Number range CHAPTER**U.S. Department of Justice**

**Federal Prison System**

**FY 2008 PERFORMANCE BUDGET**

**Congressional Submission**

**Salaries and Expenses**

**Table of Contents**

**Page No.**

**I.
Overview**\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
1

**II. Summary of Program
Changes**\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
9

**III. Appropriations Language and Analysis of Appropriations
Language**\...\...\... 10

**IV. Decision Unit Justification**

A. Inmate Care and
Programs\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
11

1\. Program Description

2\. Performance Tables

3\. Performance, Resources, and Strategies

a\. Performance plan and Report for Outcomes

b\. Strategies to Accomplish Outcomes

c\. Results of Program Assessment Rating Tool (PART) Reviews

B. Institution Security and
Administration\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
33

1\. Program Description

2\. Performance Tables

3\. Performance, Resources, and Strategies

a\. Performance plan and Report for Outcomes

b\. Strategies to Accomplish Outcomes

c\. Results of Program Assessment Rating Tool (PART) Reviews

C. Contract
Confinement\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
58

1\. Program Description

2\. Performance Tables

3\. Performance, Resources, and Strategies

a\. Performance plan and Report for Outcomes

b\. Strategies to Accomplish Outcomes

c\. Results of Program Assessment Rating Tool (PART) Reviews

**V. Exhibits**

A. Organizational
Chart\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
66

Decision Unit Restructuring
Crosswalk\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
68

B. Summary of
Requirements\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
69

C. Program Increases by Decision
Unit\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
70

D. Resources by DOJ Strategic
Goal/Objective\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
71

E. Justification for Base
Adjustments\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
72

F. Crosswalk of 2006
Availability\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
75

G. Crosswalk of 2007
Availability\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
76

H. Summary of Reimbursable
Resources\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
77

I. Detail of Permanent Positions by
Category\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
78

J. Financial Analysis of Program
Increases/Offsets\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
79

K. Summary of Requirements by
Grade\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
80

L. Summary of Requirements by Object
Class\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...81

M. Status of Congressionally Requested Studies, Reports, and
Evaluations\...\...\...\...\...\...\... 83

N. Summary by
Appropriation\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
85

O. Summary of
Change\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
86

Number range CHAPTER**I. Overview for the Bureau of Prisons, Salaries
and Expenses (S&E) Appropriation**

The mission of the Bureau of Prisons (BOP), an agency of the Department
of Justice (DOJ), is to protect society by confining offenders in the
controlled environments of prisons and community-based facilities that
are safe, humane, cost-efficient, and appropriately secure, and that
provide work and other self-improvement opportunities to assist
offenders in becoming law-abiding citizens. Beginning in FY 2007,
electronic copies of the Department of Justice's congressional budget
justification and Capital Asset Plan and Business Case exhibits can be
viewed or downloaded from the Internet using the internet address:

[http://www.usdoj.gov/jmd/2008justification/]{.underline}.

The BOP was established in 1930 to house Federal inmates, to
professionalize the prison service, and to centralize the administration
of the 11 Federal prisons in operation at that time (now 114). The BOP
administers correctional programs that balance punishment, deterrence,
and incapacitation with opportunities to prepare the offender for
successful reintegration into society. The BOP operates Federal prisons
of varying security levels and also utilizes privately operated
facilities, halfway houses (residential reentry centers), and facilities
secured through Intergovernmental Agreements. The BOP is also a major
provider of pretrial detention bed space and operates several
metropolitan detention centers and jail units. In addition, the BOP
houses all District of Columbia adult felons sentenced to a term of
confinement. Finally, through the National Institute of Corrections
(NIC), the BOP provides assistance to Federal, State, local, and
international correctional agencies.

For FY 2008, the BOP requests a total of \$5,151,440,000, with 35,143
FTEs, and 39,383 positions (19,058 Correctional Officers) for the
Salaries and Expenses (S&E) appropriation to support DOJ Strategic Goal
4: Ensure the Fair and Efficient Operation of the Federal Justice
System. The 2008 Budget provides for new prison construction and
additional contract beds to address the Administration's priority to
reduce crowding in prisons and ensure the safety of both inmates and
correctional officers. A total of \$32.0 million in program increases is
requested for the S&E appropriation. The S&E program increases include
\$27.0 million for the beginning of the twenty-four month activation
process at the Federal Correctional Institution (FCI) in Pollock,
Louisiana (1,152 beds), and \$5.0 million to strengthen the BOP's
ability to manage sex offenders in accordance with the Adam Walsh Child
Protection and Safety Act of 2006.

These increases are BOP's highest priority needs for FY 2008 in the S&E
budget. The inmate population will continue to increase for the
foreseeable future, and so will BOP's challenges to provide for their
incarceration and care.

Requested increases are as follows:

+-------+---------------------------------------+-------+------+-----+
| Stra  | Item                                  | Do    | Pos  | FTE |
| tegic |                                       | llars |      |     |
| Goal  |                                       |       |      |     |
|       |                                       | (\    |      |     |
|       |                                       | $000) |      |     |
+-------+---------------------------------------+-------+------+-----+
| 4.    | Federal Correctional Institution      | \$2   | 354  | 177 |
| 4/4.5 | Pollock, LA                           | 7,000 |      |     |
|       |                                       |       |      |     |
|       | 1,152 beds (10/07)                    |       |      |     |
+-------+---------------------------------------+-------+------+-----+
| 4.    | Requirements of the Walsh Act of 2006 | 5,000 | 56   | 28  |
| 4/4.5 |                                       |       |      |     |
+-------+---------------------------------------+-------+------+-----+
| TOTAL |                                       | \$3   | 410  | 205 |
|       |                                       | 2,000 |      |     |
+-------+---------------------------------------+-------+------+-----+

The BOP will use these resources to manage a total of 202,584 inmates
projected by the end of FY 2008. The systemwide crowding level in BOP
facilities is estimated to be at 36 percent above rated capacity at that
time.

**Background**

The BOP faces the continuing challenge of caring for and managing the
increasing Federal inmate population in crowded conditions within
budgeted levels. The Federal inmate population has increased
dramatically over the past 25 years, up nearly 700 percent, from
approximately 25,000 inmates and 41 institutions in 1980 to 193,616
inmates and 114 institutions as of January 11, 2007. Of the current
Federal inmate population over 163,000 are in facilities operated by the
BOP and the remainder (nearly 16 percent) are in contract care
consisting of privately operated secure facilities, facilities managed
by state and local governments, residential reentry centers, or home
confinement.

The population increases in the 1980s were a result of Federal law
enforcement efforts and new legislation that dramatically altered
sentencing in the Federal criminal justice system. The Sentencing Reform
Act of 1984 established determinate sentencing, abolished parole, and
reduced good time. Additionally, several mandatory minimum sentencing
provisions were enacted in 1986, 1988, and 1990. The large inmate
population increases of FY 1998 - 2000 were mainly due to higher number
of prosecutions of drug defendants, immigration cases, and weapon
offenses. The increase in FY 2001 is attributed to incarceration of
District of Columbia sentenced felons in Federal prisons. In FY 2006,
the net inmate population increased by 5,190 and this net growth of at
least 5,000 inmates per year is projected to continue over the next
several years.

The BOP does not control the number of new admissions to federal
prisons. As a result, BOP faces major challenges in efficiently and cost
effectively managing the Federal inmate population growth within crowded
conditions and limited contract beds. BOP has focused on ways to
mitigate the negative effects of prison over crowding. These include
determining an acceptable level of crowding, expanding facilities and
work opportunities, etc. BOP facilities are very crowded - - 37 percent
above rated capacity system-wide as of January 11, 2007. The BOP is
striving to ensure that Federal inmates continue to serve their
sentences in a safe and humane environment.

The BOP maintains institution security through a combination of
innovative prison design, highly trained staff, security technology, and
careful classification of inmates. Inmates are assigned a custody level,
which relates to the degree of supervision needed and ensures that
offenders are placed in the least restrictive and least expensive
environment appropriate to their custody and security needs. Such
advances have improved BOP's ability to safely manage its inmate
population.

![](media/image1.jpeg){width="6.25in" height="1.5833333333333333in"}

**\* Fiscal year-end capacity ties to the date by which the majority of
beds at new institutions/expansions are projected to be available for
inmates.**

The chart above includes population projections for FY 2007 -- FY 2010.
The projections are based on data and information from a variety of
sources including the Administrative Office of the U.S. Courts, the U.S.
Sentencing Commission, the Executive Office for United States Attorneys,
the Office of the Federal Detention Trustee, the Drug Enforcement
Administration, the Federal Bureau of Investigation, and the BOP's own
information system (SENTRY).

The BOP provides work and education programs and other self-improvement
opportunities to assist offenders in successfully re-entering society.
These programs, designed to change thinking and behaviors, also improve
institution security by reducing inmate idleness and serious misconduct
that threatens the safety of staff and inmates. For example, the BOP
operates its Life Connections (faith-based) pilot programs (LCP).
Through these programs, the BOP provides opportunities for the
development and maturation of the participating inmate's faith
commitment, with a goal of reducing recidivism rates. The BOP Office of
Research and Evaluation has developed a data collection instrument to
measure and compare rates of recidivism and anticipates an interim
report on recidivism will be produced in FY 2009, and a more complete
report comparing greater numbers of inmates will be finished by FY 2011.
In the interim (until this research can be completed), an evaluation has
already demonstrated a positive effect of LCP participation on serious
misconduct while inmates participate in the program. Additionally, the
BOP has developed programs that target specific inmate subgroups, such
as penitentiary inmates with behavioral problems, violent and predatory
inmates, younger inmates serving their first significant prison term, or
inmates with cognitive and social learning needs.

In response to the rapid growth in the number of Federal inmates with
drug abuse histories, and to meet the requirements of the Violent Crime
Control and Law Enforcement Act (VCCLEA) of 1994, the BOP has developed
a comprehensive drug abuse treatment strategy consisting of five
components: screening and assessment; drug abuse education;
non-residential drug abuse counseling service; residential drug abuse
programming; and community transitional drug abuse treatment. Since
1997, the BOP continues to provide residential drug abuse treatment to
100 percent of all inmates needing and wanting to participate prior to
their release.

The BOP fully supports DOJ's Strategic Objective 4.4 and 4.5 by
providing adequate health care services to inmates while controlling
costs. The BOP strives to maintain the accreditation standards of the
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) at
medical centers and institutions with chronic care inmates. Meeting
these standards provides a widely accepted method of assessing the
quality of health care provided at BOP facilities. The BOPs' goal is to
have new institutions accredited within two years of activation. By
meeting JCAHO accreditation standards, BOP institutions must exhibit
substantial compliance with approximately 200 health care standards
during a triennial JCAHO accreditation survey. JCAHO standards not only
address patients' rights, but also provide the BOP with the opportunity
to assess and improve overall efficiency of health care programs. The
foundation of JCAHO standards is the continuous quality improvement of
health care processes and patient outcomes.

Consistent with the Government Performance and Results Act, the FY 2008
budget (similar to the

FY 2007 President's budget) proposes to streamline the S&E decision unit
structure from four program activities to three to align the BOP budget
more closely with the mission and strategic objectives contained in the
DOJ Strategic Plan (FYs 2003-2008). The budget will be realigned to
reflect the BOP's outputs and full costs for each major program activity
by attributing management and administration costs for each program in
the appropriate program decision unit. Thus, it will provide a more
accurate picture of total activity costs in the budget. In this way,
budget and performance are more closely linked, and provide a better
basis on which to make budget decisions.

The BOP's S&E budget, which funds BOP's operations, was selected for
review under the Program Assessment Rating Tool (PART) process in the FY
2004 and FY 2005 budget processes. The review was updated in November
2005. Under the FY 2004 and FY 2005 PART processes, the BOP was rated
"Moderately Effective." The score should improve even further when
reassessed in the future as the BOP has worked with DOJ and the Office
of Management and Budget (OMB) to address follow up recommendations in
the areas of crowding and using a multi-pronged approach to acquire
additional capacity. This program is scheduled to be reviewed again in
FY 2007.

The BOP has completed the following recommendations in reference to
PART: 1) Complete the Taft study comparing private versus public prison
management, operations and costs and make the study available for
independent review and analysis. This study was contracted through the
National Institute of Justice (NIJ). It concluded that private prison
management was more cost effective than public prison management. The
BOP prepared additional analysis on the cost and safety issues addressed
in the NIJ sponsored study. The BOP used actual versus estimated costs
and drew different conclusions regarding costs and safety lapses at
private prisons; 2) Complete an assessment of "the acceptable level of
crowding in federal prisons." The BOP completed the assessment, and is
reviewing results with the Administration; 3) Consider using unobligated
balances and modernization and repair funds to modify and/or upgrade
existing facilities to house higher security inmates and contract out
for lower security inmates and develop a plan to modify and/or upgrade
existing low and minimum security prisons to accommodate higher level
security inmates. The BOP completed the study, and the Justice
Management Division contracted with the National Academy of Public
Administration (NAPA) for an independent review and validation of this
study. NAPA concluded that converting minimum or low security facilities
to higher security institutions is not a cost-effective use of limited
taxpayer resources.

The BOP has also completed the following reports in FY 2006: 1)
Comparing the costs of housing geriatric prisoners with serious medical
conditions in existing facilities to housing them in specialized
facilities designed for geriatric prisoners with serious medical
conditions; 2) Costs, efficiencies, and economies of scale that result
from the construction of additional facilities on the site of existing
facilities; 3) Correspondence privileges allowed for convicted
terrorists; 4) NIC's activities to address and eliminate sexual
misconduct with inmates in all correctional systems; 5) BOP's programs
for mentally-ill offenders; and 6) Report on BOP's capacity needs, based
on projected prison population for each year from FY 2006 to FY 2016.

**Challenges**

Over the past several years, the BOP has faced numerous fiscal
challenges. In response, the BOP has proposed and implemented a number
of initiatives to streamline operations, centralize and automate
functions, and reduce management positions BOP wide. These cost savings
initiatives have enabled the BOP to operate more efficiently.

