Carissa Wallace started working at the Lookout Mountain Youth Services Center in Golden two years ago because she felt strongly about helping rehabilitate young people convicted of crimes.

She loved the teens and loved the work.

But staffing shortages began to take a toll. Management routinely mandated employees pull 16-hour shifts multiple days a week because they were so short-staffed. Fewer workers meant there was nobody to respond to crises or adequately monitor the young people in their care, she said. Safety concerns mounted.

Wallace said she came home every day and cried. She went to the doctor for medication to help deal with all the anxiety the job brought.

“After two years, I was mentally broken from that place,” she said in an interview. “When I had to think about my safety every second of the day, I could no longer make a difference. I could no longer help the kids.”

Colorado’s youth detention centers are facing a staffing crisis, leading to serious safety concerns for employees and youth and low worker morale, current and former staffers told The Denver Post. The Division of Youth Services, which oversees the state’s 12 detention and commitment facilities, employs more than 1,000 employees, according to state data. Nearly 500 additional jobs remain vacant.

Some facilities, such as the Mount View Youth Services Center in Lakewood, reported a 57% staff vacancy rate, according to June figures compiled by the state. At the Spring Creek Youth Services Center in Colorado Springs, nearly 10% of its staff at one point in November were out due to injuries sustained on the job.

Current and former staff say leadership deserves a large chunk of the blame. Employees say they don’t feel management supports them or listens to their concerns. Higher-ups aren’t on the floor dealing with riots, they say, or leading programs. When situations do get out of control, staff say the brass simply looks for someone to blame.

“The administration says they care,” said Kim Espinoza, a former Lookout Mountain staffer, “but their actions say otherwise.”

Alex Stojsavljevic, the Division of Youth Services’ new director, acknowledged in an interview that working in youth detention is difficult. Retaining staff is a big priority with ample opportunities for improvement, he said. The division plans to be intentional about the people it hires into these roles, making sure that candidates know what they’re signing up for.

He hopes to sell a vision that one can make youth corrections a long, fulfilling career.

“Change is afoot in our department,” said Stojsavljevic, who took the mantle in October. “Just because we’ve done something for 20 or 30 years doesn’t mean we have to continue to do it that way.”

Critical staffing levels

Staffing shortages at Colorado prisons and youth centers have remained a persistent problem in recent years, though vacancy rates at the DYS facilities far outpace those at the state’s adult prisons.

A lack of adequate employees means adult inmates can’t access essential services like medical, dental and mental health care, according to a 2024 report from the Colorado Criminal Justice Reform Coalition. Education, employment and treatment programs lag.

“Simply put, because of the staff shortage, the (Department of Corrections) is not able to fulfill its organizational mission, responsibilities and constitutional mandates,” the report’s authors wrote.

Studies point to a litany of physical and mental health issues facing corrections workers.

Custody staff have a post-traumatic stress disorder rate of 34%, 10 times higher than the national average, according to One Voice United, a national organization of corrections officers. The average life expectancy for a corrections worker is 60, compared to 75 for the general population. Divorce and substance abuse rates are higher than in any other public safety profession, the organization noted, while suicide rates are double that of police officers.

The Colorado Department of Corrections has a 12.6% overall department vacancy rate, according to state figures. Correctional officer vacancies sit at 11%, while clinical and medical staff openings are nearly 20%.

Meanwhile, nearly one in three DYS positions is vacant.

The most common open positions are for the lowest level correctional workers, called youth services specialists. The Betty. K. Marler Youth Services Center in Lakewood currently has 23 vacant positions for this classification of employee out of 63 total slots. The facility is also short 10 teachers. Platte Valley Youth Services Center in Greeley has 21 open positions for the lowest-tier youth services specialist role out of 71 total jobs.

The same candidates who might work at DYS are also being recruited by adult corrections, public safety departments and behavioral health employers, Stojsavljevic said, leading to fierce competition for these applicants.

Current and former DYS workers say the staffing issues serve as a vicious cycle: The fewer employees there are, the more mandated overtime and extra shifts that the current staff are forced to take on. Those people, then, quickly burn out from the long hours and dangerous working conditions, they say.

