of living units and access to fresh air programs with minimal direct supervision. Or, allow inmates access to daily work and education programs that can mimic life in the world outside the walls of the facility.

This RTLS technological approach can monitor and effectively maintain security and protection of the incarcerated community while significantly enhancing staff safety within the facility. Corrections officers have a better understanding of inmates, trust is built, and the volatility is dialed down. Improvements like this build that positive space don’t just help retain staff, although that is a major benefit—they can result in major culture shifts that everyone, from administrative professionals to the incarcerated population, can benefit from.

New Frontiers in Staff Safety—And Major Culture Shifts in Facilities

Coverage, monitoring, and accountability systems lead to less stress, tension, better safety outcomes, and higher staff morale. With technology systems like Actall’s, there is a sense that your back is covered and that, no matter where in the facility or what is happening, reaching out for help is fast and simple.

We’ve seen staff at facilities initially chafe at the idea of scaled-up “tracking or monitoring” technology, but once the system is installed, the benefits in a life safety system quickly replace any concerns around being “babysat.” When it’s clear to all—COs and inmates alike—that the ability to improve safety, reduce stress and create a normalized environment, that good behavior for inmates is being noted and will be rewarded, and that violent or unsafe behavior will be quickly responded to with sanctions, the overall mindset may begin to shift. This approach will also allow staff to feel in control and be empowered when dealing with inmate behaviors, supported by their supervisors in decision making outcomes—whether that’s enforcement of sanctions in cases of negative behavior, or being armed with behavioral data to support an inmate moving from a higher-security environment to a more moderate one.

Culture shift can look like a lot of things, depending on the facility. For example, better relationships can arise between all corrections staff or administrative professionals and those in their care. Or, maybe the shift in behavior change exhibited by inmates’—behaviors that can also lead to better outcomes outside the walls of a correctional facility. And overall, the culture shift can reduce stress, tension and create more positivity in the workplace, leading to better staff morale and improved staff retention. Suddenly, corrections officers aren’t going into battle against an “unruly” population of incarcerated individuals; instead, staff take an active, hands-on “case management” role, building positive relationships with inmates, improving day-to-day interactions, and helping inmates to develop positive, prosocial behaviors. This is what a career in corrections can be: positive workplace interactions, a normalized environment, and staff who look forward to coming to work.

Future articles will explore the huge downstream benefits for individuals, families, and communities when the corrections environment shifts from a culture of punishment to one of rehabilitation.

DENVER, CO, UNITED STATES, June 30, 2025 — Actall Corporation today announced the release of HubSens 5.0, the latest version of its real-time location engine, now with full support for Bosch Security Escort field hardware. This new release enables control, telemetry, location processing and publishes results using the existing Bosch Security Escort remote control protocol—making it possible to extend the life of deployed Bosch systems with modern software support. HubSens 5.0 was developed after lengthy interviews with Security Escort installations to determine their pain points and triage that listing into real priorities.

“Many institutions still rely on Security Escort systems for staff safety and asset tracking, but the original software platform is functionally stranded on obsolete versions of Windows,” said Bob Hampe, President & CEO of Actall Corporation. “With HubSens 5.0, our team has delivered a path forward for Security Escort installations—allowing these legacy systems to operate securely and efficiently well into the future, and now offering our clients the option to adopt it through a feature-rich, streamlined subscription model.”

HubSens 5.0 is a headless, Linux-based appliance that now serves as a full drop-in software replacement for Bosch’s original Security Escort interface, which requires Windows 8 or Windows Server 2012—both no longer supported by Microsoft. By leveraging Actall’s open platform architecture and advanced location processing algorithms, existing customers can modernize operations without replacing hardware infrastructure.

The new Bosch driver enables HubSens to:

1. Remotely control Security Escort transponders and receivers
2. Read and interpret device telemetry
3. Generate accurate real-time location estimates
4. Publish events to third-party interfaces via a standards-compliant OpenAPI stream

As with prior releases, HubSens 5.0 is fully compatible with PrismUI, Actall’s Windows-based administration tool. PrismUI enables site personnel to manage devices, generate reports, configure alarms and notifications, and integrate with I/O systems—delivering a rich ecosystem for operational continuity and future system expansion. With this release, HubSens is now also available in an on premise subscription model, giving organizations flexible options to license the technology as a managed service. Subscriptions are available in three- and five-year annual terms, providing a predictable cost structure and continuous access to support, updates, and upgrades.

About Actall Corporation
Actall Corporation is a leader in real-time indoor positioning systems for complex, high-security environments. From correctional facilities to behavioral health centers, Actall specializes in deploying reliable location-based intelligence in the most challenging settings. Actall’s Atlas RTLS platform enables accurate tracking for staff, residents, assets, and workflows—enhancing safety, efficiency, and accountability.

About Rakana Technologies
Rakana Technologies, Inc. is a technology holding company focused on IoT, indoor positioning, and enterprise workflow solutions. Rakana subsidiaries include Actall Corporation, Actall Australia, DataByx, and Kiasm.io.