The major challenge the BOP continues to face is how to care for and
manage the growing Federal inmate population while maintaining
appropriately safe and secure prisons.

Federal prison overcrowding has provided additional challenges to
managing the federal prisoner population. Recently, BOP has focused on
overcrowding at its higher security institutions. Technological and
management techniques have improved the Bureau's ability to safely
manage a growing prisoner population. However, it is important to note
that at medium security levels, more than half of the inmates are drug
traffickers or weapons offenders, nearly 80 percent have a history of
violence, and the average sentence exceeds 10 years. At high security
levels, more than 70 percent of the inmates are either drug offenders,
weapons offenders, or robbers and another 14 percent have been convicted
of murder, aggravated assault, or kidnapping. At the high security
level, the average sentence exceeds 15 years. Also, more than 60 percent
of high security inmates have been sanctioned for violating prison rules
and nearly 90 percent have a history of violence

Further, as described in the DOJ Strategic Plan, the BOP's work has
taken on significantly greater risks with the incarceration of
high-profile convicted terrorists. For example: Zacarias Mossaoui; Nidal
Ayyad (World Trade Center Bomber); Terry Nichols; Sheik Rahman; Richard
Reid, and Ramzi Yousef.

As a strategy to keep pace with inmate population growth, the BOP
continues to rely on a combination of limited new construction, use of
state, local and private sector contract beds. Adding capacity allows
the BOP, DOJ and Administration to work toward the long-term goal of
reducing system-wide prison crowding.

**FY 2008 Total Bureau of Prisons Request by DOJ Strategic Goal**

The BOP's mission plays a direct role in supporting the DOJ, Strategic
Goal 4: Ensure the Fair and Efficient Operation of the Federal Justice
System. In FY 2008, the BOP is requesting a total of \$5,151,440,000,
with 39,383 positions and 35,143 FTEs for its S&E appropriation to
support the Department's Strategic Goals to:

-   Provide for the safe, secure and humane confinement of detained
    persons awaiting trial and or sentencing. (Strategic Goal 4.3)

    Maintain and operate the Federal Prison System in a safe, secure,
    humane, and efficient manner. (Strategic Goal 4.4)

    Provide services and programs to facilitate inmates' successful
    reintegration into society, consistent with community expectations
    and standards. (Strategic Goal 4.5)

**Full Program Costs**

The BOP's budget integrates both the DOJ and BOP Strategic Goals and
Objectives, and each performance objective is linked with the costs of
critical strategic actions. Consistent with the Government Performance
and Results Act, the FY 2008 budget (similar to the FY 2007 President's
budget) proposes to streamline the S&E decision unit structure from four
program activities to three to align the BOP budget more closely with
the mission and strategic objectives contained in the DOJ Strategic Plan
(FYs 2003-2008). The budget will be realigned to reflect the BOP's
outputs and full costs in major program activity by including the
appropriate costs of management and administration in each program
decision unit, so that a more accurate picture of total activity costs
is reflected in the budget. In this way, budget and performance are more
closely linked, and provide a better basis on which to make budget
decisions.

**FY 2008 Budget Request by Decision Unit**

The BOP is requesting resources for program improvements that are
critical to safely manage growth in the Federal inmate population. Even
with these improvements, the projected rate of growth in the Federal
inmate population will exceed the rated capacity added. Thus, in order
to reduce crowding, funding for additional contracts with the private
sector, timely completion of new construction, and timely activations
are required.

**Inmate Care and Programs -** [\$ 1,839,284,000]{.underline}

Resources for each objective that the BOP supports are identified under
each decision unit. The [total]{.underline} costs include the following:

-   The direct cost of all activities

    Indirect costs

    Common administrative systems costs

Both performance and resource tables within each decision unit
justification define the total costs of achieving the strategies the BOP
will implement in FY 2008.

[Program Improvements]{.underline}

1\) Activations: Funds to begin the activation process of FCI Pollock,
LA (1,152 beds).

2\) Funds to improve the management of sex offenders in accordance with
the Adam Walsh Act of 2006.

**Institution Security and Administration -**
[\$2,486,714,000]{.underline}

Resources for each objective that the BOP supports are identified under
each decision unit.

The [total]{.underline} costs include the following:

-   The direct cost of all activities

    Indirect costs

    Common administrative systems costs

Both performance and resource tables within each decision unit
justification define the total costs of achieving the strategies the BOP
will implement in FY 2008.

[Program Improvements]{.underline}

1)  Activations: Funds to begin the activation process of FCI Pollock,
    LA (1,152 beds).

**Contract Confinement -** [\$825,442,000]{.underline}

Resources for each objective that the BOP supports are identified under
each decision unit. The total costs include the following:

-   The direct cost of all activities

    Indirect costs

    Common administrative systems costs

Both performance and resource tables within each decision unit
justification define the total costs of achieving the strategies the BOP
will implement in FY 2008.

**Performance Challenges**: The challenges that impede progress toward
achievement of agency goals are complex and ever changing. Congressional
actions, changing and new investigative and prosecutorial initiatives,
internal DOJ decisions and procedures, technological developments, and
criminal behavior are only a few factors that impact BOP and other law
enforcement agencies, and pose new challenges that demand attention and
change. Additionally, the BOP has worked with DOJ, OMB, and Congress to
streamline operations and reduce costs to operate as efficiently and
effectively as possible.

**External Challenges:** The Federal inmate population has increased
dramatically over the past 25 years, up nearly 700 percent from
approximately 25,000 inmates and 41 institutions in 1980 to 193,616
inmates and 114 institutions as of January 11, 2007 (the estimate for
FY 2008 is 202,584 inmates and 115 institutions). The BOP must accept
and provide for all Federal inmates. Currently 163,700 of these inmates
are in facilities operated by the BOP, and the remainder (nearly 16
percent) are in contract care - privately operated secure facilities,
facilities managed by state and local governments, residential reentry
centers, or home confinement. Since the BOP cannot limit its assigned
workload (inmate care & custody), and thereby control workload costs,
the BOP faces the continuous challenge of efficiently and effectively
managing the ever growing inmate population.

In addition to the challenges of inmate population growth and new
legislation, the BOP is also impacted by the continuing war on terrorism
and housing an increasing number of dangerous terrorist inmates. The BOP
currently houses over 1,000 inmates who have been convicted of terrorist
acts (including Domestic, International, Violent Anti-Government, White
Supremacy and BioChem-Nuclear). Also, as a result of these events, the
BOP has added equipment, patrols, and specialized services for the safe
incarceration of these inmates.

**Internal Challenges**: The largest internal challenge for the BOP is
to provide adequate levels of bed space and staffing to safely manage
the growing inmate population. Increases in the inmate population,
employee involvement in external military service assignments,
unpredictable events such as September 11, 2001, and devastating natural
disasters such as Hurricanes Andrew, Ivan, Katrina, and Rita pose
significant internal management challenges in the areas of cost control
and staffing. The BOP is actively monitoring and addressing these areas
of concern, while housing inmates in the safest and most cost effective
manner.

**Offsets**: The BOP has initiated a number of management actions to
streamline operations, improve program efficiencies and reduce costs in
order to live within its funding levels and ensure the lowest possible
costs despite the growing inmate population. Examples of such actions
include centralizing prisoner sentence computation and inmate
designation functions, consolidating the servicing of human resource and
employee development functions, and transferring inmates with the most
critical medical needs to dedicated BOP medical centers. The BOP
continues to make progress in its streamlining and other efficiency
measures initiated to operate within available resources by delayering
and abolishing nearly 700 management positions, and closing four
outmoded and inefficient stand alone prison camps.

Number range CHAPTER**II. Summary of Program Changes**

The requested increases for the BOP S&E appropriation are summarized in
the table below:

**Item Name Description Pos FTE (\$000) Page**

Walsh Act Requirements of the law 56 28 \$5,000 29

FCI Pollock, LA Activation 354 177 \$27,000 53

TOTAL\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....410
205 \$32,000

Number range CHAPTER**III. Appropriation Language and Analysis of
Appropriation Language**

**[Federal Prison System]{.underline}**

**Salaries and Expenses**

The FY 2008 budget estimates include proposed changes in the
appropriation language listed and explained below. New language is
italicized and underlined, and language proposed for deletion is
bracketed.

[For necessary expenses \[necessary\] of the Federal Prison System for
the administration, operation, and maintenance of Federal penal and
correctional institutions, including purchase (not to exceed \[640\]
*[669]{.mark}*, of which \[605\] *[642]{.mark}* are for replacement
only) and hire of law enforcement and passenger motor vehicles, and for
the provision of technical assistance and advice on corrections related
issues to foreign governments, \[\$4,987,059,000\]
*[\$5,151,440,000]{.mark}*: Provided, That the Attorney General may
transfer to the Health Resources and Services Administration such
amounts as may be necessary for direct expenditures by that
Administration for medical relief for inmates of Federal penal and
correctional institutions: Provided further, That the Director of the
Federal Prison System, where necessary, may enter into contracts with a
fiscal agent/fiscal intermediary claims processor to determine the
amounts payable to persons who, on behalf of the Federal Prison System,
furnish health services to individuals committed to the custody of the
Federal Prison System: Provided further, That not to exceed \$6,000
shall be available for official reception and representation expenses:
Provided further, That not to exceed [\$50,000,000]{.mark} shall remain
available for necessary operations until [September 30, \[2008\]
*2009*]{.mark}: Provided further, That, of the amounts provided for
Contract Confinement, not to exceed [\$20,000,000]{.mark} shall remain
available until expended to make payments in advance for grants,
contracts and reimbursable agreements, and other expenses authorized by
section 501(c) of the Refugee Education Assistance Act of 1980, for the
care and security in the United States of Cuban and Haitian entrants:
Provided further, That the Director of the Federal Prison System may
accept donated property and services relating to the operation of the
prison card program from a not-for-profit entity which has operated such
program in the past notwithstanding the fact that such not-for-profit
entity furnishes services under contracts to the Federal Prison System
relating to the operation of pre-release services, halfway houses or
other custodial facilities.]{.underline}

[[(18 U.S.C. 3050, 3059, 3651, 4001, 4002, 4003, 4007, 4008, 4009, 4010,
4011, 4013(a)(4), 4041, 4042,4081, 4082, 4121-4129, 4253, 4281,
4351-4353, 5015]{.underline}]{.mark}

[]{.mark}

**Analysis of Appropriation Language**

1\. No substantive language changes.

Number range CHAPTER**IV. Decision Unit Justification**

**A. Inmate Care and Programs**

+-------------------------------------+--------+--------+------------+
| **Inmate Care and Programs TOTAL**  | **P    | FTE    | Amount     |
|                                     | erm.** |        |            |
|                                     |        |        | (\$000,s)  |
|                                     | **     |        |            |
|                                     | Pos.** |        |            |
+-------------------------------------+--------+--------+------------+
| 2006 Enacted w/ Rescissions and     | 15,258 | 13,313 | \          |
| Supplementals                       |        |        | $1,766,995 |
+-------------------------------------+--------+--------+------------+
| 2007 Estimate                       | 14,615 | 12,786 | 1,771,327  |
+-------------------------------------+--------+--------+------------+
| Adjustments to Base and Technical   | -333   | -379   | 50,047     |
| Adjustments                         |        |        |            |
+-------------------------------------+--------+--------+------------+
| 2008 Current Services               | 14,282 | 12,407 | 1,821,374  |
+-------------------------------------+--------+--------+------------+
| 2008 Program Increases              | 187    | 94     | 17,910     |
+-------------------------------------+--------+--------+------------+
| 2008 Offsets                        | 0      | 0      | 0          |
+-------------------------------------+--------+--------+------------+
| 2008 Request                        | 14,469 | 12,501 | 1,839,284  |
+-------------------------------------+--------+--------+------------+
| **Total Change 2007-2008**          | \- 146 | -285   | 67,957     |
+-------------------------------------+--------+--------+------------+

**1. Program Description**: **Inmate Care and Programs**

This activity covers the cost of all inmate food, medical supplies,
institutional and release clothing, welfare services, transportation,
gratuities, staff salaries (including salaries of Health Resources and
Services Administration commissioned officers), and operational costs of
functions directly related to providing inmate care. This decision unit
also represents costs associated with Inmate Programs (Education and
Vocational Training, Drug Treatment, Life Connections, Religious and
Psychological Services). Finally, this activity covers costs associated
with Regional and Central Office executive direction and management
support functions related to providing inmate care.

The purpose of Inmate Programs is to improve inmate self-control,
provide educational opportunities and pre-release programs to facilitate
re-entry and transition, and establish healthy relationships between
staff and inmates by dividing the large institution population into
smaller, more manageable groups. A team of multi-disciplinary staff
(i.e., Unit Manager, Case Manager, Correctional Counselor and a Unit
Officer) who have administrative and supervisory authority are
permanently assigned and located in housing units to work with the
inmates. This places services closer to the users, and permits
decision-making by those who are most knowledgeable about inmates and
their programs. Regular and consistent interaction between inmates and
staff provides better communication and understanding of inmate needs.

[Medical]{.underline}

*[Inmate Health Care]{.underline}*

All BOP institutions operate outpatient ambulatory care clinics. New
institutions are typically given two years after activation to apply for
the Joint Commission on Accreditation of Healthcare Organizations
(JCAHO) accreditation except Care Level I institutions because they
house predominantly a healthy inmate population. Health Services
programs and operations cannot be reviewed via program review or JCAHO
until the institution is fully operational. BOP medical personnel are
civil service and U.S. Public Health Service (USPHS) professionals. The
USPHS provides support personnel including physicians, dentists, nurses,
pharmacists, physician assistants, and nurse practitioners via a
reimbursable agreement.