Wallace, the former Lookout Mountain worker, said almost every day for the past year, leadership mandated staff stay late or work double shifts. This routinely meant working 16-hour days.

“It got to the point where people weren’t answering their phones,” she said. “People were calling out sick because they were overworked and exhausted.”

Wallace estimated that 80% of the time, the facility operated at critical staffing levels or below. State law requires juvenile detention facilities to have one staff member for every eight teens, but workers say that wasn’t always the case.

Many days, staffers said, there weren’t enough employees to respond to emergencies. In some cases, that meant the young men themselves assisted staff in breaking up fights with their peers.

One night, some of the teens set off the fire alarm at Lookout Mountain, which unlocked the doors and allowed the young people to run around campus, climb on buildings and break windows, workers said. Without enough staff to rein in the chaos, employees wanted to call 911.

But they said they were told they would be fired if they did. Leadership, they learned, didn’t want it covered by the press.

“Our jobs, our lives were threatened because they didn’t want media coverage,” Espinoza said.

Stojsavljevic said the department is “acutely aware” of the mandated work problem, though he admitted that in 24-hour facilities, staff will occasionally be told to work certain shifts.

The division has implemented a volunteer sign-up list, where staff can earn additional incentives for working these extra shifts.

Since he’s been in the job, the state’s juvenile facilities have never dropped below minimum staffing standards, Stojsavljevic said.

Routine violence in DYS facilities

Staff say violence is an almost daily occurrence inside DYS facilities, which contributes to poor staff retention.

The division, since Jan. 1, recorded 35 fights and 94 assaults at the Lookout Mountain complex, The Post reported in September. Since March 1, police officers have responded 77 times to the Golden campus for a variety of calls, including assaults on youth and staff, sexual assault, riots, criminal mischief and contraband, Golden Police Department records show.

Twenty of these cases concerned assaults on staff by youth in their care.

Multiple employees suffered concussions after being punched repeatedly in the head, the reports detailed. Others were spit on, bitten, placed in headlocks and verbally threatened with violence.

Chaz Chapman, a former Lookout Mountain worker, previously told The Post that he reported three or four assaults to police during his tenure, adding, “I was expecting to get jumped every day.”

“We were basically never able to handle situations physically, and the kids knew that; they were stronger than 90% of their staff,” Chapman told The Post in September. “The ones who stood in their way would get assaulted, such as myself.”

Staff said leadership still expected them to show up to work, even while injured.

Espinoza said she injured her knee during a restraint, requiring crutches. DYS continued to put her on the schedule, she said. So the staffer hobbled around the large Golden campus through the snow and ice.

One supervisor had his head cracked open at work this year, Espinoza said. He went to the hospital and returned to Lookout. Wallace said she’s been to the doctor 20 times since she started the job due to injuries sustained at work. She said she still has long-lasting shoulder pain.

“If they’re gonna keep hiring women who can’t restrain teenage boys, people are going to get hurt,” she said. “That was an everyday thing.”

In November, 28 DYS employees were out of work on injury leave, according to data provided by the state. Spring Creek Youth Services Center in Colorado Springs had nine workers injured out of 91 total staff. The state did not divulge how these people were hurt.

Stojsavljevic said safety is the division’s No. 1 focus area. If staff are injured on the job, he said, it’s important that they’re supported.

“Staff have to be both physically healthy and emotionally healthy to do this work,” the director said.

Division policies allow injured employees to take leave if they need it. Depending on the level of injury, some staff can return to work without having youth contact, Stojsavljevic said.

‘That place takes your soul’

But workers interviewed by The Post overwhelmingly blamed management for the division’s poor staffing levels.

As staff worked 16-hour days and were mandated to come in on their days off, they said administrators wouldn’t pitch in.

“A lot of people felt it’s unfair,” Wallace said. “The people making a good amount of money weren’t truly being leaders. They were forcing us to pick up the slack, but they didn’t want to deal with youth. They wanted to sit at a desk, collect their check, and go home for the day.”

New recruits were thrown into the deep end with barely any training or support, employees said. Those new staffers quickly saw the grueling hours and how tired their coworkers were all the time. Many left within weeks of starting the gig.

“I could see their souls were literally gone,” Wallace said. “That place takes your soul.”