Forward-Looking Statements
Certain statements in this release may be considered “forward-looking statements.” These are subject to risks and uncertainties that could cause actual results to differ materially, including economic conditions, regulatory changes, and performance of future integrations or deployments. Actall and its affiliates disclaim any obligation to update such statements unless required by law.

By Nick Liantzakis

Anyone who has any experience in the workforce—from entry-level to executive roles—knows there are multiple types of change in the workplace, and each poses its own set of challenges.

There are internal changes, like restructuring, new divisions popping up, hiring, process changes, focus shifts in the organization, or change at the very top.

Not to be outdone, changes made outside of your organization include policy change at the local, provincial or state, federal level; funding concerns; market demand for services; or new technologies to implement.

With this variety of change, it’s a wonder anyone can get anything done. That’s where good leaders step in and thrive, though. As a leader, it’s your job to absorb the bulk of the change and act as a bulwark for your staff.

When uncertainty reigns, keeping a straight face to reassure your staff can go miles. Emotions and vulnerability certainly have their place, but when staff need reassurance, they’ll look to you for strength.

In the corrections industry, we’re professional observers. Those of you in corrections know exactly what I’m talking about: It’s hard to turn off the instinct to observe, understand, and anticipate—even when you’re in the grocery store or trying to watch your kid’s hockey game. So, it follows that in times of stress or in times of calm, your staff is looking at you and observing your behavior just as much as you’re looking at theirs. The way you carry yourself is just as important as the words you use to reassure your staff.

However, it doesn’t take vigilance at the level of a corrections officer to understand when a leader is trying to hide something. If your staff can learn to see you as a straight shooter—calm in the face of uncertainty—you’ll avoid a lot of additional stress (on their part and yours).

Information vacuums are breeding grounds for workplace issues

Uncertainty and change are unsettling in the workplace. These twin issues can cause problems with morale, focus, retention, and more. One example from my career: we were building a major new corrections facility in northern Canada. When staff saw that we were implementing a stop-gap measure before construction was complete, they assumed we were using the stop-gap measure as a replacement for the final product. The rumor mill started swirling, and it took an in-person visit to address the rumors and provide reassurance. That trip was well worth it, though. Staff accepted our rationale, and work continued unimpeded—no more rumor mill.

Leaders should also encourage open channels for feedback, allowing others to voice concerns and suggestions. Check in with front-line supervisors to get a temperature check on how staff are feeling, thinking, and what, exactly, they’re concerned about. Your efforts will not be worthwhile if you spend time explaining away a problem that nobody is concerned about. Get to the root of it. It’s not just about providing information. What is being said by the masses is more important, and it creates the framework for your response.

Leading when there’s no news—or only bad news—to share

Every leader will be faced with delivering bad news, or delivering news that’s inherently dissatisfying. In times of constant change, communication must be clear, consistent, and transparent. Regularly updating stakeholders on progress, challenges, and next steps ensures alignment and minimizes confusion.

If you’re not sure what the outcome of a trade policy shift will be, or how the new CEO wants to restructure one of the company’s divisions, or if a pinch in a supply chain will impact a major project’s outcome, the best thing to do is to speak up and get the conversation going with your staff before things can start to fester. Get clarity from front-line people on their concerns, and work to address them.

Each workplace is different, but providing a range of options for staff to voice issues or gain clarity can be effective. Maybe you have a small group, and they’re comfortable with one another. An all-hands or town-hall-style meeting might be the perfect fit. For larger or dispersed staff, or staff that may not be as eager to speak up about a particular topic, consider question-and-answer submissions which can then be addressed in a group setting. Chances are, if one person is asking, it’s on another person’s mind, too.

And, above all, when there’s something to share, don’t hesitate to share it. Make a regular habit of checking in via email to share updates or, at the very least, letting people know you’re continuing to work on getting answers.

In an information-scarce space, you must be as honest with your audience as you are with yourself. Guesswork is a bad road to take. What-ifs will stir up more stress and anxiety. Keep it close: “We don’t know what’s going to come, but we know what’s in the near future. Let’s tackle this one step at a time.”

In times of change, leaders must make tough decisions, often with incomplete information. While decisiveness is crucial, it should always be paired with a growth mindset—an openness to learning from mistakes and adjusting strategies as needed.The fear of making mistakes is often what holds us back. But, with that in mind, making the best decision possible with the information that is available at the time is the best you can do.

This fosters connection, trust, and faith in you as a leader. This will come in handy the next time there’s change—you can count on it.

Building a culture of trust

Trust is the foundation of successful leadership. During periods of constant change, maintaining transparency, openness, and integrity builds trust with your team.

A trustworthy leader shows consistency in their values and actions, even when adapting to new situations.