All inmates undergo a comprehensive intake screening when admitted to
BOP facilities. The screening includes: physical examination; screening
for tuberculosis and other contagious diseases; suicide risk and mental
health assessment; history of current and prior medical conditions;
dental screening; dispensing of appropriate and necessary medications;
ordering of appropriate tests (including DNA); and development of a
medical treatment plan, if indicated. To update BOP providers on the
continually evolving medical practices and management of high volume or
high risk diseases such as diabetes, HIV, Hepatitis, hypertension, etc.,
the BOP Medical Director issues Clinical Treatment Guidelines. These
guidelines are based on current, published recommendations from
recognized authoritative organizations such as the Centers for Disease
Control, the National Institutes of Health, and the American Diabetes
Association.

Episodic medical care is available through "sick call/triage" on
weekdays, as well as on an urgent basis at any time. Medical staff are
either on-site or on-call, and, when appropriate, inmates with
emergencies are transported immediately to the nearest community
hospital emergency department. Ongoing medical care is provided through
appointments with a physician, physician assistant, or nurse
practitioner. Management of certain conditions requires periodic
consultation with community specialists, such as psychiatrists,
surgeons, cardiologists and infectious disease specialists. To obtain
the most competitive and cost effective rates possible, each institution
solicits comprehensive medical contracts, which include facility and
physician services, based on the 1) prevailing Operating Federal
Medicare rate for the applicable area for inpatient facility services,
and 2) prevailing Medicare fee schedule amounts for the area for
outpatient services and physician services. Offerors are allowed to
propose a discount from, or a discount to, those Medicare benchmarks
which are then negotiated by the BOP.

The BOP currently has six Medical Referral Centers (MRCs), which are
also JCAHO accredited, to supplement its health care delivery system.
Each MRC provides specialized care to inmates with a variety of chronic
and sub-acute medical and psychiatric conditions. The Medical Center for
Federal Prisoners at Springfield, Missouri, the Federal Medical Center
(FMC) Butner, North Carolina; FMC Rochester, Minnesota; FMC Lexington,
Kentucky; and FMC Devens, Massachusetts, treat male inmates, while FMC
Carswell, Texas, handles the MRC needs for female inmates.

Increasing numbers of federal inmates require medical care, primarily as
a result of the rapidly expanding inmate population and the high number
of inmates with a history of drug abuse (40 percent) which are entering
the Federal Prison System. Although the prevalence of HIV infection has
remained stable at approximately 1 percent of the inmate population,
these individuals are living longer both in and outside of prison due to
the availability of expensive, complex medication regimens. In 2005, 7
percent of inmates in the BOP were known to be infected with the
hepatitis C virus. The BOP continues monitoring the health of hepatitis
C-infected inmates and determining which are candidates for treatment.

The Health Services Division, in the BOP's Central Office, is focused on
several major initiatives to provide quality health care in institutions
while reducing health care costs:

1.  *Telehealth*. Telehealth, which is part of the BOP's video
    conferencing capabilities through the Wide Area Network (WAN), uses
    telecommunications technologies to exchange health information and
    provide health care services. All institutions have received
    telehealth equipment and telehealth capabilities through WAN.
    Telehealth provides access to clinical and consultive services
    predominately in psychiatry. Other disciplines under expansion
    include orthopedics, wound care, physical therapy, social services,
    nutritional counseling, psychology, dentistry, cardiology,
    dermatology, podiatry, OB/GYN, and oncology.

2.  *Teleradiology*. In FY 2004, the BOP entered into an interagency
    agreement with the Walter Reed Army Medical Center (WRAMC) to
    provide digital x-ray interpretations to BOP institutions. Five
    institutions in the Mid-Atlantic Region were the first to come on
    line to test the process. By the end of FY 2005, 30 institutions
    were on-line with teleradiology. At this time, the WRAMC appears to
    be at the limits of their capability to provide this service. The
    BOP is actively pursuing a contract with another service provider
    which would provide comprehensive teleradiology services
    (interpretations, equipment, and maintenance) for the remaining
    institutions not serviced by the WRAMC. Upon award of this contract,
    the goal is to provide services and upgraded equipment to all
    facilities by the end of FY 2008. When the WRAMC closes, the program
    may move to its successor facility; however, we have no assurances
    the program will have the resources needed to continue to provide
    this service to the BOP.

3.  *Electronic Medical Records System*. The BOP has begun deployment of
    an electronic medical record (EMR) system. Initial deployment of the
    EMR commenced in FY 2006 at the Federal Correctional Institution at
    Englewood, Colorado, and full Bureau-wide deployment is anticipated
    by the end of FY 2009. Subsequent efforts, concurrent with ongoing
    deployments, will focus on continued product development, training
    of staff, and managing the integration of pharmacy and clinical
    laboratory data systems with the EMR.

4.  *Levels of Care*. The Health Services Division has developed a
    phased implementation strategy for a Medical Classification System:
    Phase I - Classify BOP inmate population; Phase II - Establish beds
    and staffing; Phase III - Realign health care staff; Phase IV - Full
    implementation (including movement of inmates). The purpose of the
    inmate Medical Classification System is to identify inmate health
    care needs (medical, mental health, and forensic) and assign inmates
    to facilities with appropriate health care capabilities,
    particularly, community health care resources. Similar to the
    Security Designation and Custody Classification System, a score will
    be created for each inmate based on their need for health care at
    the time of their initial designation. A SENTRY assignment will be
    made and the inmate will be designated to an institution with the
    appropriate health care resources. These assignments will be updated
    by Health Services staff whenever an inmate's medical or mental
    health condition changes. Phase I was commenced in November 2004 and
    plans currently provide for full implementation of Phase  II and III
    by early 2007.

5.  *Bill Adjudication*. The Health Services Division has validated the
    medical claims processing capabilities of the Department of Veterans
    Affairs (VA), Financial Services Center, and determined that the
    services provided by the VA would result in cost savings to the BOP.
    As a result, a multi-disciplinary group was formed in FY 2006 to
    articulate technical specifications, data transfer protocols, and
    work flow processes to determine how adjudication services can be
    integrated into the BOP, and to facilitate the development of a
    Statement of Work to support the future acquisition of these
    services whether from the VA or a commercial vendor.

6.  *Utilization Review (UR)*. It is the policy of the BOP that every
    institution will have an established Utilization Review Committee
    (URC) chaired by the institution Clinical Director. The URC's
    responsibilities include reviewing all medically necessary
    non-emergent cases and authorizing treatment; reviewing outside
    medical, surgical, and dental procedures; reviewing requests for
    specialist evaluations; monitoring lengths of stay and interventions
    associated with inpatient admissions at community-based health care
    facilities; and making decisions (approve, refer, defer, or deny)
    for each case presented. The Clinical Director is the final
    authority for all URC decisions. To facilitate and provide greater
    consistency with the UR process, the Health Services Division
    purchased a software-based clinical decision criteria system in FY
    2006 with the goal of implementing its use at all BOP facilities by
    the end of FY 2008.

7.  *Catastrophic Case Management*. The BOP developed a process to
    monitor and track catastrophic cases and the associated costs. A
    single catastrophic case can easily account for 20 to 30 percent of
    a typical institution's annual outside medical budget. This strategy
    will allow the BOP to better understand the impact of catastrophic
    health care events on the health care budget and decision making.
    Data have been collected and are currently being analyzed.

8.  *Airborne/Contagious Disease Management.* It is the policy of the
    Bureau of Prisons that each institution have at least one airborne
    infection isolation room (AIIR), formally called a negative pressure
    isolation room (NPIR), which complies with the Centers of Disease
    Control and Prevention (CDC) and Occupational Safety and Health
    Administration (OSHA) guidelines for respiratory isolation. AIIRs
    provide the BOP with the ability to effectively contain contagious
    diseases such as tuberculosis (TB), varicella (chicken pox),
    measles, and, most recent and notable, Avian influenza (bird flu) in
    the correctional setting. Since 1999, all new facilities are
    designed and built to meet these guidelines. The Health Services
    Division continues to: 1) conduct market research and interview
    vendors for possible alternatives to structural modifications or
    construction necessary to provide for these rooms; 2) survey
    institutions on an annual basis to determine the status of AIIR
    capabilities in the BOP; and 3) track costs associated with
    community-based isolations which are necessary due to the inability
    of institutions without AIIR capabilities to manage these cases
    inside the institution. In addition, an internal agency workgroup is
    assessing the implications of managing a pandemic in the BOP and,
    through the Office of Emergency Preparedness, mock exercises are
    being held to test readiness and response levels to such events.

    *[Safety and Environmental Health]{.underline}*

    The Federal Employees Compensation Act (FECA) provides compensation
    benefits to BOP employees for disability due to personal injury or
    disease sustained while in the performance of duty. In 1996, the BOP
    initiated a program to reduce work related injuries and illnesses
    and to reduce the annual increase in workers' compensation cost. The
    added focus has resulted in a reduction in the average annual
    increases in workers compensation cost from 11.46 percent in 1991 to
    6.2 percent in 2005. In addition, total injury rates decreased by
    1.7 percent from 2004 to 2005, and new injury cases decreased by 1.7
    percent from 2004 to 2005.

    In FY 2005, there were 2,316 new claims for compensation benefits.
    The total chargeback costs for FY 2005 were \$39 million with an
    injury rate of 6.73 per 100 employees. The FY 2006 cost was
    approximately \$43 million. The majority of the compensation costs
    result from long term cases that are more than one year old.
    Additional efforts are underway through training, temporary
    alternative duty assignments, and development of a tracking system
    to decrease compensation costs.

    *[Food Service]{.underline}*

    The BOP provides daily meals which meet the Dietary Reference Intake
    (DRI) recommended by the Food and Nutrition Board, Institute of
    Medicine of the National Academies of Sciences, for vitamins and
    minerals. Meal preparation is accomplished primarily by inmate
    workers (about 12 percent of the population) under the supervision
    of staff. Food preparation, recipe and menu management, and
    cost-based budgetary accounting are maintained by the use of a
    computerized Food Service management software system. The United
    States Penitentiary (USP) at Lompoc, California, and the Federal
    Correctional Institution (FCI) at El Reno, Oklahoma, utilize
    available land resources in limited production of beef and milk.
    Farm products are consumed at the producing institutions and are
    also shipped to nearby institutions to offset their need to purchase
    some products on the open market. In addition to the Lompoc and
    El Reno farm operations, 27 institutions maintain vegetable gardens
    to supplement their food program. Besides providing vegetables
    inexpensively to the institutions, the gardens can provide inmate
    jobs and vocational training opportunities. During FY 2008, the BOP
    estimates serving over 182 million meals, which is nearly 501,035
    meals per day and almost 3.5 million meals per week.

    [Education and Vocational Training]{.underline}

    Inmate education programs include literacy, English-as-a-Second
    Language (ESL), occupational education (vocational training and
    apprenticeship), advanced occupational training, parenting, release
    preparation courses; and a wide range of adult continuing, wellness,
    and structured and unstructured leisure time activities. Education
    programming provides inmates with an opportunity to learn the
    functional skills which support their reintegration into the
    community. BOP's Office of Research has found that participation in
    education programs leads to a 16 percent reduction in recidivism by
    inmates who participate in these programs.

    With few exceptions (i.e., pretrial inmates and sentenced deportable
    aliens), the BOP requires inmates without a high school diploma or
    General Educational Development (GED) credential to enroll in a
    literacy program. This requirement affects over 40 percent of the
    total inmate population. Curriculums are designed to teach the
    knowledge and skill areas for inmates to progress from basic
    literacy through the GED credential. The implementation of the
    Violent Crime Control and Law Enforcement Act (VCCLEA) and the
    Prison Litigation Reform Act (PLRA), mandates that inmates with
    needs must participate and make satisfactory progress in literacy in
    order to vest their good time (VCCLEA) or be eligible to earn the
    full amount of good conduct time (PLRA). Since their implementation
    in November 1997 these two Acts have nearly tripled the demand for
    literacy programs. The Crime Control Act of 1990 requires that all
    non-English speaking Federal prisoners participate in ESL until they
    function at the equivalent of the eighth grade level.

    Vocational training, apprenticeship programs, and Advanced
    Occupational Education (AOE) programs serve to enhance inmates'
    skills during incarceration and increase the employment
    opportunities of offenders upon release, particularly those who
    either lack solid employment history or a marketable skill. AOE
    courses afford inmates, who have successfully completed high school
    or GED, the opportunity to further their preparation for post
    release employment by obtaining a marketable skill via a one or
    two-year certificate program (e.g., drafting, building maintenance,
    and data processing).

    Parenting programs promote positive relationships and family values.
    With few exceptions, all programs offer visiting room and parenting
    education components. Release preparation courses familiarize
    inmates with current employer recruitment procedures and the
    expectations of potential employers. Offerings include
    pre-employment training for successful job interviews, resume
    preparation, filling out job applications, and preparing employment
    folders which hold documents required for employment.

    Adult Continuing Education courses are designed for inmates who have
    a desire to \"brush up\" in a special area or enroll in a special
    program (speed reading, English, mathematics, history, foreign
    languages, etc.). Wellness and leisure programs reduce inmate
    idleness, promote healthy life styles, and encourage the development
    of positive leisure time skills.

    The BOP's Post Release Employment Study convincingly demonstrates
    that vocational training programs decrease recidivism. Studies show
    that inmates who participate in these programs are 33 percent less
    likely to recidivate. Federal inmates can choose a vocation, through
    instruction, work experiences, and career orientation; acquire or
    improve productive work skills and habits; and gain practical
    knowledge essential to working and functioning in a complex
    industrial-technical world of work.

    The Volunteer and Citizen Participation Programs create partnerships
    with community groups, public service organizations and other
    agencies by encouraging staff and inmate volunteerism and enhancing
    citizens' understanding of and participation in correctional
    facilities. Inmate volunteerism and citizen participation programs
    facilitate inmates' reentry into their communities and families.
    Institution citizen participation programs continue to increase the
    number of volunteers providing non-traditional services. The
    statement of work for contract community corrections facilities now
    requires the use of volunteers. Institution Volunteer Coordinators
    and directors of these contract facilities have been encouraged to
    establish ongoing working relationships as a means to improve the
    volunteer program at these facilities, and facilitate reentry for
    inmates.