After safety, Stojsavljevic said the department is prioritizing quality and innovation. Leadership wants to make sure that programs and policies are actually getting better results.

According to numerous news sources, after a five-day search the father-in-law of Olympic gymnast Dominique Dawes was found dead on Saturday outside Roanoke, Virginia. The body of 79-year-old Leonard Hugh Thompson was discovered near Route 81. His car was nearby with a flat tire and missing car keys.

Dawes had issued a plea to help locate him earlier on Saturday, Dec. 20. She worried about his wellbeing.

“He has had a health episode and is disoriented and confused,” Dawes said in a video posted to social media.

A Silver Spring native, Dawes is a three-time Olympic gold medalist. Today she operates two training academies for aspiring gymnasts in Rockville and Columbia.

A mother of four, Dawes and her husband, Jeff Thompson, posted a picture on Instagram on Saturday night with the caption, “Rest in Peace, Papa T.”

In an industry where most restaurant brands struggle to survive a decade, Beef ’O’ Brady’s is entering its 40th year still growing, still profitable and still deeply tied to the communities that built it.

The sports pub brand, founded in Brandon in 1985, now operates 125 locations across 22 states, including its original Brandon restaurant, which remains in operation today.

As one of the longest-operating restaurant groups to emerge from the Tampa Bay Area, Beef ’O’ Brady’s has grown alongside shifting consumer habits while maintaining a neighborhood-first identity.

For CEO Chris Elliott, that longevity comes down to consistency, even as the business evolves.

Growth without losing focus

Beef ’O’ Brady’s is part of FSC Franchise Co., a multi-brand restaurant group headquartered in Florida, with approximately 275 locations and $500M in systemwide sales.

The portfolio includes Beef ’O’ Brady’s, The Brass Tap and Newk’s Eatery.

Elliott joined the company as a consultant in early 2010 and became CEO later that year.

READ: LATEST TAMPA BAY BUSINESS NEWS

Since then, he has overseen a period of steady growth that included ownership changes, brand acquisitions and a shift from a single-concept company into a scalable platform.

When Elliott arrived, average unit volumes were about $850K. Last year, they exceeded $1 million.

“The fundamentals never change,” Elliott said. “Quality food, good service, attention to detail and being present in the business every day.”

Responding to today’s consumer

The pandemic and subsequent inflation reshaped consumer behavior across the restaurant industry. Elliott said guests have not stopped dining out, but they are doing so less frequently as prices rise across food, insurance and everyday expenses.

Restaurants, he said, live and die on frequency.

FSC’s response has centered on reinforcing value rather than chasing short-term promotions.

READ: Biggest Companies in Tampa Bay

Beef ’O’ Brady’s has offered daily specials since 2015, and in February will introduce 10 new menu items under a tiered value platform starting at $10.99.

“People like variety, but they still want value,” Elliott said. “New news is always good for people to come and try.”

This approach reflects what diners increasingly expect from neighborhood restaurants: consistency, choice and pricing that supports repeat visits rather than special-occasion dining.

Community as a competitive advantage

Long before national marketing budgets were common, Beef ’O’ Brady’s grew through local engagement.

Spirit nights, school fundraisers, trivia nights and community meetings remain central to the brand’s identity.

Many locations include private rooms that host youth sports organizations, civic groups and local clubs.

READ: Tampa Bay’s growth is no accident: 2026 outlook

“That started at the beginning,” Elliott said. “It’s part of our DNA.”

In many of its markets, locations function as community gathering places as much as restaurants, a dynamic that has created multigenerational loyalty. Early customers now return alongside their children and grandchildren.

Expansion remains measured

Beef ’O’ Brady’s opened five new locations in 2025 and plans eight more in 2026.

The expansion pushes the brand further beyond Florida, while still prioritizing markets where community-driven sports pub concepts have historically performed well.

The upcoming restaurants reflect a mix of core Florida markets and secondary growth cities where the brand’s community-driven model has historically performed well.

New locations are planned for:

• St. Petersburg, Florida
• Palm Harbor, Florida
• Ooltewah, Tennessee
• Columbus, Mississippi
• Macon, Georgia (2 locations)
• Lavon, Texas
• Valley, Alabama

READ: Tampa Restaurants

Approximately 70% of Beef ’O’ Brady’s locations remain in Florida, with a heavy concentration in the Tampa and Orlando markets.