And as a leader, your resilience and persistence matter. Change can often be difficult and met with resistance. Resilience and persistence are necessary to push through challenging times while maintaining morale and momentum. Celebrate small wins to keep morale high and recognize the effort involved in overcoming obstacles.

In an era of constant change, leadership is about more than just managing transitions and issues. It’s about inspiring others to embrace change, fostering resilience, and ensuring that the organization remains focused on its long-term goals despite immediate challenges. Constant leadership requires adaptability, emotional intelligence, and the ability to bring people together under shared values and vision, even as the world around them is constantly changing.

About the Author

Nick Liantzakis is a corrections industry expert with 35 years of experience spanning frontline client engagement, tactical training, institutional management, electronic security project implementation and major capital delivery. His career began in the late 1980s with frontline experience and operational management, including senior administration, working in medium- and maximum-security environments. After many years as a member of a tactical team, Nick transitioned into management roles, where he leveraged his lived experiences as a correctional officer to develop and manage high-functioning professionals, effective teams in a variety of corrections environments.

Aided by his depth and breadth of management experience, and with an eye on the untapped staff safety and wellbeing benefits that electronic security systems could provide, he then transitioned into a role managing a high-functioning team and delivering a large capital portfolio of new facility construction projects. Using novel strategies, based on principles of democratic leadership, Nick has facilitated the successful implementation of many complex projects within the correctional environment. With his passion for improving the extremely challenging and underacknowledged corrections industry, Nick is now focused on sharing his experience, knowledge, and expertise with the next generation of corrections leaders.

In his free time, Nick enjoys curling, golfing, fishing, and spending time at his family’s extended home in Northern Ontario.

By Nick Liantzakis

No matter where you are in your career, I’d bet you can think of a manager (or two) who just didn’t “get” it. Wasn’t plugged into frontline employee needs, didn’t enact meaningful changes, maybe even actively created a hostile, burnout-prone environment. 

If you’re like me, those experiences weren’t necessarily all bad. They were draining, sure. They were frustrating. But ultimately, at least for me, they were motivating. Seeing dysfunction in the  workplace and the obvious shortsightedness of managers, I made a promise to myself that someday, I’d be the manager I would want to have. 

Years later, I got my chance. But it wasn’t without some necessary introspection. Just as in my recent article, in which I explored the benefits of collaboration in creating better project outcomes, I can say confidently: there is discomfort in bucking the norms, and it requires commitment. 

In this article, I hope to share what I’ve learned in my career and in my development as a leader. Whether you’re new to leadership, a seasoned pro, or aspiring to a front-office job someday, I think everyone can benefit from learning a bit about themselves and their leadership style. Let’s dig in. 

First up: What’s a leadership style? 

Throughout this article, I’ll be referencing leadership styles. Put simply, a leadership style is how a leader or manager behaves, and how they guide, motivate, and manage others. Leaders can be excellent delegators, or they can be strategic top-down commanders, or they can loop in disparate groups, or they can act in the “servant leader” role. There are a lot of ways to behave as a leader. 

There’s rarely one “true” leadership style that rings true throughout someone’s career. So much of a leadership style is dependent on the field, the role, the number of direct reports, and so on. Near the end of the article, you’ll find some helpful links that go into each of the most common leadership styles—resources that I hope will help you as you explore how you show up as a leader, and what traits you’d like to emphasize. 

Take stock of what’s in front of you

For those who are in management, I’d recommend starting with the question: How did I get here? Why was I attracted to being a leader? Pay and praise are at the top of the list for a lot of people, but from what I’ve learned, there is almost always something deeper, too. Again, maybe you saw poor examples of leadership. Or maybe you had examples of great leaders in your life and sought to emulate them. 

For those who want to get into leadership, explore why. What motivates you? What are the unique traits that set you apart and could help you lead others effectively? 

Ultimately, developing—or further developing—your leadership style means taking a close look at what makes you tick, and why.

In any case, it’s important to note: Understanding your management or leadership style isn’t a one-and-done activity. We evolve with different roles, with different life events, and even as we get more years of leadership under our belts. Your leadership style will probably even change based on what issue you’re facing! But there are common threads you can identify. 

With all that said, take some time to think about the following:  

• How did I react to a recent critical situation or issue in the workplace? Was it effective? Would I have changed anything about it? 
• Which leaders do I admire? Why? 
• How do those I lead see me? 
• Would I want to be managed by myself? 
• Who do I observe silently and learn what to do and what not to do?

Get ahead of the curve

There are both personal and practical reasons for getting in touch with who you are as a leader and ultimately identifying your leadership style. I’ve found that it’s the lack of self-awareness that can cause trouble. That is to say, if you’re not aware of your leadership style, you may not be aware of problems brewing in the background. This is especially relevant in high-stakes or intense environments, like corrections. 

Again, some introspection: Do you build up walls and fortifications around managerial and administrative decisions and activities? That may cause fear or nervousness in direct reports or frontline people when it comes to speaking up about potential issues before they balloon into big problems. 