    [Inmate Transition Branch]{.underline}

    The Inmate Transition Branch (ITB) mission is to strengthen existing
    and establish new BOP programs that enhance the post release
    employment of federal prisoners and the use of community, staff, and
    inmate volunteers.

    To accomplish its mission, the ITB has pioneered the design for
    institution mock job fairs. In addition, employment resource centers
    are being activated in all federal prisons. To further enhance
    employment opportunities, prisoners close to release prepare
    employment folders that include all documents critical for post
    release employment.

    Since 1997, the ITB has assisted in the conduct of approximately 500
    mock job fairs in more than 100 federal prisons. More than 15,000
    inmates and over 6,100 company recruiters and representatives from
    education and other community service agencies have participated. In
    addition, ITB staff have assisted state prisons, regional jails and
    federal probation services to hold both real and mock job fairs.

    Volunteer programs play a major role in the sequence of pre-release
    activities. As part of the oversight responsibility of the branch,
    institutions are provided guidance and policy to recruit volunteers
    who support the development of inmate pre-release skills. Through
    their own volunteer activities, inmates may strengthen character and
    improve interpersonal skills. Staff engage in program efforts which
    clearly project the agency's commitment to education, faith,
    environment, public safety and welfare of the surrounding community.

    [Drug Treatment]{.underline}

    In response to the rapid growth of federal inmates with drug use
    histories (40 percent of inmates entering the BOP), BOP has and
    continues to develop a strong and comprehensive drug abuse treatment
    strategy consisting of: screening, referral, and assessment; drug
    abuse education; residential drug abuse treatment programming;
    non-residential drug abuse counseling; and institution and community
    transition drug abuse treatment.

    **Drug Program Screening and Assessment**. Upon entry into a BOP
    facility, an inmate's records are assessed to determine whether:

    1\) there is evidence in the pre-sentence investigation that alcohol
    or other drug use contributed to the commission of the instant
    offense;

    2\) the inmate received a judicial recommendation to participate in
    a drug treatment program; and

    3\) the inmate violated his or her community supervision as a result
    of alcohol or other drug use.

    If an inmate's record reveals any of these elements, the inmate must
    participate in a Drug Abuse Education course, available at every BOP
    institution.

    In addition, as part of the initial psychological screening, inmates
    are interviewed concerning their past drug use to determine their
    need for BOP drug abuse treatment options.

    **Drug Abuse Education**. Participants in the Drug Abuse Education
    course receive factual information on alcohol and drugs and the
    physical, social, and psychological impact of these substances.
    Participants assess the impact of substance use on their lives, the
    lives of their family, and on their community. Drug abuse education
    participants are also informed of program options available to them
    in the BOP and are encouraged to volunteer for appropriate programs.

    **Residential Drug Abuse Treatment**. The Residential Drug Abuse
    Treatment Program (RDAP) provides intensive unit-based treatment
    with extensive assessment and cognitive behavioral therapy. The
    programs are typically 9 months long and provide a minimum of 500
    hours of drug abuse treatment. Inmates who participate in RDAP are
    16 percent less likely to recidivate and 15 percent less likely to
    relapse 3 years after release.

    **Non-Residential Drug Abuse Treatment**. Unlike residential
    programs, inmates are not housed together in a separate unit; they
    are housed in and with the general inmate population.
    Non-residential treatment was designed to provide maximum
    flexibility to meet the needs of the offenders, particularly those
    individuals who have relatively minor or low-level substance abuse
    impairment. These offenders do not require the intensive level of
    treatment needed by individuals with moderate-to-severe addictive
    behavioral problems.

    A second purpose of the program is to provide those offenders who
    have a moderate to severe drug abuse problem with supportive program
    opportunities during the time they are waiting to enter the
    residential drug abuse program or for those who have little time
    remaining on their sentence and are preparing to return to the
    community.

    **Non-Residential Follow-up Treatment.** Follow-up treatment is
    required of all inmates who complete the RDAP and return to the
    general population. This program reviews all the key concepts of the
    RDAP.

    **Community Transition Drug Abuse Treatment**. Community
    transitional drug abuse treatment (TDAT) is the final component of
    the institution's RDAP. For an inmate to successfully complete all
    components of the RDAP, the inmate must be transferred to a
    residential reentry center (RRC, also known as a community
    corrections center, or CCC), and participate in community based drug
    treatment. In addition, offenders who did not have an opportunity to
    participate in RDAP may be referred to TDAT by community corrections
    staff.

    The following is a list of BOP's existing Residential Drug Abuse
    Treatment Programs:

    **[Residential Drug Abuse Treatment Programs]{.underline}**

    FCI Leavenworth, KS FCI Sandstone, MN

    FPC Talladega, AL FCI Yazoo City, MS

    FPC Montgomery, AL FCI Butner, NC

    FCI Forrest City(Low), AR FCI Fairton, NJ

    FCI Forrest City(Med), AR FCI Ft. Dix, NJ

    FCI Phoenix, AZ FCI Elkton, OH

    FPC Phoenix, AZ FCI El Reno, OK

    FCI Dublin, CA FCI Sheridan, OR

    FPC Dublin, CA FPC Sheridan, OR

    FCI Lompoc (Low), CA FPC McKean, PA

    FCI Lompoc (Camp), CA FPC Lewisburg, PA

    FCI Terminal Island, CA FPC Edgefield, SC

    FPC Englewood, CO FPC Yankton, SD

    FPC Florence, CO FCI Beaumont (Low), TX

    FCI Florence, CO FPC Beaumont, TX

    FCI Danbury, CT FMC Carswell, TX

    FCI Coleman (Low), FL FCI Seagoville, TX

    FCI Marianna, FL FCI Fort Worth, TX

    FPC Miami, FL FCI LaTuna, TX

    FPC Pensacola, FL FSL (Federal Satellite Low) LaTuna, (El Paso) TX

    FCI Tallahassee, FL FPC Bryan, TX

    FCI Jesup, GA FCI Bastrop, TX

    FPC Greenville, IL FPC Texarkana, TX

    FPC Leavenworth, KS FCI Beckley, WV

    FMC Lexington, KY FPC Beckley, WV

    FCI Cumberland, MD FCI Morgantown, WV

    FPC Cumberland, MD FPC Alderson, WV

    FCI Milan, MI FCI Oxford, WI

    FCI Waseca, MN FCI Petersburg, VA

    [Life Connections Program]{.underline}

    Consistent with the President's government-wide Faith Based and
    Community Initiative, the BOP established the Life Connections
    Program (LCP) in FY 2002. There are 512 inmates who have completed
    the incarceration phase of the program. Fifteen percent of the
    inmates who have completed the incarceration phase have been
    released to RRCs or directly to the community. These 46 inmates have
    been matched with a mentoring community of their own faith
    tradition. Through the LCP, the BOP provides opportunities for the
    development and maturation of the participating inmates' faith
    commitment, with a goal of reducing recidivism. The LCP consists of
    an intensive, multi-phase program to attempt to instill values and
    character through a curriculum of personal, social and moral
    development (e.g., education, parenting and family responsibilities,
    and victim-offender mediation). The initiative is subject to
    rigorous empirical scrutiny to gauge both qualitative and
    quantitative results. The program has been implemented in
    institutions of various security levels and in various geographical
    regions of the country, and is being carried out in partnership with
    a broad spectrum of religious and community organizations. This
    voluntary program is available to male and female inmates. The
    current sites are: FMC Carswell, Texas; FCI Milan, Michigan; FCI
    Petersburg, Virginia; USP Terre Haute, Indiana; and USP Leavenworth,
    Kansas.

    [Religious Programs]{.underline}

    Chaplaincy personnel conduct religious services of their particular
    faith group and accommodate the delivery of religious services for
    other faith groups to fulfill their roles as correctional program
    providers. Chaplaincy staff play a positive role in inmate and
    religious group accommodation as they provide programs across the
    spectrum of faiths represented in the inmate population. Chaplains
    also train and familiarize staff regarding the variety of faiths
    that inmates practice, while providing guidance for institution
    compliance with the legal standard established by the Religious
    Freedom Restoration Act and the First Amendment. A religious diet
    program is available in the BOP. The religious diet program offers
    religiously certified foods for those whose religious dietary needs
    include a certification, or a no-flesh component, which allows
    inmates to self-select from foods to meet their religious dietary
    needs.

    In 2006, the BOP has 308 religious contracts for the delivery of
    services to smaller faith groups and for other related religious
    services (i.e., music ministry and seminar workshops). Chaplains
    also recruit, train, supervise, and sustain 8,169 volunteers from
    the community who regularly visit the institutions to participate in
    religious programming. Prior to any service rendered, religious
    volunteers and contractors have credentials verified and are
    screened through a national volunteer/contractor database to enhance
    institutional security. Approximately 147,000 religious worship
    services (which represents a 5 percent increase due to new
    institutions activations) were conducted in FY 2005 representing the
    31 religious disciplines within the prisoner population. Chaplaincy
    personnel also offer a wide variety of non-worship religious program
    options (i.e., studies of sacred writings, studies of sacred
    languages, retreats, choir and CCD). Religious volunteers and
    contractors are monitored consistent with their security clearance.

    [Psychology Services]{.underline}

    Psychology staff are an integral part of correctional treatment as
    they administer programs of group and individual psychotherapy,
    crisis intervention, prosocial skill building, and staff
    consultation and training. BOP policy requires that every inmate
    admitted to a BOP facility be given an initial psychological
    screening which consists of psychological interviews, social history
    reviews, and behavioral observation. The purposes of the screening
    are to identify special treatment or referral needs; provide
    information useful in future crisis-counseling situations; identify
    strengths as well as potential adjustment problems to imprisonment;
    and discuss possible program needs with the inmates and provide
    information about these programs.

    Both individual and group psychotherapy are available to inmates who
    express a desire and demonstrate the need for it. Treatment programs
    are offered for developing \"life competency skills\" including
    communication, self-management, interpersonal relationships,
    conflict resolution, problem solution and work skills. Short-term
    crisis counseling has been acknowledged by mental health
    professionals as a powerful, viable skill, and BOP psychologists
    with expertise in this area have provided training and consultation
    to staff in institutions. BOP psychologists have traditionally
    provided the courts, parole officials and prison administrators with
    quality psychological evaluations of offenders.

    The BOP's psychology staff also provide sex offender treatment and
    management programs for sex offenders during confinement, as well as
    for civilly committed sex offenders. The BOP is expanding the number
    of programs available to sex offenders as required under the Adam
    Walsh Child Protection and Safety Act.

    **Sexual Offender Treatment Programs (SOTP).** SOTPs are residential
    treatment programs which provide a wide range of
    cognitive-behavioral and relapse prevention techniques to treat and
    manage sexual offenders. The primary goal of SOTP is to help sexual
    offenders manage their sexual deviance in order to reduce sexual
    recidivism. The program incorporates use of a plethysmograph to
    determine deviant patterns of arousal and a polygraph to identify
    possible minimization and deception of participants.

    **Sex Offender Management Programs (SOMP)**. SOMPs serve three
    roles: pre-screening releasing sex offenders to determine
    applicability of civil commitment provisions, management of sex
    offenders' risk of inappropriate sexual conduct during confinement,
    and non-residential sex offender treatment.

    [Inmate Skills Development]{.underline}

    The Inmate Skills Development Branch was established in June 2003,
    to coordinate efforts to implement inmate skill development
    initiatives across BOP's divisions and provide a centralized point
    of liaison with external agencies to equip inmates with the
    necessary skills to succeed upon release.

    These nine skills to be developed include: **academic, vocational,
    interpersonal, leisure time, cognitive, character, daily living,
    wellness, and mental health**.

    The Inmate Skills Development Initiative goals are to:

-   Develop an instrument to assess individual skill needs

    Monitor and track skill enhancement throughout incarceration

    Link program assignments to needs identified through assessment

    Focus on skill acquisition rather than program completion

    Allocate program resources based on skill needs of population

    Prioritize skill needs of high risk populations (i.e., sex
    offenders, criminal career, and mental health cases)

    Develop coordinated and effective communications with internal and
    external components

    Provide a seamless transition from incarceration to the community

    A multi-tiered process has been developed to provide a clear
    framework for delivery of services and efficient methods for
    information collection and distribution to enhance inmate skill
    development. This includes:

    **INMATE SKILLS ASSESSMENT (ISA)**: An automated web-based data
    entry application addressing the identified skills necessary for a
    successful community re-entry has been developed and will be
    demonstrated at several institutions representative of male and
    female populations with a wide range of security levels.

    **INDIVIDUALIZED SKILLS DEVELOPMENT (ISD) PLAN** which uses the
    information gathered through the ISA to summarize the inmate's skill
    strengths and deficits. The ISD Plan is continuously updated and
    includes objectives and action planning to address inmates' needs.
    The ISD Plan follows the inmate throughout the term of incarceration
    and upon release to the community.

    **MODELS OF COLLABORATION** are being developed to assist with skill
    enhancement and the seamless transition to the community. This
    component focuses on expanding inter-agency and intra-agency
    communication and information sharing throughout the inmate's
    incarceration. Through expanded web-based applications and
    automation, the ISD automation will allow for up-to-date information
    to be more accessible for sharing with relevant agencies throughout
    the incarceration period effectuating a seamless flow of information
    and providing a continuum of care. Collaborations also reduce
    redundancy in and amongst agencies and allows for more effective
    tailoring of services.

    The following summarizes the Central Office responsibilities for:
    Psychology Services Branch; Chaplaincy Services Branch; Inmate
    Skills Development Branch and the Health Services Division.

    *The Psychology Services Branch* is responsible for planning and
    monitoring the delivery of psychology services, forensic evaluations
    for federal offenders, the suicide prevention program, psychological
    evaluations for the community witness protection program, the
    employee assistance program, the development and implementation of
    unit-based psychology treatment programs, and victims assistance
    training. In addition, the Branch is responsible for drug abuse
    treatment program initiatives through standardized drug education
    programs, intensive treatment programs, less intensive counseling
    programs, and institution transitional and community treatment
    programs.