While the company could expand faster, Elliott said discipline matters more than speed.

“In five years, if we’re at 150 Beef ’O’ Brady’s, 100 Brass Taps and 125 Newk’s, plus at least one additional brand, that puts us at a $1 billion company,” he said. “That’s ambitious, but realistic.”

What separates strong franchisees

Elliott said the difference between high- and low-performing franchisees is their level of involvement.

“The best operators are in the business every day,” he said. “Greeting customers, knowing their names, keeping the restaurant clean and the food consistent.”

Day-to-day leadership and operational presence, Elliott said, remain the clearest predictors of long-term franchise success.

As FSC continues to grow, Elliott believes durability will continue to separate successful brands from those that fade.

“In tough environments, the brands that survive are the ones that never stop doing the fundamentals well,” he said.

For a brand that started in Brandon and grew steadily over four decades, that mindset remains Beef ’O’ Brady’s strongest advantage.

Stay Informed

Sign up for TBBW’s newsletter | Watch TBBW’s Podcast | Follow TBBW on Social Media |Read More TBBW stories | Contact our newsroom

For more than 60 years, it operated as Bowl-a-Rama. The business still hosts a variety of leagues, offers reasonably-priced entertainment and has a bar and kitchen.

UP North Lanes and Sports Bar owner Albert Danz Jr. has made a few changes since he took over the business in August, and has plans for more. Having worked at Bowl-a-Rama for 15 years, the past seven as manager, Danz bought the place in order to make sure Escanaba’s bowling alley could be the best it could be. He changed the name to reflect the transition and to let people know the destination has entered a new era.

Results of scores for bowling leagues at the Bowl-a-Rama, in addition to advertisements for a 16-lane facility called the same at 2510 First Ave. N. in Escanaba, began being published in the Daily Press in 1960. However, it appears a reconstruction of the place happened a few years later, as a contract with builders was entered in 1963 and a grand opening was announced in 1964. The owner of Bowl-a-Rama was Delta Recreation Corp., made up of board members and shareholders R. James Bichler, Clayton C. Tanguay and Bernard St. Onge.

Several parties involved in the construction of the bowling alley in the early ’60s went to court for a yearslong battle when the general contractor, Peninsula Construction Co. of Iron Mountain, filed for bankruptcy after the building’s construction and failed to pay numerous subcontractors.

Sixty-plus-year-old machinery reracks bowling pins behind the scenes at UP North Lanes in Escanaba, formerly Bowl-a-Rama. (R. R. Branstrom | Daily Press)

But during that debacle and afterwards, business at the bowling alley grew. A Flat Rock man named Ken Smith bowled the first 300 in January 1964. Several leagues made use of the lanes. A retail shop for bowling supplies was on premises, and a lounge provided limited food and drinks.

In 1970, a Greyhound bus station was built onto the west side of the Bowl-a-Rama, and the bowling alley’s facilities were made accessible to bus passengers through connecting interior doors.

The parking lot was paved later in 1970.

After a bowling alley in Gladstone closed, another eight lanes were added, bringing the Bowl-a-Rama from 16 lanes to 24.

In 1996, Ken and Cherie Lueneburg and Bryan and Lynn Burak purchased the bowling alley from Tanguay and St. Onge, who reportedly were brothers-in-law.

Vehicles fill the parking lot Saturday at UP North Lanes in Escanaba. The sign will probably be changed within the next year to reflect the new name and ownership. (R. R. Branstrom | Daily Press)

Before purchasing the Bowl-a-Rama, and for a couple years after, the Lueneburgs and Buraks also operated the Holiday Bowl per a lease. That place was at 2625 Ludington St. in Escanaba, now occupied by Riverside Ford.

After the Bowl-a-Rama passed to the Lueneburgs and Buraks in the ’90s, the second set of owners remodeled the place.

“Basically, we redid the whole bar, changed it around a little bit. We put in the kitchen … fryer and pizza oven,” Ken said.

They had also installed automated golf machines, which remained for about five years.