I am not suggesting you change who you are and how you lead entirely. But if you suspect that leading with a firmer hand means staff may not be comfortable bringing up issues of potential importance, brainstorm ways to facilitate that knowledge-sharing. If you gain a reputation as a leader who can identify potential issues before they become big problems, that’s a net positive. The same is true in the other direction, though. If your frontline staff are utterly unsurprised when an issue spirals out of control, it means they knew something you didn’t—and it may mean they didn’t think it was worth sticking their necks out to tell you. 

Putting it into practice

Ready to get started? The resources below are excellent starting-points for identifying, empowering, and enhancing your leadership style. 

• Idealist.org: https://www.idealist.org/en/careers/quiz-leadership-style
• Psych Central: https://psychcentral.com/quizzes/leadership-style-quiz#fa-qs
• Further reading: Harvard Business Review’s suggestions for enhancing your leadership skills: https://hbr.org/2024/10/6-essential-leadership-skills-and-how-to-develop-them

About the Author

Nick Liantzakis is a corrections industry expert with 35 years of experience spanning frontline client engagement, tactical training, institutional management, electronic security project implementation and major capital delivery. His career began in the late 1980s with frontline experience and operational management, including senior administration, working in medium- and maximum-security environments. After many years as a member of a tactical team, Nick transitioned into management roles, where he leveraged his lived experiences as a correctional officer to develop and manage high-functioning professionals, effective teams in a variety of corrections environments.

Aided by his depth and breadth of management experience, and with an eye on the untapped staff safety and wellbeing benefits that electronic security systems could provide, he then transitioned into a role managing a high-functioning team and delivering a large capital portfolio of new facility construction projects. Using novel strategies, based on principles of democratic leadership, Nick has facilitated the successful implementation of many complex projects within the correctional environment. With his passion for improving the extremely challenging and underacknowledged corrections industry, Nick is now focused on sharing his experience, knowledge, and expertise with the next generation of corrections leaders.

In his free time, Nick enjoys curling, golfing, fishing, and spending time at his family’s extended home in Northern Ontario.

NORTH VANCOUVER, BRITISH COLUMBIA, CANADA, March 4, 2025 — In response to the recent trade policy escalation between the United States and Canada, Rakana Technologies, Inc. (“RTI”), the parent company of Actall Corporation, Actall Canada Inc., Actall Australia and DataByx, is reaffirming its unwavering commitment to our Canadian clients. We share the concerns that this political environment has raised for both Canadians and Americans.

To ensure a seamless experience for our Canadian customers, all PALS ATLAS, 9K, Sentry and Bosch Security Escort products and services in Canada will now be exclusively provided by Actall Canada Inc., our subsidiary dedicated to serving the Canadian market. Goods and services will be available to Canadian clientele at Canadian prices and shipped free on board (FOB) from our Canadian locations. Payments for goods purchased through Actall Canada will be through Canadian banks, in Canadian dollars. These strategic moves should provide uninterrupted access to our industry-leading solutions while mitigating the various impacts of cross-border trade restrictions and policy changes.

“Canadians should have the confidence that they are buying Canadian when it comes to essential security technology in Provincial and Federal contracts,” said Bob Hampe, President & CEO of RTI. “We have been in talks with Canadian electronics manufacturers since early 2025 and expect to begin shifting complete production of our Canadian orders to Canadian facilities in the near term. Actall Canada Inc. customers can continue to expect the same high level of service, innovation, and product availability they have always relied upon.”

Actall Canada Inc. operates independently within Canada, ensuring a stable and secure supply chain that is shielded from cross-border political disruptions. We are fully committed to maintaining our strong partnerships and providing our Canadian clients with the quality products and support they deserve.

Bob Hampe
Rakana Technologies, Inc

By Nick Liantzakis

As a leader, you know the difficulty of implementing a major project or organizational change. Staff feel left out, rumors of a project’s intent fly, timelines drag on with little progress. From what I’ve seen in the field of corrections (but would argue is applicable to any field), when implementing a new project, a common oversight in organizations is to isolate decision-makers and implementers from those who are most likely to be affected by the project or organizational changes.

Years of experience have taught me that when you create new pathways—like focusing on collaborative engagement—as you introduce and execute major projects, you get better outcomes. And these outcomes aren’t just bottom-line financial outcomes. These outcomes mean more effective implementation of your project and improved organizational change overall, leading to better staff relations and morale.

I’ve put together some ideas for what leaders may consider as they undertake major projects in their facilities.

All Together Now

The first step in implementing a major project in a facility, whether that’s installing a new security system, redesigning a common area, or overhauling engrained staff processes: get everyone around the same table with the project implementation team. Yes, everyone. This includes managers and administrators, representatives from the union bargaining unit, and frontline employees.

So many projects are built around the same process—an outside firm comes in, designs a solution, gets buy-in from upper management, and then works on an implementation plan. All behind closed doors. The issue grows naturally. By the time a team of consultants and leaders has gotten to the implementation stage, people feel excluded.