    *The Chaplaincy Services Branch* facilitates opportunities for free
    exercise of religion by Federal inmates while extending this mission
    of pastoral care to institution staff members as their personal
    spiritual needs may require. This Branch has provided extensive
    educational materials to ensure that BOP provides for all faith
    groups, consistent with the Religious Freedom Restoration Act. As of
    August 2006, there were approximately 240 Chaplains serving 31 faith
    traditions throughout the BOP\'s 114 institutions. In addition, the
    BOP has 8,169 volunteers and 308 contract Chaplains serving the
    variety of faith traditions within the BOP. Beginning in FY 2002 and
    continuing today, this branch has the responsibility for oversight
    of the residential Life Connections pilot programs. Through the
    pilots, the BOP provides opportunities for the development and
    maturation of the participating inmates' faith commitment, with a
    goal of reducing recidivism rates.

    *The Inmate Skills Development Branch* coordinates efforts across
    the BOP's Divisions to implement skill development initiatives which
    will enhance efforts to equip inmates with the necessary skills and
    resources to succeed upon release to the community. The Branch also
    provides a centralized point of liaison with external agencies
    involved in this effort.

    [The Health Services Division]{.underline} comprises three primary
    program functions: inmate health care, safety and environmental
    health, and food services. The Medical Director's Branch, in
    collaboration with the Operations Branch, ensures that inmates are
    provided medically necessary health care in accordance with proven
    standards of care without compromising public safety concerns. The
    Safety and Environmental Health Section is responsible for a safe
    and healthy environment in which staff and inmates can work and
    live. The Food Service Section establishes requirements for healthy,
    nutritionally sound, and appetizing meals that meet the needs of the
    general population and those at nutritional risk.

<table>
<colgroup>
<col style="width: 9%" />
<col style="width: 15%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 8%" />
<col style="width: 9%" />
<col style="width: 9%" />
<col style="width: 7%" />
<col style="width: 7%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="12"><strong>PERFORMANCE AND RESOURCES TABLE</strong></td>
</tr>
<tr class="even">
<td colspan="12"><strong>Decision Unit: Inmate Care and
Programs</strong></td>
</tr>
<tr class="odd">
<td colspan="12"><strong>DOJ Strategic Goal/Objective: 4.3, 4.4 &amp;
4.5</strong></td>
</tr>
<tr class="even">
<td colspan="2"><strong>Workload/Resources</strong></td>
<td colspan="2"><strong>Final Target</strong></td>
<td colspan="2"><strong>Actual</strong></td>
<td colspan="2"><strong>Estimate</strong></td>
<td colspan="2"><strong>Changes</strong></td>
<td colspan="2"><strong>Requested (Total)</strong></td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2008</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="even">
<td colspan="2"><p><strong>Workload: Total End of Year
Federal</strong></p>
<p><strong>Inmate Population*</strong></p></td>
<td colspan="2">192,788</td>
<td colspan="2">192,584</td>
<td colspan="2">197,584</td>
<td colspan="2">5,000</td>
<td colspan="2">202,584</td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2" rowspan="2"><strong>Total Costs and FTE</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="odd">
<td>38,594</td>
<td>4,830,160</td>
<td>32,117</td>
<td>4,821,065</td>
<td>37,062</td>
<td>4,936,737</td>
<td>-1,919</td>
<td>214,703</td>
<td>35,143</td>
<td>5,151,440</td>
</tr>
<tr class="even">
<td><strong>TYPE/ STRATEGIC OBJECTIVE</strong></td>
<td><strong>Performance</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2008</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="odd">
<td><strong>Program Activity</strong></td>
<td>1. Inmate Care and Programs</td>
<td><p><strong>FTE</strong></p>
<p>13,313</p></td>
<td><p><strong>$000</strong></p>
<p>1,766,995</p></td>
<td><p><strong>FTE</strong></p>
<p>10,914</p></td>
<td><p><strong>$000</strong></p>
<p>1,761,629</p></td>
<td><p><strong>FTE</strong></p>
<p>12,786</p></td>
<td><p><strong>$000</strong></p>
<p>1,771,327</p></td>
<td><p><strong>FTE</strong></p>
<p>-285</p></td>
<td><p><strong>$000</strong></p>
<p>67,957</p></td>
<td><p><strong>FTE</strong></p>
<p>12,501</p></td>
<td><p><strong>$000</strong></p>
<p>1,839,284</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td># Inmates completing at least 1 Vocational Program</td>
<td colspan="2">10,800</td>
<td colspan="2">12,805</td>
<td colspan="2">12,000</td>
<td colspan="2">1,600</td>
<td colspan="2">13,600</td>
</tr>
<tr class="odd">
<td><p><strong>Performance</strong></p>
<p><strong>Measure</strong></p></td>
<td>Drug Treatment: %/# inmates in RDAP</td>
<td colspan="2">100%/18,000</td>
<td colspan="2">100%/17,442</td>
<td colspan="2">100%/18,000</td>
<td colspan="2">0/0</td>
<td colspan="2">100%/18,000</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Drug Treatment: # Non-residential Treatment</td>
<td colspan="2">13,600</td>
<td colspan="2">13,697</td>
<td colspan="2">14,300</td>
<td colspan="2">200</td>
<td colspan="2">14,500</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td># Inmates participating in Life Connections Pilot</td>
<td colspan="2">545</td>
<td colspan="2">443</td>
<td colspan="2">545</td>
<td colspan="2">0</td>
<td colspan="2">545</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Inmate financial responsibility program collections ($000)</td>
<td colspan="2">$10,080</td>
<td colspan="2">$10,020</td>
<td colspan="2">$10,130</td>
<td colspan="2">$80</td>
<td colspan="2">$10,210</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>% Inmates with GED/H.S. Diploma 7 months prior to release
(citizens)</td>
<td colspan="2">75%</td>
<td colspan="2">74%</td>
<td colspan="2">75%</td>
<td colspan="2">0</td>
<td colspan="2">75%</td>
</tr>
<tr class="even">
<td><strong>Outcome</strong></td>
<td># Inmates suicides (not to exceed)</td>
<td colspan="2">21</td>
<td colspan="2">15</td>
<td colspan="2">22</td>
<td colspan="2">1</td>
<td colspan="2">23</td>
</tr>
<tr class="odd">
<td colspan="12"><p>*Number range CHAPTERThe chart above includes
population projections for FY 2007 and FY 2008. The projections are
based on data and information from a variety of sources including the
Administrative Office of the U.S. Courts, U.S. Sentencing Commission,
Executive Office for United States Attorneys, Office of the Federal
Detention Trustee, Drug Enforcement Administration, the Federal Bureau
of Investigation, and the BOP’s own information system (SENTRY). Data
from United States Marshals Service indicates that as of November 15,
2006, there are nearly 9,000 inmates in Marshal’s custody who are either
designated or waiting to be designated to a BOP facility.</p>
<p><strong>Data Definition, Validation, Verification, and
Limitations:</strong></p>
<p><strong>Data Collection and Storage:</strong> Data are gathered from
several computer systems. Inmate data is collected on the BOP on-line
system (SENTRY); personnel data is collected from the National Finance
Center (NFC) database and from field locations reporting on a regular
basis; and financial data is collected on the Financial Management
Information System (FMIS). BOP also utilizes population forecast
modeling in order to plan for future construction and contracting
requirements to meet capacity needs. Inmate employment data is
maintained by each industry business office through the transfer of
source data into an automated inmate payroll system. Vocational Training
program completions are entered into the SENTRY Education Data System at
the institution level. Institution education staff verify and record
inmates’ high school or General Educational Development (GED) attainment
in the SENTRY Education Data System when inmates enter BOP custody or
when they pass the GED tests and obtain a high school equivalent
credential. The Office of Information Systems prepares a monthly report
which reflects the high school/GED attainment status of citizen inmates
who are within 7 months of their release. GED completion data is
provided by the American Council on Education, a non-profit agency,
through its GED testing service. GED completion information is posted in
the BOP’s internal Web site quarterly and all agency personnel have
access to the information.</p>
<p><strong>Data Validation and Verification:</strong> Within BOP
headquarters, staff in different divisions retrieve and verify data on a
daily, weekly, and monthly basis, analyze it, and formulate reports and
projections. For example, weekly population reports are analyzed and
copies provided to both DOJ and OMB. Vocational training (VT) data is
entered at the BOP facility level using automated reporting procedures
to track program completions data. VT data accuracy is monitored by
field education staff via quarterly roster reports. Once year end data
is available, it is verified through a two-step process: (1) a roster
report is produced by the BOP Office of Information Systems, and sent
out to field locations. The report identifies every inmate who completed
or withdrew from a VT program at the given institution. (2) Local BOP
staff use the list to verify that the data was correctly entered into
SENTRY, and make any corrections. After the grace period ends, an
automated computer run is made by the BOP Office of Research and the
data is maintained in the BOP Key Indicator Information System for
historic use. Drug treatment information is retrieved from SENTRY and/or
Psychological Data Systems (PDS) data. Data is verified by monitoring
the number of inmates on the waiting list for the Residential Drug
Treatment Program (RDAP) program who are within 36 months of release, as
maintained in the SENTRY database, against the total RDAP program
capacity to ensure 100 percent of eligible inmates receive treatment
prior to release. BOP Life Connections Pilot Program data is tracked in
SENTRY and provides information on inmates enrolled in the program. Life
Connections applicant information is cross-referenced and verified
through records maintained in BOP’s Faith-Based Program Office and at
each pilot site. Inmate Financial Responsibility Program (IFRP) data is
received from the Finance Branch (Accounting Operations) and is
cross-referenced with IFRP SENTRY data on a monthly basis to ensure
consistency and accuracy. High school diploma and General Education
Development (GED) attainment are verified at the end of each quarter and
year-end, institution and region education staff are provided with
copies of GED completion data (reports from the GED Testing Service and
quarterly education roster reports) to verify the accuracy of GED
completions, as they are recorded in the SENTRY based Education Course
System. Suicides are reported at BOP locations on SENTRY and verified by
BOP headquarters staff in several different divisions. Suicide data is
also verified by the National Employee Assistance Coordinator who
reviews the Suicide Reconstruction Report. The BOP data undergoes a
number of quality control procedures ensuring its accuracy. The FBI’s
III file is the primary source of rap sheet information used by courts
throughout the land and is also thought to be of high quality.</p>
<p><strong>Data Limitations:</strong> Due to the unpredictable
environment in prisons and other external factors, there may often be
discrepancies between projected and actual numbers contained in the
performance graphs. Most plans are developed based on historical data,
past experience and joint agency efforts to project for the
future.</p></td>
</tr>
</tbody>
</table>

<table style="width:100%;">
<colgroup>
<col style="width: 8%" />
<col style="width: 22%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="12"><strong>PERFORMANCE MEASURE TABLE</strong></td>
</tr>
<tr class="even">
<td colspan="12"><strong>Decision Unit: Inmate Care and
Programs</strong></td>
</tr>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>Performance Report and Performance
Plan Targets</strong></td>
<td><strong>FY 2000</strong></td>
<td><strong>FY 2001</strong></td>
<td><strong>FY 2002</strong></td>
<td><strong>FY 2003</strong></td>
<td><strong>FY 2004</strong></td>
<td><strong>FY 2005</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td><strong>FY 2007</strong></td>
<td><strong>FY 2008</strong></td>
</tr>
<tr class="even">
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Target</strong></td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td># Inmates completing at least 1 Vocational Program</td>
<td>8,971</td>
<td>9,301</td>
<td>10,190</td>
<td>10,673</td>
<td>11,553</td>
<td>12,476</td>
<td>10,800</td>
<td>12,805</td>
<td>12,000</td>
<td>13,600</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Drug Treatment: %/# inmates in RDAP</td>
<td>100% / 12,541</td>
<td>100% / 15,441</td>
<td>100% / 16,243</td>
<td>100% / 17,578</td>
<td>100% / 18,278</td>
<td>100% / 18,027</td>
<td>100% / 18,000</td>
<td><p>100% /</p>
<p>17,442</p></td>
<td>100% / 18,000</td>
<td>100% / 18,000</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Drug Treatment: # Non-residential Treatment</td>
<td>7,931</td>
<td>10,827</td>
<td>11,506</td>
<td>12,023</td>
<td>13,014</td>
<td>14,224</td>
<td>13,600</td>
<td>13,697</td>
<td>14,300</td>
<td>14,500</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td># Inmates participating in Life Connections Pilot</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>205</td>
<td>545</td>
<td>608</td>
<td>545</td>
<td>443</td>
<td>545</td>
<td>545</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Inmate Financial Responsibility Program Collections ($000)</td>
<td>$7,313</td>
<td>$8,055</td>
<td>$8,362</td>
<td>$8,660</td>
<td>$8,919</td>
<td>$9,807</td>
<td>$10,080</td>
<td>$10,020</td>
<td>$10,130</td>
<td>$10,210</td>
</tr>
<tr class="even">
<td><strong>OUTCOME Measure</strong></td>
<td>% Inmates with GED/H.S. Diploma 7 months prior to release
(citizens)</td>
<td>66%</td>
<td>66%</td>
<td>73%</td>
<td>74%</td>
<td>73%</td>
<td>74%</td>
<td>75%</td>
<td>74%</td>
<td>75%</td>
<td>75%</td>
</tr>
<tr class="odd">
<td><p><strong>OUTCOME</strong></p>
<p><strong>Measure</strong></p></td>
<td># Inmates suicides (not to exceed)</td>
<td>16</td>
<td>13</td>
<td>15</td>
<td>11</td>
<td>9</td>
<td>13</td>
<td>21</td>
<td>15</td>
<td>22</td>
<td>23</td>
</tr>
</tbody>
</table>

**3. Performance, Resources, and Strategies**

The Inmate Care and Programs decision unit directly contributes to the
Department's Strategic Goal 4: Ensure the Fair and Efficient Operation
of the Federal Justice System.