Ken proudly reported that the Bowl-a-Rama was integral in getting bowling teams started at Upper Peninsula high schools. A tournament bringing together five-member teams from high schools in Escanaba, Menominee, Kingsford, Houghton, Marquette, Ishpeming, Norway and Baraga took place at the Bowl-a-Rama in December 1996.

At UP North Lanes in Escanaba, Eric LaPalm releases a bowling ball down lane 24 while Allison Peltin watches before taking her own turn on the neighboring lane. (R. R. Branstrom | Daily Press)

Another major event at the local business was the Wisconsin State men’s senior bowling tournament, Ken said — as he recalled, Bowl-a-Rama hosted more than 200 teams at that tournament in 2006.

Cyber bowling — with blacklights and deals — was introduced under the ownership of the Lueneburgs and Buraks. They also started a bumper league for children, another legacy that continues for kids as young as age 3.

A nonprofit league — in which a portion of proceeds raised goes toward the winning team’s charity of choice — began about 2009 and remains operating at the Escanaba bowling alley today.

A trophy supply business also began at the Bowl-a-Rama, managed by Ken. That facet did not transfer to Danz; Ken still works there but is looking to sell it.

The space that had been occupied by the Greyhound station was converted into rental units now occupied by Bark Boulevard Pet Salon, Bloom Speech Therapy Services and The Golden Hour Studio.

This clipping from the Jan. 25, 1974, Daily Press shows that the Escanaba bowling alley’s involvement with youth has been going on for decades.

Danz, who became a Bowl-a-Rama employee in 2011, has been bowling since a very young age and has experience working at other bowling alleys.

Originally from Addison, Ill., a Chicago suburb, Danz worked at a bowling alley in the Chicago area years ago, one called Red Carpet Lanes in Green Bay, and managed High Five Lanes in Munising for a few years before coming to Escanaba.

Having now lived in Esky for 20 years, Danz “wouldn’t trade it for the world,” he said.

When the previous owners were ready to retire after nearly 30 years in the business, Danz stepped up to purchase it, with the sale finalized Aug. 1.

“I just didn’t want to see it going to anybody or a corporation — who knows what they would have done with it,” Danz said. “I’ve been here so long, and I’ve been in the bowling business pretty much all my life, so I didn’t want to see it possibly go away.”

Nicholas LaRose sends a bowling ball down after one last standing pin, hoping for a spare. (R. R. Branstrom)

But instead of keeping it the same, Danz has plans for making the old bowling alley better.

Early changes include revamping the kitchen with new equipment, making the menu available on DoorDash, adding three new TVs and obtaining an NFL Ticket so people can watch football and hockey games in the bar, getting a loan to fix the building’s leaky roof, hiring additional staff and changing the name.

Though the sign out front still says “Bowl-a-Rama,” Danz hopes to replace it in the spring so people can more visibly tell UP North Lanes and Sports Bar is under new ownership.

He’s considering calling the bar portion “The 11th Frame.”

Some things will stay the same — for instance, the homemade pizza that people have gotten to know and love in recent years will continue with the same recipe.

The place offers a surprisingly thorough food menu for a bowling alley. Appetizers, loaded tater tots, burgers, steak sandwiches, wings and quesadillas come out of the kitchen, available for enjoying in or taking out.

The kitchen opens at 11:30 a.m. every day. Food is served until 9 p.m. Mondays through Thursday, until 11:30 p.m. Saturdays and until 6 p.m. Sundays.

The bowling alley and bar are open from 11:30 a.m. to 10 p.m. Monday, Tuesday and Thursday; 11:30 a.m. to 11:30 p.m. Wednesdays; 11:30 to 1 a.m. Fridays; 11 a.m. to 1 a.m. Saturdays; and 11 a.m. to 7 p.m. Sundays.

Up North Lanes has leagues for a variety of ages and skill levels.

“We accommodate every age group,” Danz said. And even if people are terrible bowlers, the game and socializing are entertaining. “If you go out, you have fun.”

Birthday parties, company Christmas parties and other events utilize the bowling alley as well. Packages include bowling time, pizza and pop.

“It’s very affordable for families,” Danz said.