Bringing people in from the start, so everyone is represented, helps upper management and any outside consultants or project teams learn about pain points, hear feedback, and listen to those on the ground. The transparency allows for the opportunity to relieve any anxious feelings about a project’s intent and provides an opportunity to educate about the positive outcomes of intended projects—not the misconceptions that may cause fear or apprehension. This is invaluable information that, frankly, you may not have ever become aware of—and it’s all due to involving a wide range of partners and collaborators from the beginning.

It may take a bit longer and seem less efficient than just pushing through and getting the job done in the “traditional” way, with consultants and closed doors, but getting buy-in means the outcome will be far superior. It is this buy-in that will protect the delivery of the project, whether from added costs from lost days of project implementation or potential push back that could cause additional delays.

Be Clear About Outcomes

What do you hope to gain from a new project? In my line of work, which revolved around implementing security measures to improve safety outcomes in corrections facilities, there was a common misconception that the systems we installed were there to monitor staff — not to protect and keep them safe. More recently, my work was focused on building major projects, including additions to existing buildings or building new facilities from the ground up. The philosophy is the same.

However, when we adjusted the process and brought people to the table, clearly explained the benefits of the system or project, and offered assurances that the system would result in better outcomes for all staff and incarcerated individuals, we began to build trust.

This kind of transparency gives people the confidence to express their concerns so teams can collectively resolve issues. And the clearer you and your team are about outcomes from the beginning, the more that staff and frontline implementers will buy into the project.

Make Promises – and Keep Them

Building trust takes time. Change can make people wary. Some, especially if they had not previously been given a seat at the table, may not initially trust that their involvement is important or will be taken seriously.

Engaging in a major new project is your opportunity to walk the talk. Look for opportunities to include diverse voices and engage people at every step of the way. One example from my experience: during an initiation meeting for a security system implementation project, I looked around the room and let both management and bargaining unit representatives know that they all would be involved at every stage of the process—from beginning to end.

A representative for a group that wasn’t typically part of a decision-making process was incredulous—based on her experience, statements like that were just lip service. But months later, after working side-by-side for the entirety of the project, at one of our final meetings as a group, this representative took the time to acknowledge that she had misjudged our intent. She was appreciative that we had made good on our word. And what’s more, she talked to colleagues at other institutions and let them know we meant what we said. So often, building a reputation isn’t about what you say, but what you do to keep your word.

So, be true to your word when you make promises about inclusion and transparency. Make meeting minutes available, follow up with people you say you will, and take extra meetings to explain things and educate as thoroughly as possible. If necessary, take a step or two back to provide validation, clarify decisions, and dispel myths and rumors.

Treating people well and acting with integrity serves everyone in the long run. The biggest skeptics can become the biggest proponents if the conditions are right, and word will spread.

Don’t Be Afraid to Hit the Pause Button

After all is said and done, there’s no way to force your way to a good outcome if you’re relying on a bad process to get there. If you’re running into walls, the best thing to do is pause, reset, and begin again. Yes, I know that can feel like losing progress or making things more difficult—but a reset when it’s needed will save you and the organization a major headache down the line.

Ultimately, it is never too late to slow the process down and to hear and address concerns about implementation from those who will be most affected by changes in the workplace. Extra time earlier in the process to educate, hear concerns, and invite key players to the decision-making table could mean the difference between effective implementation and a total stalemate.

About the Author

Nick Liantzakis is a corrections industry expert with 35 years of experience spanning frontline client engagement, tactical training, institutional management, electronic security project implementation and major capital delivery. His career began in the late 1980s with frontline experience and operational management, including senior administration, working in medium- and maximum-security environments. After many years as a member of a tactical team, Nick transitioned into management roles, where he leveraged his lived experiences as a correctional officer to develop and manage high-functioning professionals, effective teams in a variety of corrections environments.

Aided by his depth and breadth of management experience, and with an eye on the untapped staff safety and wellbeing benefits that electronic security systems could provide, he then transitioned into a role managing a high-functioning team and delivering a large capital portfolio of new facility construction projects. Using novel strategies, based on principles of democratic leadership, Nick has facilitated the successful implementation of many complex projects within the correctional environment. With his passion for improving the extremely challenging and underacknowledged corrections industry, Nick is now focused on sharing his experience, knowledge, and expertise with the next generation of corrections leaders.

In his free time, Nick enjoys curling, golfing, fishing, and spending time at his family’s extended home in Northern Ontario.

By Bob Hampe

In 2023, Actall launched a series to explore nuances and challenges of modern corrections with our Evolution of Custody series. This initiative intended to spotlight the many changing dynamics within the correctional landscape, inviting thought leaders to share their insights on the past, present, and future of custody operations. Through these discussions, we sought to foster innovation, challenge entrenched perspectives, and create a space for dialogue around the most pressing issues in the industry. We originally intended this content to be finite with a limited set of articles and content. Increasingly after the series ended, it became evident that we had struck a chord with our community; throughout most of 2024, we debated the decision on whether to get back to it. Now, as we reignite this series, we reaffirm our commitment to exploring the critical voices and ideas shaping the future of custody.