**a. Performance Plan and Report for Outcomes**

As illustrated in the preceding Performance and Resources Table, the
outcome measure for this decision unit is: Number of Inmate Suicides.

Regarding suicides, while it is the objective of the BOP and DOJ to
prevent all suicides, the targets reflect projections based solely on
historical data. The BOP was under their target for

FY 2006 with 15 inmate suicides. The FY 2007 target is 22 or less inmate
suicides and the FY 2008 target is 23 or less inmate suicides.

The BOP had an actual of 74 percent of inmates (U.S. citizens) within
seven months of release having a GED/H.S. diploma, 1 percent shy of the
target. BOP has converted to a new assessment and placement exam in FY
2006. The FY 2007 and FY 2008 GED targets will remain at 75 percent.

The BOP exceeded its FY 2006 target for the number of inmates completing
at least one vocational training program at 12,805. However, BOP is in
the process of modifying the data collection system and therefore is
raising the FY 2007 target to 12,000. For FY 2008, the target remains at
13,600 for inmates completing at least one vocational training program.

The BOP had 17,442 inmates in the Residential Drug Treatment Program for
FY 2006. The target for FY 2007 will remain at 18,000. However, BOP is
lowering their FY 2008 target back to 18,000 since there was no
additional funding provided. There has been no expansion of this program
since FY 2003. Currently, there are more than 7,600 inmates awaiting
treatment, with the average growth of the waiting list continuing at
about 500 inmates per year. Therefore, unless there are new positions
funded, BOP will fall short of its ability to provide appropriate
substance abuse treatment for 100 percent of eligible inmates.

The BOP exceeded their target for FY 2006 for inmates enrolled in
non-residential drug treatment programs with 13,697. The target for FY
2007 is 14,300 and for FY 2008 the projection is 14,500. Unlike
residential programs, inmates are not housed together in a separate
unit; they are housed in and with the general inmate population.

With the Victorville site closed and the replacement at the Terre Haute
site still ramping up, BOP fell short of meeting the FY 2006 target with
an actual of 443 inmates participating in the Life Connections Pilot.
However, the BOP is expecting full capacity by June 2007. In addition,
with the cancellation of the single-faith, residential re-entry
programs, BOP has adjusted their target projections for FY 2007 and FY
2008 to 545.

The BOP collected a total of \$10,020,000 under the Inmate Financial
Responsibility Program for FY 2006. For FY 2007, the projection is
\$10,130,000 and \$10,210,000 for FY 2008.

**b. Strategies to Accomplish Outcomes**

The BOP will continue to provide productive work, education,
occupational training, and recreational activities that have a clear
correctional management purpose to minimize inmate idleness, while
preparing inmates for employment opportunities and a successful
reintegration upon release.

Number range CHAPTERSelf-improvement programs designed to change
thinking and behaviors have also proven to be effective in dealing with
behaviors that threaten the security of staff and inmates. For example,
the BOP operates its Life Connections (faith-based) pilot programs.
Through these programs, the BOP provides opportunities for the
development and maturation of the participating inmate's faith
commitment, with a goal of reducing recidivism rates. The BOP Office of
Research and Evaluation has developed a data collection instrument to
measure and compare rates of recidivism and anticipates an interim
report on recidivism could be produced in FY 2009, and a more complete
report comparing greater numbers of inmates by FY 2011. In the interim
(until this research can be completed), an evaluation has already
demonstrated a positive effect of LCP participation on serious
misconduct while inmates participate in the program. Additionally, the
psychology/drug treatment program for high security inmates targets drug
use, the reduction of antisocial attitudes and behaviors, and emphasizes
the values of respect for self and others, responsibility for personal
actions, honesty in relationships, and tolerance. This program, as well
as the Bureau Responsibility and Values Enhancement (BRAVE) Program for
younger inmates having difficulty adapting to prison rules, have
significantly reduced misconduct among program participants. Research on
the BRAVE program conducted by the Bureau's Office of Research and
Evaluation covering the years 1998-2000 showed that participants had
misconduct rates averaging 52 percent lower than comparison groups.

The Violent Crime Control and Law Enforcement Act (VCCLEA) of 1994
requires the BOP to provide appropriate substance abuse treatment for
100 percent of "eligible" inmates by the end of 1997 and each year
thereafter. To be "eligible" for residential treatment, the prisoner
must be: sentenced to BOP custody; determined by the BOP to have a
substance abuse disorder; reside in a BOP institution; and be within
24 - 36 months of release. In FY 2005, the percentage of inmates
entering the BOP with a substance abuse disorder has risen from 34
percent to 40 percent.

In response to the rapid growth in the Federal inmate population of
those with drug abuse histories, the BOP has developed a comprehensive
drug abuse treatment strategy consisting of five components: screening
and assessment; drug abuse education; non-residential drug abuse
counseling service; residential drug abuse programming; and community
transitional drug abuse treatment. Since 1997, the BOP continues to
provide residential drug abuse treatment to 100 percent of all inmates
needing and wanting to participate.

[Program Increase]{.underline}

Number range CHAPTER**Item Name: [Sex Offender Management Plan & Impact
of Walsh Act]{.underline}**

Budget Decision Unit: **[Inmate Care & Programs]{.underline}**

Strategic Goal(s) & Objective(s): **[Goal 4; Objectives 4.4 and
4.5]{.underline}**

Organizational Program: **[Treatment]{.underline}**

Program Increase: Positions **[+56]{.underline}** Correctional Officers
[**0**]{.underline} FTE **[+28]{.underline}** Dollars
**[\$5,000,000]{.underline}**

[Description of Item]{.underline}

This is an initiative to continue to refine BOP's Comprehensive Sex
Offender Management Plan in the BOP. This strategy is necessary to
implement the requirements of Public Law 109-248, Adam Walsh Child
Protection and Safety Act of 2006, signed by the President on July 27,
2006. The legislation contains a number of new offenses and enhanced
penalties for crimes against children, sexual exploitation offenses, and
failure to comply with sex offender registration requirements. The law
also requires the establishment of additional sex offender management
and treatment programs and creates a statute for the court ordered civil
commitment of dangerous sex offenders. Currently the BOP has one Sex
Offender Treatment Program (SOTP) operating at FCI Butner, NC and one
Sex Offender Management Plan (SOMP) operating at FMC Devens, MA. This
initiative expands the SOTP by one program and the SOMP by five
programs. The BOP is planning for one SOMP per region and across all
security levels. This initiative supports BOP's objective to design,
implement, and evaluate a comprehensive sex offender management program
to increase institution security and decrease criminal recidivism of sex
offenders upon release from prison. This strategy is necessary to
address the management and treatment needs of an ever increasing number
of sex offenders entering the Bureau's population.

[Justification]{.underline}

Since 1988 the number of sex offenders incarcerated in BOP institutions
has grown from 3,843 to over 10,000. In the next twelve months 21
percent of these sex offenders will be released to the community. In the
next three years, almost half of the sex offenders will be released to
the community. Most of these offenders are returning to society without
an assessment of risk, treatment, or community transition planning.
Sexual predatory inmates also threaten the safety of staff and inmates.
Last year over 5,000 inmates received incident reports for sexual
misconduct. At the current rate of growth, the BOP anticipates having
approximately 15,000 sex offenders in the BOP by 2007. The BOP must
treat these inmates and assist offender re-entry into the community. To
expand this program, staff and resources are necessary to conduct
evaluations for civil commitment proceedings, offender-specific
assessments, treatment and correctional management services, and
community transition.

[Impact on Performance (Relationship of Enhancement to Strategic
Goals)]{.underline}

The expansion of the Sex Offender Management Program will meet the
requirements of Walsh Act and:

-   increase institution security by effectively reducing sexual
    victimization of staff and inmates;

-   decrease criminal recidivism of sex offenders upon release from
    prison through effective risk appraisal, risk management,
    psychological treatment and community transition planning and
    treatment in support of the DOJ Re-entry initiative;

-   increase the BOP's risk assessment capability on sexual offenders
    releasing to the community in support of the Administrative Office
    of the United States Courts supervision and Re-entry initiatives;

-   and provide strategies for the management and treatment of internet
    pedophiles and other sex offenders who target children in support of
    the on-going interest of the DOJ Criminal Division, Child
    Exploitation Branch.

    [Base Funding]{.underline}

    FY 2006 Enacted FY 2007 Estimate FY 2008 President's Budget

    Current Services

    Pos FTE (\$000) Pos FTE (\$000) Pos FTE (\$000)

    15 15 1,400 15 15 1,400 15 15 1,400

    [Personnel Increase Cost Summary]{.underline}

    Number of

    Type of Modular Cost Positions FY 2008

    Position per Position Requested Request (\$000)

    Psychologist \$58 31 \$1,798

    Treatment Specialists 41 25 1,018

    Total Personnel 56 2,816

    [Non-Personnel Increase Cost Summary]{.underline}

    FY 2008

    Item Unit Quantity Request (\$000)

    Travel 90

    Other Services 271

    Supplies/Other Expenses 1,599

    Equipment 224

    Total Non-Personnel 2,184

    [Total Request for this Item]{.underline}

    Item Pos FTE Personnel Non-Personnel Total

    (\$000) (\$000) (\$000)

    Current Services 15 15 1,400 - - \$1,400 Increases 56 28 2,816 2,184
    \$5,000

    Grand Total 71 43 4,216 2,184 \$6,400

    **c. Results of Program Assessment Rating Tool (PART) Reviews**

    The BOP's S&E budget, which funds most BOP operations, was selected
    for review under the PART process in the FY 2004 and FY 2005 budget
    processes. The review was updated in November 2005. Under the FY
    2004 and FY 2005 PART processes, the BOP was rated "Moderately
    Effective." The score should improve even further in future years as
    the BOP continues to work with DOJ and OMB to address follow-up
    recommendations in the areas of crowding and continue a
    multi-pronged approach to acquire additional capacity.

    Follow-up actions and status at the end of the August 2006 are as
    follows:

    Action: Complete the Taft Study comparing private vs. public prison
    management, operations and costs and make the study available for
    independent review and analysis.

    Status: This study was contracted through the NIJ. It concluded that
    private prison management was more cost effective than public prison
    management. The BOP prepared additional analysis on the cost and
    safety issues addressed in the NIJ sponsored study. The BOP used
    actual versus estimated costs and drew different conclusions
    regarding costs and safety lapses at private prisons.

    Action: Consider using unobligated balances and modernization and
    repair funds to modify and/or upgrade existing facilities to house
    higher security inmates and contract out for lower security inmates.

    Status: The feasibility study was sent to DOJ on August 8, 2005. JMD
    contracted with the National Academy of Public Administration (NAPA)
    for an independent review and validation of this study, and their
    review was completed and submitted to DOJ in December 2005. DOJ
    submitted the BOP study and the NAPA independent review to OMB on
    December 29, 2005. NAPA concluded converting current minimum or low
    security facilities to higher security institutions is not a
    cost-effective use of limited taxpayer resources.

    The BOP continues to add contract low security beds consistent with
    funding, to help reduce crowding. The BOP awarded a 1,195 bed
    contract (not to exceed 1,374) at the end of 2004. The CAR V
    contract (1,200 new beds for Criminal Aliens) was awarded on May
    24, 2006. Additionally, the BOP continues to ramp up the Moshannon
    Valley private facility holding 1,332 inmates as of January
    11, 2007. The FY 2007 President\'s Budget includes funding for
    nearly 4,000 contract beds. The FY 2008 request provides
    annualization of prior year increases which will fund 1,079 beds.
    Finally, the CAR VI contract was awarded in January 2007 to five
    offerors to house low security criminal alien inmates currently
    under BOP custody.

    Action: Develop a plan to modify and/or upgrade existing low and
    minimum security prisons to accommodate higher level security
    inmates.

    Status: The feasibility study was sent to DOJ on August 8, 2005. JMD
    contracted with the National Academy of Public Administration (NAPA)
    for an independent review and validation of this study, and their
    review was completed and submitted to DOJ in December 2005. DOJ
    submitted the BOP study and the NAPA independent review to OMB on
    December 29, 2005. NAPA concluded converting current minimum or low
    security facilities to higher security institutions is not a
    cost-effective use of limited taxpayer resources.

    Action: Establish a moratorium on new prison construction until the
    program is able to demonstrate through studies or other
    documentation what it considers to be an acceptable level of inmate
    crowding (inmates as a percentage of facility rated capacity).

    Status: The OMB required the BOP complete an assessment of \"the
    acceptable level of crowding in federal prisons.\" The BOP completed
    the assessment, and is reviewing results with the Administration.
    The study concluded that the acceptable level of crowding should be
    reduced substantially, as high levels of crowding lead to serious
    assaults. The study involved a time span of more than 8 ½ years and
    documented the higher level of serious assaults that are associated
    with crowding.

    Action: Take greater advantage of state and local and private sector
    bedspace to meet its space requirements.

    Status: The BOP continues to add contract low security beds
    consistent with funding, to help reduce crowding. The BOP awarded a
    1,195 bed contract (not to exceed 1,374) at the end of 2004. The CAR
    V contract (1,200 new beds for Criminal Aliens) was awarded on May
    24, 2006. On January 17, 2007, the BOP awarded multiple CAR VI
    contracts to five offerors to house low security criminal alien
    inmates currently under BOP custody. Additionally, the BOP continues
    to ramp up the Moshannon Valley private facility holding 1,332
    inmates as of January 11, 2007. The FY 2007 President\'s Budget
    includes funding for nearly 4,000 contract beds. The FY 2008 request
    provides annualization of prior year increases which will fund 1,079
    beds. Finally, the CAR VI contract was awarded in January 2007 to
    five offerors to house low security criminal alien inmates currently
    under BOP custody. NOTE: This follow-up action will be on-going with
    each new FY request for additional contract beds.