May through September is the busiest time, he reported. Within a handful of years, he’d like expand the bar to bring in cornhole — an activity usually relegated to outdoors in the summertime.

More immediate improvements will include an expansion to the arcade. Danz has already purchased new arcade games to be installed.

He also would like to take out the railings and tables to bring in more modern seating and counters near the lanes.

Danz intends to move the pro shop to a larger area that now is an office and expand upon the product selection.

UP North Lanes and Sports Bar may be reached at 906-786-6500. Some information may be found at 906bowling.com.

———

R. R. Branstrom can be reached at 906-786-2021, ext. 140, or rbranstrom@dailypress.net.

SANTA CLARA, Calif. (KGO) — Starting Jan. 5, the NFL will be setting up its Super Bowl media center, halftime show production and other operations at the Youth Soccer Park right next to Levi’s Stadium in Santa Clara.

This means hundreds of youth soccer players will have to find somewhere else to play.

The Santa Clara Youth Soccer League has 1,500 players. We spoke with Board Member Steve Robertson.

“There’s a great deal of anxiety. Do we have alternative field space? Because even though there are grass fields in the city of Santa Clara, there a very few with lights,” Robertson said.

The Santa Clara Youth Soccer League is hustling to figure out solutions. On Wednesday night, a parent rented out a tower light to see how well it does.

MORE: Countdown begins for Super Bowl as big economic, cultural boost expected in Bay Area

“We’re scrambling right now, to be honest, without a concrete plan in place as to how the city or other constituents can help us,” Robertson said.

The Youth Soccer Park has two grass fields and one turf field. The NFL plans to use this space from Jan. 5 to Feb. 22, but those in the soccer community are concerned it will take more time than that.

The soccer league says issues arose with the last Super Bowl at Levi’s in 2016.

“It takes a number of weeks to figure out the best way to return the field to normal condition. So in the last go around, the field was trashed candidly,” Robertson said.

In a statement to ABC7, Parks and Recreation Director Damon Sparacino said the agreement requires the NFL to repair any damaged fields.

MORE: South Bay leaders say they will protect against ICE during Super Bowl as immigrant fears persist

The NFL has also pledged financial contributions and help with finding alternate soccer fields.

Santa Clara Mayor Lisa Gillmor just hopes there’s no damage to the turf field.

“This is the big rub, because if they have to replace that synthetic turf field, that will take six to nine months if we’re lucky,” Gillmor said.

She said soccer is the most popular sport in the city.

“I want to make sure if there’s damage, it’s repaired, the fields are returned expeditiously, because I also want to have events at the Youth Soccer Park leading up to World Cup in June,” Gillmor said.

MORE: NFL, Bay Area Host Committee announce venues for Super Bowl 60 events

Before Super Bowl 50, the Santa Clara Youth Soccer League sued the NFL over use of the fields on short notice.

This year, the city said talks with the youth soccer groups and the NFL started back in August.

Robertson said with large scale events, things happen in the 11th hour. He hopes they can take this opportunity to build lasting partnerships.

“We just want to make sure that the kids are not forgotten in the process, that’s all,” Robertson said.

• A Louisiana Senator’s office is now involved to help navigate the bureaucratic delays stalling the demolition of Bayou Towers.
• The demolition is caught between four entities: FEMA, HUD, the local parish government, and the housing authority.
• While HUD approved the demolition, FEMA has not yet completed its assessment to determine if the building’s damage exceeds 50% of its value.
• Recent incidents of falling debris have raised community concerns about the building being a potential health hazard.

Officials say a Louisiana Senator has stepped in to help navigate delays in the demolition of Bayou Towers.

Houma-Terrebonne Housing Authority Director Nikita Gilton updated the commissioners Dec. 17 on the status of Bayou Towers at the first meeting since pieces of the structure began falling Dec. 5. According to Gilton, workers had to secure floors 8 through 11 and remove the awnings. With that work complete, the building once again remains in limbo, but Gilton said elected officials are stepping in to help them out.

“State Rep. Jessica Domangue reached out to us and put us in touch with Sen. Bill Cassidy’s Office,” Gilton said. “After I spoke with the chair and our attorney, I signed a waiver to let Mr. Cassidy’s office speak to FEMA on our behalf.”