Why Evolution of Custody Matters

The correctional industry operates at the intersection of public safety, justice, and rehabilitation. I’ve written and spoken on several occasions pondering the look and function of correctional facilities in several decades. This space has seen profound changes—from shifts in sentencing practices to the growing emphasis on mental health, addiction treatment, and reentry programs. However, the true evolution of custody requires a constant reassessment of how we define and implement justice, fairness, and accountability within the system. And how we evaluate our performance and assess results.

At its core, this effort is about amplifying voices that can drive meaningful change. We believe that thoughtful conversations from a variety of perspectives—academics, policymakers, corrections professionals, and technologists—are the key to creating solutions that benefit not only the incarcerated population but also the broader community. As we restart this initiative, we aim to bring you discussions that challenge conventional wisdom and inspire actionable progress.

Introducing Our Newest Voice: Nick Liantzakis

To kick off the latest chapter of the Evolution of Custody series, we are thrilled to welcome Nick Liantzakis, a newly retired professional from Ontario’s Office of the Solicitor General (SOLGEN). Liantzakis brings a wealth of experience and insight, particularly in his work on integrating technology into correctional operations. Here’s a quick look into his background:

Nick is a corrections industry expert with 35 years of experience spanning operational and administrative roles in medium- and maximum-security environments. Nick transitioned to management, where he leveraged his lived experiences as a correctional officer to focus on staff safety and wellbeing technology provided by electronic security systems.

Technology has rapidly transformed nearly every industry; custody is no exception. From electronic monitoring systems to AI-powered risk assessment tools, the potential to enhance safety, efficiency, and outcomes is immense. However, as Liantzakis will discuss, the introduction of technology into custody settings is not without its challenges and is rarely about the benefits of the technology alone. Questions of ethics, privacy, and effectiveness loom large, making it crucial for leaders in the field to approach these innovations thoughtfully and strategically.

Liantzakis’s perspective is particularly timely as correctional institutions around the world grapple with the dual imperatives of maintaining security and promoting rehabilitation. His insights will provide a roadmap for how institutions can embrace technological advancements while remaining grounded in their mission to serve justice and public safety.

A Broader Purpose

The inclusion of Liantzakis and his expertise underscores the broader purpose of the Evolution of Custody series. We aim to highlight ideas and approaches that have the power to transform how correctional systems operate—not just for today, but for the future.

The introduction of technology, for example, is emblematic of the larger shifts occurring across the industry. Innovations like digital communication platforms for incarcerated individuals and their families, advanced data analytics for inmate management, and virtual reality training for correctional officers are already reshaping how we think about custody. Yet, these changes require an ongoing dialogue about best practices, unintended consequences, and the human element that remains at the heart of the justice system.

Liantzakis’s contribution serves as a catalyst for these broader conversations, and we’re committed to exploring additional themes and topics in the months ahead.

Looking Ahead

As we reintroduce this series, we are more motivated than ever to continue providing a platform for impactful voices and ideas. The evolution of custody is not a one-time event but a continuous process that requires vigilance, creativity, and collaboration.

In the coming months, we plan to feature a diverse lineup of experts, each bringing a unique perspective to the table. Topics will range from the role of mental health services in corrections to the growing importance of restorative justice, as well as innovations in training, management, and operational strategies.

We also want to hear from you—our readers and stakeholders in the correctional industry. What challenges do you see on the horizon? What areas of custody do you believe are ripe for innovation? Your input is vital to shaping the conversations that will define the future of this field.

Join Us on This Journey

The Evolution of Custody series is more than just a collection of articles—it’s a conversation about how we can collectively reimagine corrections for the better. Whether you’re a corrections officer, a policymaker, an advocate, or someone simply interested in the justice system, we invite you to engage with us, share your thoughts, and contribute to this ongoing dialogue.

Stay tuned for Nick Liantzakis’ upcoming piece on the integration of technology in corrections, and follow along as we continue to explore the critical issues shaping the evolution of custody. Together, we can move the needle toward a system that is more equitable, effective, and humane for all. Reignite the conversation. Reimagine the possibilities. Welcome back to the Evolution of Custody.

DENVER, CO, UNITED STATES, December 17, 2024 — Actall Corporation has announced that it has successfully achieved Service Organization Controls (SOC) 2 Type II audit and certification, after an extensive audit by Johanson Group. This certification validates Actall’s robust controls, effective risk management and adherence to development best practices and provides a greater level of trust documentation for both current and prospective business partners and customers.