    Number range CHAPTER**B. Institution Security and Administration**

+-------------------------------------+--------+--------+------------+
| **Institution Security and          | ***Pe  | *      | **Amount** |
| Administration**                    | rm.*** | *FTE** |            |
|                                     |        |        | (\$000\'s) |
| **TOTAL**                           | **     |        |            |
|                                     | Pos.** |        |            |
+-------------------------------------+--------+--------+------------+
| 2006 Enacted w/ Rescissions and     | 26,031 | 24,754 | \          |
| Supplementals                       |        |        | $2,380,134 |
+-------------------------------------+--------+--------+------------+
| 2007 Estimate                       | 24,861 | 23,745 | 2,394,009  |
+-------------------------------------+--------+--------+------------+
| Adjustments to Base and Technical   | -567   | -1,747 | 78,615     |
| Adjustments                         |        |        |            |
+-------------------------------------+--------+--------+------------+
| 2008 Current Services               | 24,294 | 21,998 | 2,472,624  |
+-------------------------------------+--------+--------+------------+
| 2008 Program Increases              | 223    | 111    | 14,090     |
+-------------------------------------+--------+--------+------------+
| 2008 Offsets                        | 0      | 0      | 0          |
+-------------------------------------+--------+--------+------------+
| 2008 Request                        | 24,517 | 22,109 | 2,486,714  |
+-------------------------------------+--------+--------+------------+
| **Total Change 2007-2008**          | -344   | -1,636 | 92,705     |
+-------------------------------------+--------+--------+------------+

**1. PROGRAM DESCRIPTION** : **Institution Security and Administration**

The Bureau of Prisons (BOP) is managed from a central office in
Washington, D.C., where the Director, Assistant Directors, and Assistant
Director/General Counsel guide the agency\'s headquarters functions, and
six regional offices, each of which is led by a Regional Director. The
Executive Staff, which includes the Director, Assistant Directors, and
Regional Directors meet once per quarter to review all major issues and
determine policy for the BOP. The management staff at each institution,
including Wardens, Associate Wardens, and Executive Assistants, provide
overall direction and implement policies. Staff training is provided on
site at each institution, central office, regional offices, training
centers; and through external training provided by the Office of
Personnel Management, National Institute of Corrections, other federal
agencies, colleges/universities, and private agencies. The BOP sets and
enforces high standards of training for personal and professional
conduct in its workforce.

This budget activity covers costs associated with Institution Security
and Administration, Institution Maintenance, Institution Staff Training
and general administration which includes oversight function of the
executive staff; and regional and central office program managers in the
areas of: policy development and implementation; legal services; budget
development; budget execution; financial management; personnel
management; facilities management; procurement and property management;
research evaluation; program analysis; system support; and ADP services.

All institutions are assigned a security classification level based in
part on the physical design of each facility. There are four security
levels: minimum; low; medium; and high. Additionally, there is an
administrative category for institutions that house a variety of
specialized populations such as pre-trial, medical, mental health, sex
offenders, and U.S. Department of Homeland Security, Immigration and
Customs Enforcement (ICE) detainees. Based on BOP research, female
offenders generally do not require the same degree of security as male
offenders. Therefore, a modified classification system is used for
female inmates. Females may also be placed in state and local
facilities.

Each inmate is tracked through BOP's SENTRY Information System.
Offenders are assigned a security and custody status which relates to
the degree of supervision needed and ensures that offenders are placed
in the least restrictive and least costly correctional environment
appropriate to their custody and security level needs. The result is a
grouping of offenders with similar custodial needs in an institution,
and a relative reduction in the mixing of aggressive and non-aggressive
offenders.

Within each institution, Correctional Officers are assigned to security
posts which are primarily established on the basis of structural/visual
considerations. The two basic categories of security are external
security and internal security. External security consists of a walled
or fenced perimeter, supplemented by staffed security towers or armed
mobile perimeter patrols. There is also razor wire strung between a
double fence with high mast lighting to illuminate the perimeter, and
highly technical equipment such as alarm systems, and video
surveillance. Entrances through the perimeter are controlled by a series
of gates, both electrical and manual, supplemented by metal detection
systems and search procedures for weapon and contraband control. BOP has
fully incorporated Closed Circuit Television technology in its higher
security facilities which has enhanced supervision and provides valuable
intelligence in the management of federal inmates. For practical
purposes, all other security measures, processes and activities can be
called internal security, commencing when an inmate is admitted and
terminating upon his or her release.

Staff supervise inmates in living units, work areas, visiting areas,
dining halls, and any other area where inmates may be located or have
access. Regularly scheduled counts are conducted several times a day (5
on weekdays 6 on weekends) in all institutions to monitor the
whereabouts of inmates. Work supervisors and program personnel are held
strictly accountable for all inmates under their supervision.

Violations of institution regulations are dealt with through the Inmate
Disciplinary Process. Correctional staff conduct investigations of the
alleged misconduct and forward the findings to the Unit Discipline
Committee. Depending on the seriousness of the charge, the Unit
Discipline Committee will make a finding, or refer the report to the
Discipline Hearing Officer for disposition. When practical, inmates are
afforded the opportunity to participate in, and present evidence at a
due process hearing before findings are made. Inmates may appeal these
decisions utilizing the administrative remedy process.

Investigative staff continue to gather and share intelligence
information with other law enforcement entities. Staff forward
intelligence data referrals to the National Joint Terrorism Task Force;
local Joint Terrorism Task Force; Federal Bureau of Investigation (FBI),
Counterterrorism Division; and Central Intelligence Agency, Liaison
personnel.

The Administrative Detention program provides for the separation of
inmates who require closer supervision and monitoring from those in the
general population. Such cases include, but are not limited to,
protective custody, serious escape risks, threats to the security and
orderly running of the institution. The Disciplinary Segregation Program
provides for segregation of offenders who have been found guilty of
violations of rules through the Inmate Disciplinary Process.

The Facility Maintenance program is designed to adequately maintain and
continue to safely operate the physical plants of BOP institutions.
Facilities vary in age from those recently constructed to those 100 or
more years old. Thirty-six of the BOP facilities are over 50 years old.
As of January 2006, BOP facilities were situated on approximately 55,647
acres of land and contained approximately 73.2 million square feet of
floor area, all of which must be maintained and furnished with utility
services. Complex heating and air conditioning systems, high pressure
steam power plants, sophisticated hospital equipment, emergency
electrical power systems and fire protection and life safety systems all
require regular maintenance. Each institution maintains communication
systems including complete private automatic branch exchange telephone
systems, radio systems including base station and mobile units and
several electronic detection and control systems. In FY 2008, this
program will provide for the maintenance and operation of 3,886
vehicles.

Physical plant requirements are identified through regular inspections
conducted in the on-going preventive maintenance program, formal
semi-annual inspections, and requests for specific needs identified by
institution staff members. This program finances maintenance and minor
improvement projects which normally cost \$10,000 or less. However,
there are policy guidelines which allow funding of maintenance projects
(work requests) costing more than \$10,000 in certain circumstances.
Some exceptions would include emergencies or security threats such as
hurricanes or disturbances. Maintenance and repair requirements in
excess of \$10,000 are normally included in the \"Modernization and
Repair\" program of the Buildings and Facilities budget.

The work within the maintenance program is accomplished almost entirely
by inmate crews under staff supervision. Each work crew consists of a
staff foreman and 5 to 15 inmates. Each institution must have highly
skilled staff with experience and training in every phase of
construction and maintenance work including steamfitting, air
conditioning, mechanics and/or electronics repair. A few specific jobs
are contracted out because special skills or equipment items are
required, or because the work may be extremely dangerous. Examples of
these jobs include elevator inspection and repair, radio frequency
alignment, and water tower painting.

Number range CHAPTER[Central Office and Other Functions:]{.underline}

A summary of Central Office and other oversight functions for this
decision unit are provided below:

[The Executive Staff]{.underline} is comprised of the Director, six
Regional Directors, and seven Program Assistant Directors and the
Director of NIC in the central office and serve as the policy and
decision makers for the BOP, with a span of control across the entire
agency. They meet regularly in person and via video conference and
teleconference to establish and update strategic plans, goals and
objectives, and to assess achievement and redirect strategies as
appropriate and consistent with the President\'s Management Agenda and
the DOJ Strategic Plan. The Executive Staff oversees BOP\'s resources;
guides BOP\'s staffing, training and management development program;
sets inmate and capacity standards; and develops and approves budget
initiatives and operating plans.

[The Office of Internal Affairs]{.underline} reports to the Director and
provides liaison and investigative assistance to the Department of
Justice Office of the Inspector General (OIG). The Office is responsible
for investigating staff misconduct within BOP when there are allegations
of waste, fraud, mismanagement, or other improper activities by the BOP
employees, staff at contract/halfway house facilities; staff at
facilities with an Intergovernmental Agreement; and staff at privatized
facilities. The Office of Internal Affairs also coordinates with the
Office of Inspector General, the Federal Bureau of Investigation, and
other law enforcement entities when investigations may lead to criminal
prosecution or when there are allegations involving the abuse of an
individual's constitutional rights under the law.

[The Office of General Counsel]{.underline} provides legal advice,
assistance, and representation to BOP officials in the areas of
Correctional Law, Commercial Law, Real Estate and Environmental Law,
Inmate Civil and Criminal Litigation, Inmate Remedies, Administrative
Claims, Ethics, Equal Employment Opportunity Complaint Processing, Labor
Law, Freedom of Information and Privacy Acts, Administrative Rulemaking,
Alternative Dispute Resolution, and legislation affecting the BOP.

[The Correctional Programs Division]{.underline} ensures a safe, secure
institution environment for inmates and staff, and encourages inmate
population activities and programs designed to eliminate idleness and
instill a positive work ethic. The Division provides leadership and
policy direction in ten areas: correctional services, correctional
programs, psychology services, religious services, inmate systems
management, female offenders, inmate skills development, privatization
management, community corrections, and detention services. Also, the
Correctional Programs Division is responsible for answering inquiries
from the general public, elected officials, the courts, and other law
enforcement agencies concerning correctional issues, inmate
correspondence, and administrative remedy filings.

*The Correctional Services Branch* has primary responsibility for
security and custody issues. This includes oversight for emergency
preparedness (to include Special Operations Response Teams, disturbance
control, contingency planning and annual crisis management training),
locksmith operations, inmate discipline, the inmate urinalysis program,
and the intelligence gathering network. Additionally, this branch is
responsible for monitoring and revising all program statements
applicable to Correctional Services, as well as, develops specifications
for all contracts related to weapons, chemical agents, and emergency
equipment. This branch continues to seek ways to reduce violence in BOP
facilities by providing incident preventive and response protocols for
adaptation at the institution level. The initiatives include drug
interdiction, operating and maintaining security posts within federal
institutions, and enhancing the intelligence network for the detection
and prevention of security hazards and breaches on Federal property. The
Correctional Services Branch, Intelligence Section, also includes staff
who are assigned to the FBI, National Drug Intelligence Center, FBI
Counter Terrorism Division, and the FBI Criminal Investigative Division
(safe streets and gang section).

*The Correctional Programs Branch* is responsible for planning,
documenting, monitoring, and providing the delivery of correctional
programs and services to inmates. The branch provides guidance,
instruction, and technical support to field staff in the areas of
witness security, the central inmate monitoring system, unit management
issues and training, case management, policy development, inmate
financial responsibility program, inmate classification, treaty transfer
program, and DC Offender issues. The branch also provides oversight for
the Receiving and discharge, mailroom, and select Records Office
functions at institutions. This branch implements individual pre-release
planning for inmates successful reintegration into the community through
the implementation of policy. Additionally, the Branch provides services
to victims and witnesses of federal crimes to ensure their rights are
upheld, their dignity and privacy respected, and their safety protected.
Unit Management, an integral part of Correctional Programs, determines
inmate program needs and encourages pro-social institution and community
behaviors that benefit inmates, staff, victims and society. This is
accomplished through functional unit management and effective
interaction.

*The Designation and Sentence Computation Branch* is responsible for
policy development related to sentence computations, performing the
sentence calculations, admission and release of inmates, initial
designation of the place of confinement as well as the creation and
delivery of classroom-based and multimedia training programs for these
policy areas from a central location. The branch also has responsibility
for coordinating airlift and bus movement of federal inmates in
conjunction with the Detention Trustee, the Justice Prisoner Alien
Transportation System in Kansas City, and U.S. Marshals throughout the
United States, territories and possessions. The branch monitors various
court rulings and decisions, modifications to statutes, updates to the
U.S. Sentencing Guidelines, Administrative Office of the U.S. Courts
policies and procedures and the U.S. Parole Commission rules and
practices in order to stay abreast of current developments in the
Federal criminal justice system and amend policies and procedures to
incorporate these changes. The branch responds to inmate Administrative
Remedies, controlled correspondence signed by the BOP Executive Staff,
written and telephonic inquiries from law enforcement, state and local
corrections agencies, prosecutors and defense attorneys at all levels of
the government, and public inquiries on related issues.

The Female Offender Administrator works with BOP staff at all levels to
ensure female offenders receive appropriate programs and services.
Additionally, the Administrator works with other BOP divisions to ensure
programs are designed and implemented to meet the needs of incarcerated
parents and their children.

[The Human Resource Management Division]{.underline} (HRMD) is
responsible for the development, implementation, and administration of
all human resource (HR) and training policies and programs which meet
the regulatory requirements of the Federal Government.

*The Affirmative Employment Branch* plans, develops, and implements the
BOP\'s Federal Equal Opportunity Recruitment Program, Disabled Veterans
Affirmative Employment Program, Section 501 Affirmative Employment
Program, and Title VII Affirmative Employment Program; monitors
compliance with the Equal Employment Opportunity Commission's (EEOC)
Management Directive 715 (MD-715), and various Executive Orders
concerning recruitment, hiring, and advancement of staff; provides
management staff with techniques and procedures to assess, identify and
eliminate barriers to the recruitment, hiring, advancement and retention
of staff; monitors the recruitment efforts at all levels to ensure a
diverse pool of qualified applicants are available for positions
BOP-wide; and develops and implements the Diversity Management Program.