“This certification highlights Actall’s ongoing commitment to providing robust and secure data privacy and security solutions“
— Bob Hampe

“This is a significant milestone in our development – after an extensive auditing process, we are proud that Actall is a SOC 2 Type II certified company,” said Bob Hampe, President and CEO of Actall. “This significant milestone is not just about meeting standards; it’s a testament to Actall’s continuous pursuit of strong security benchmarks which are crucial to the technical leadership of our clients and end users.”

About Actall Corporation
Actall Corporation is an experienced Gov-Tech systems engineering firm specializing in RTLS and IoT solutions designed for complex architecture. Our technical expertise stems from our success in deploying locating systems in extremely difficult & dense facilities. We have designed locating systems to meet owner criteria in very problematic RF environments, including jails/prisons, mental health centers, state capitals and courts. Actall systems leverage accurate locating technologies for patients, inmates, staff, visitors and assets to generate valuable intelligence.

About Rakana Technologies
Rakana Technologies, Inc is a technology holding company principally engaged in indoor positioning systems, IoT design and implementation and process improvement software solutions through its subsidiaries (Rakana Technologies and its subsidiaries are collectively referred to as the “RT Group”).The RT Group includes Actall Corporation, Actall Canada, Inc, Actall Australia and DataByx.

About SOC-2
SOC 2 is a component of the American Institute of CPAs’ (AICPA)’s Service Organization Control reporting platform. SOC 2 reports assess and attest to an organization’s controls per AICPA’s 5 Trust Service Criteria: security, availability, processing integrity, confidentiality, and privacy. SOC 2 includes a technical audit and confirmation that comprehensive information security policies and procedures are documented and followed.

Forward-looking Statements
Certain statements and information contained in this release may be considered “forward-looking statements,” such as statements relating to management’s views with respect to future events and financial performance. Such forward-looking statements are subject to risks, uncertainties and other factors that could cause actual results to differ materially from historical experience or from future results expressed or implied by such forward-looking statements. Potential risks and uncertainties include, but are not limited to, economic conditions in the markets in which the RT Group operates, new federal or state governmental regulation, the RT Group’s ability to effectively operate, integrate and leverage any past or future strategic acquisition, and other factors which can be found in the RT Group’s other news releases and filings. The RT Group expressly disclaims any duty to update its forward-looking statements unless required by applicable law.

By Josh Zimmerman

30 months ago, Bosch Security announced the End of Life (‘EOL’) of the Security Escort product line. Since that time, Actall has been working with Bosch and their end users across the globe to offer a pathway forward that doesn’t just involve ripping the old technology out and installing ATLAS. We believe that we are ready to pull off the wrapping paper. We are uniquely positioned to offer the technical support, service and develop upgrade plans with Bosch end Users and Integrators that can move Security Escort installations to ATLAS while respecting the fiscal realities of the budgeting timeline.

What was Bosch Security Escort?

For almost two decades, Bosch Security Escort was a top product in wireless personal alarms for complex architecture and was a main competitor to Actall’s PALS 9000 and ATLAS systems. Security Escort used 304 MHz frequency RF to triangulate the location of an individual in distress. However, it had limited integration capabilities with other security and building management systems, which restricted its ability to function alongside more advanced, interconnected solutions.

Actall’s Security Escort Support Service

Actall is committed to providing robust support for existing Bosch Security Escort users by offering:

• Phone Support Contracts: Ongoing technical support to help troubleshoot and resolve issues.
• Onsite Support Contracts: Onsite assistance for testing, tuning, and maintaining existing systems.
• Repair Services: Actall offers the capability to repair Bosch Security Escort parts, ensuring continued functionality of the system.
• Exclusive Stock of Parts: Actall is the only company with an inventory of Bosch Security Escort parts, allowing users to maintain their current installations while transitioning to the new Actall ATLAS system.

Benefits of Transitioning from Bosch Security Escort to the ATLAS System (with Prism Interface):

The ATLAS system offers several advantages over Bosch Security Escort:

• Seamless Integration to Third Party Hardware and : Unlike Bosch Security Escort, which had limited integration capabilities, the Prism interface allows you to easily integrate third-party systems or send data to other platforms. This improves the flexibility and effectiveness of your overall security setup.
• Enhanced Accuracy and Scalability: The ATLAS system offers better location tracking and can scale to meet the needs of larger or more complex environments, ensuring that security keeps up with growing demands.

Ensuring a Smooth Transition for Current Bosch Security Escort Users

Actall is committed to a smooth and structured transition, with several steps involved:

• Engineer-Level Support: Josh Zimmerman, a former field engineer for Bosch Security Escort, will provide expert support throughout the transition process, ensuring that any technical challenges are addressed by someone with deep knowledge of the existing system.
• Initial Assessment: A detailed analysis of the current Bosch Security Escort system will be conducted to understand the needs and limitations.
• Customized Transition Plan: Based on the assessment, a tailored transition plan will be developed, outlining the upgrade path to the ATLAS system. This will include testing, system configurations, and phased implementations.
• Dual System Support: For users who need time to fully transition, Actall will offer dual support for both Bosch Security Escort and ATLAS during the transition period.
• Onsite and Remote Support: Actall will provide hands-on support, both onsite and remotely, to ensure a hassle-free transition, including comprehensive training for end users and technical teams.

Timelines for the Transition to the ATLAS System

The timeline for transitioning from Bosch Security Escort to the ATLAS system will depend on the complexity of the installation. Generally, users can expect:

• Initial Assessment: This can take 14 to 60 days, depending on the size of the site and existing system.
• Planning and Preparation: Custom transition plans will take about 30 to 90 days to develop and refine.
• Implementation: Full implementation, including testing and user training, could take 6 months to a year, depending on the scope and site conditions. Actall aims to keep the entire transition process within a 12-18 month window for most users.

Additional Insights About the Program

One of the key benefits of this transition program is that it allows existing Bosch Security Escort users to continue using their current system while preparing for the future. This hybrid approach reduces downtime, minimizes risks, and allows organizations to evolve their security systems without a sudden overhaul. The program ensures that users not only receive continued support but also move towards a system that is adaptable, scalable, and built to handle the increasingly complex security challenges faced by institutions today. Our aim is to assist you in enhancing your security systems while considering your budgetary constraints.

This program solidifies Actall as a trusted, long-term partner for Bosch Security Escort users, dedicated to fully supporting their current systems while guiding them towards next-generation technology. Our goal is to ensure that every Security Escort user feels supported and confident, with a smooth path to future-ready solutions, without compromising the safety and reliability of their existing infrastructure.

Do you have a Security Escort installation that needs support, or are you ready to upgrade to ATLAS? Get in touch today and we’ll get the process started.

DENVER, CO, UNITED STATES, October 22, 2024 — ACTALL CORPORATION, a leading provider of Real Time Location Systems for Complex Architecture, and Sentry Products announced today that they have reached an Agreement to service end of life needs for installations impacted by Sentry’s closure.

Sentry Products, started in 1974, has been an entry point for staff safety products in correctional, behavioral health and courtrooms that prefer to use an emergency communication system that employs ultrasonic technology. The original Sentry technology was developed by a grant from NASA for school security.

“I have known Ken Bays for over two decades and will miss him as a competitor”, said Bob Hampe, Actall’s President and CEO. “Ken has always worked hard to fulfill his clients’ needs and I was honoured that he reached out to Actall to keep the remaining active Sentry installations supported. Actall is looking forward to reaching out to the existing Sentry install base and working through current servicing/support and future conversion planning to Actall ATLAS products.”

“We receive a number of quote requests each year that are well suited for Ultrasonic products”, said Josh Childs, VP Sales at Actall. “Combining this technology with ATLAS’ wireless infrastructure and the HubSens locating engine can be a key differentiator for smaller, more focused staff duress system deployments.”

“It was an extremely difficult decision to discontinue Sentry’s operations on August 31”, said Ken Bays, President of Sentry Products. “Our 50th Anniversary would have been this September. I am thrilled that our clients will be in good hands going forward and that Actall is able to service their existing needs and provide technology upgrades into the ATLAS RTLS environment.”

“While ultrasonic technology is not typically used for full RTLS functionality, it does serve as a reliable staff safety product for facilities that do not require full site coverage”, added Hampe. “It’s not unthinkable that we will employ some of the underlying Sentry technology on a larger basis in the future; if the demand is there, we’ll find a way to meet it.”

About Actall Corporation
Actall Corporation is an experienced systems engineering firm for Indoor Positioning Solutions. Our technical expertise stems from our success in deploying locating systems in extremely difficult & dense facilities. We have designed locating systems to meet owner criteria in environments where other providers cannot, including jails/prisons, mental health centers, state capitols and courts. Actall systems leverage accurate locating technologies for patients, inmates, staff, visitors and assets to generate valuable intelligence.

About Rakana Technologies
Rakana Technologies, Inc is a technology holding company principally engaged in indoor positioning systems, IoT design and implementation and process improvement software solutions through its subsidiaries (Rakana Technologies and its subsidiaries are collectively referred to as the “RT Group”).The RT Group includes Actall Corporation, Actall Canada, Inc, Actall Australia and DataByx.

Forward-looking Statements
Certain statements and information contained in this release may be considered “forward-looking statements,” such as statements relating to management’s views with respect to future events and financial performance. Such forward-looking statements are subject to risks, uncertainties and other factors that could cause actual results to differ materially from historical experience or from future results expressed or implied by such forward-looking statements. Potential risks and uncertainties include, but are not limited to, economic conditions in the markets in which the RT Group operates, new federal or state governmental regulation, the RT Group’s ability to effectively operate, integrate and leverage any past or future strategic acquisition, and other factors which can be found in the RT Group’s other news releases and filings. The RT Group expressly disclaims any duty to update its forward-looking statements unless required by applicable law.