*The Office of Executive Workforce Planning* is responsible for human
capital planning; strategic planning on recruitment, retention and hard
to fill positions; operational reporting at the national level;
automated systems for executive staff; and identification and evaluation
of HR systems to meet E-Gov streamlining initiatives. This Office also
provides expertise on a wide and complex range of HR issues that have
short and long term goals. Ongoing human capital planning activities in
conjunction with DOJ includes the development of the human capital
accountability system plan, the skills gap analysis and subsequent
monitoring plans on how the skill gaps identified can be closed. In the
identification of best practices among the DOJ agencies, one of the
BOP's best practices in human capital accountability is from this
office. The Workforce Planning System (WPS) for Executive Staff consists
of three separate systems developed and maintained by this office: The
Management Preference Profile System, the Management Selection System
and a CEO Module on Wardens and Associate Wardens. BOP HR data on over
35,000 employees is retrieved and analyzed using a variety of systems
and software including the PC, mainframe and web systems. To address
recruitment, retention and hard to fill position issues, this office
administers a web-based pre-employment survey to collect a random sample
of data on applicants which yields useful information about
social/ethical issues related to hiring qualified law enforcement
officers. In addition, turnover and staff perceptions on their workplace
is monitored using the BOP's Prison Social Climate reports and OPM's
Human Capital Survey.

*The Personnel Branch* ensures all positions are properly classified and
employees receive all benefits, rights and entitlements; develops and
operates a nationwide staffing program for processing job applications
for the following professions: Correctional Officer, Clinical
Psychologist, Registered Nurse, Nurse Practitioner, Physician Assistant,
and Medical Officer; develops an effective correctional workforce
through challenging staff development experiences; and administers the
Management Selection System for Warden and Associate Warden positions.
An Internet-based application processing and referral system (BOP-HIRES)
has been implemented which allows applicants to apply for positions
on-line and allows the Human Resource Office to request and receive a
Certificate of Eligibles instantly. Correctional officer applicants as
well as candidates interested in hard-to-fill occupations can apply
on-line. This form of applying for a BOP position has been well received
to the extent that over 226,142 individuals have registered their
interest in becoming a correctional officer. Since the beginning of
BOP-HIRES (May 2001), BOP has hired 8,717 employees. Continued
automation of human resource functions are on-going including automated
merit promotion and local delegated examining unit announcements on
BOP-CAREERS which eases the process of applying for a position and
expedites the development of candidate lists for selecting officials.
The HRMD has begun cost savings initiatives to implement strategies to
provide optimal human resource services in a more efficient manner and
implement the use of technology to further improve service to staff.
These initiatives include consolidating all position classification to
ensure greater consistency in the application of OPM classification
standards and allow the development of additional standardized position
descriptions.

*The Consolidated Employee Service Center (CESC)* located in Grand
Prairie, Texas, is comprised of three components: Consolidated
Processing Unit (CPU), Consolidated Benefits Unit (CBU), and the
Consolidated Staffing Unit (CSU). The Center is now fully staffed.

As of July 24, 2006, the Consolidated Processing Unit (CPU) began
servicing staff from every location throughout the Bureau of Prisons.
The CPU's primary functions are to process payroll and personnel
transactions; set pay; maintain Official Personnel Files and other
employee files; and provide a \"Help Desk\" to respond to inquires about
payroll/personnel transactions.

In January 2007, the CPU began working with OPM, DOJ, and a contractor
to transition BOP's paper OPFs to e-OPFs.

The Consolidated Staffing Unit (CSU) develops and operates a nationwide
staffing program for processing job applications; manages a nationwide
Delegated Examining certification program to assist field locations in
staffing their positions by providing timely services to job applicants
and all BOP facilities; and maintains responsibility for processing and
announcing all non-bargaining unit merit promotion announcements. An
Internet-based application processing and referral system (BOP-Careers)
has been implemented which allows applicants to apply for positions
online under merit promotion or Delegated Examining competitive
examinations. The CSU began transitioning work on February 1, 2006, on a
limited scale and then began its planned activation phases on February
28, 2006, when it began processing all non-bargaining unit merit
promotion announcements and Delegated Examining requests for all
positions. During this short time, the CSU has processed over 2,079 job
announcements and certificates. On April 17, 2006, the CSU transitioned
the Open Continuous System from all six Regional Offices. On January 29,
2007, the CSU will begin operating a nationwide staffing program for
processing job applications for the following professions: Correctional
Officer, Clinical Psychologist, Registered Nurse, Nurse Practitioner,
Physician Assistant, and Medical Officer. The final phase of
transitioning bargaining unit merit promotion processing from the field
is projected to occur in the near future. Once this final phase is
complete, the CSU will process all merit promotion actions throughout
the Bureau with the exception of the Management Selection System for
Warden and Associate Warden positions.

The Consolidated Benefits Unit (CBU) is now servicing staff from every
BOP location including accurately establishing the service computation
date for leave and retirement. CBU staff are considered our agency
experts in employee benefits. The CBU processes applications for
retirements, and calculates projected annuity estimates. Additionally,
they provide information regarding the effects a military activation has
on an employee's retirement eligibility. In conjunction with the local
Employee Services Department (ESD), the CBU assists survivors with
processing employee death claims and dependent life insurance claims.
The CBU provides advice on a wide variety of inquiries regarding all
aspects of benefits, including health insurance, life insurance, long
term health care, flexible spending accounts, Thrift Savings Plan, and
provides updates on new benefits (FEHB dental and vision) as they
develop. The CBU monitors OPM, regulatory and proposed legislative
changes regarding federal employee benefits. This information is
reviewed and disseminated to employees utilizing Sallyport, e-mails,
informational pamphlets, and responses to individual inquiries.

*The Labor Management Relations and Employee Security Branch* provides
expert advice and guidance on matters relating to the employees' union,
employee grievances, and employee disciplinary actions; provides agency
representation before administrative third parties; provides advice on
local negotiations; represents the agency at national negotiations;
manages the personnel security and background investigation program,
ensuring all employees receive appropriate background investigations and
subsequent reinvestigation, with employment security approvals processed
in a timely manner. In conjunction with the Office of Personnel
Management (OPM), the Employee Security Section will be automating
background form processing via e-Quip to enable staff to complete
various security forms for national security access and five year
reinvestigations. The forms will be completed and submitted
electronically, expediting the processing time and reducing postage
costs.

*The Training and Staff Development Branch* coordinates tailored
training based on the individual's needs by utilizing qualified and
highly knowledgeable BOP staff as well as contracting with distinguished
training institutions such as the Office of Personnel Management and the
National Institute of Corrections. As a result, the Leadership
Enhancement and Development (LEAD) Program is in its sixth year and
continues to provide training and developmental activities linked
specifically to leadership competencies necessary to be effective at the
highest level of the agency. As of December 2006, the LEAD Program has
produced 206 graduates who have completed their program requirements.

The Training & Staff Development Branch continues to maintain, enhance,
and service the BOP\'s Training Management System (TMS) which was
launched agency-wide in April 2004. The TMS highlights include: employee
training transcripts dating back to 1960; reporting capabilities to
track mandatory training; using course codes to track web-based training
offered by other Government agencies; requiring certifications in TMS
for all mandatory training; administering training curriculum; and
managing staff career development.

*The Ombudsman Program* provides staff a confidential, independent, and
neutral resource outside of the formal reporting process. The Ombudsman
Program is directed by a senior independent staff person who reports to
the Director. The Ombudsman serves as a designated neutral who is
available for all staff to assist with work related concerns, issues, or
problems. The Ombudsman Program is voluntary and is an additional
resource for staff which does not replace any existing formal processes
for a redress of grievances or complaints, nor does it alter the time
frames involved in those processes.

*The Staff Training Academy (STA)* at the Federal Law Enforcement
Training Center (FLETC) Glynco, Georgia provides introductory and
advanced correctional training for BOP law enforcement staff. The
Introductory Correctional Training Program (ICTP) is a 5-week program
for a total of 159 hours of instruction that is taught in two phases.
The phases consist of a 2-week Institution Familiarization (IF) and a
3-week Introduction to Correctional Techniques (ICT) program.

The STA oversees the curriculum development and administration of the
2-week (56 hours) IF course provided at all institutions for new
employees prior to attending the ICT at the STA. The ICT is a 3-week
(103 hours) program of instruction that covers hostage situations,
ethics, interpersonal communication skills, special offenders,
diversity, inmate discipline, legal procedures, etc. Successful
completion of this program (academics, firearms and the Physical Ability
Test) is required for continued employment of newly hired staff entering
into law enforcement positions. The ICTP is fully accredited by the
Eastern Kentucky University. In FY 2006, 1,723 new employees
participated in 35 classes of the ICT program. The STA provided advanced
correctional skills training for trainers in disturbance control,
firearms, bus operations, self-defense and side-handle baton in FY 2006.
The STA also provides advanced correctional training for
Marksman/Observer and Witness Security. The majority of the advanced
training programs are conducted at BOP institutions resulting in a
substantial cost avoidance in training costs. In FY 2006, 548 staff
members participated in 23 advanced classes.

The ICTP is evaluated with a standardized instrument (Kirkpatrick's
Level I, II, and III), which has provided a database enabling detailed
reports for analysis of the ICTP. Analysis of these reports provide
insight on modifications to enhance the ICTP.

The STA requires the institutions in the field to use an on-line testing
instrument (Kirkpatrick Level II) to evaluate the IF course and a
program evaluation form (Kirkpatrick Level I). All students must
complete the on-line assessment prior to attending the ICT program at
Glynco. In addition, students are required to complete an on-line
Kirkpatrick's Level I assessment evaluating various aspects of the
program. This data has been made available to the Employee Services
Managers so that they may use it to evaluate and improve their local
programs. Prior to this implementation, the Academy was unable to
objectively evaluate the IF program. This technological advance has
allowed the STA to perform a complete evaluation of the IF program.

Each student arriving at the STA is temporarily issued a laptop computer
containing an electronic manual, electronic tutorials. STA ICT students
are also tested with on-line testing instruments, and complete an
on-line program evaluation form.

The STA continues to support and expand the on-line testing programs.
The IF testing program has been in place since August 2003. As of
December 31, 2006, 6,131 IF exams have been administered. Students have
been successful 95 percent (5,844) of the time, and have failed 4
percent (275) of the time the IF exams have been administered. The mean
score on the IF exam is 82.8 percent. The ICT testing program has been
in place since August 2004. As of December 31, 2006, we have
administered the ICT Exam I 5,077 times. Students have been successful
96 percent (4,855) of the time. The mean score of ICT Exam I is 86.4
percent. The STA has also administered the ICT Exam II 5,062 times.
Students have been successful 99 percent (5,002) of the time. The mean
score for the ICT Exam II is 87.1 percent. The STA continues to collect
and analyze Level I and Level II data to insure the STA continues to
provide a relevant high quality training program.

*The Management and Specialty Training Center (MSTC)* in Aurora,
Colorado provides the majority of the BOP's senior level training
courses and curriculum development workgroups to include Job Task
Analysis and Needs Analysis. The training offered at the MSTC is
competency-based, providing participants the opportunity to
progressively develop leadership skills and specialty competencies. A
wide range of courses are available for institution Executive Staff,
Department Heads, Supervisors and Technical Support Staff. These courses
include training for Correctional Services Supervisors, Food, Financial
and Personnel staff, Education and Recreation staff, Drug Treatment and
Psychology Services, Chaplains, Trust Fund staff, and others. In
addition to preparing personnel for position specific responsibilities,
the MSTC also trains staff to assume collateral responsibilities such
as: Hostage Negotiations Team Members, Disciplinary Hearing Officers,
EEO Counselors and others. All classes are evaluated for effectiveness
and an analytical review of participant performance is conducted through
a critique of pre/post test scores or performance-based evaluations.

From September 2006, the MSTC conducted 14 residential classes, 2
off-site classes, 2 assist visits, and hosted 1 non-BOP related training
class. In addition the MSTC provided on-site training for 1,111
participants and 152 resource staff. The totals for the FY 2006 training
schedule are 123 classes, 3,071 students, and 336 resource staff.

To maximize the use of tax dollars, the MSTC provides several
alternatives for training including off-site training and distance
learning initiatives such as Centra. Centra is a live instructor-led
webcast training program. The conversion of paper-based MSTC pre- and
post-tests to online access via eZ.exam is complete. Implementation of
eZ.exam has eased the administrative duties of ESM staff in BOP
institutions and MSTC staff who schedule per- and post-tests for classes
in Aurora, Colorado. Staff testing data is updated on a biweekly basis
with the National Finance Center database. The MSTC is working with the
Regional Computer Services Administrators to incorporate the Institution
Character Profiles for staff access in eZ.exam.

The MSTC is working closely with the Training Staff Development Branch
to create customized reports to compile staff training records, and
convert the Form-24 (Training Request) to electronic format in SABA, as
required by DOJ's e-learning Implementation Plan. The Curriculum
Development Department has been working closely with the MSTC
Instructional Technology Department, and National Institution of
Corrections to develop and deliver regionally-based training for
Associate Wardens in the Bureau of Prisons, and are in the process of
creating a training curriculum for the Forward Thinking Initiative. The
Health and Nutrition Course conversion to distance learning is 90
percent complete, with the two field-test phases complete. The MSTC is
currently soliciting feedback from participants and users in the field.
The Suicide Prevention Video is complete and approved for duplication
and distribution to the field in January.

The National Institute of Corrections, Longmont, Colorado, and the MSTC,
Aurora, Colorado, are in the process of co-locating their training
facilities at the MSTC. This will realize cost savings while allowing
collaboration on current and future training initiatives within both
divisions.

[The Information, Policy, and Public Affairs Division]{.underline}
facilitates the sharing and dissemination of information within the BOP
and to external constituents, including Congress, other components of
the Federal Government; state and local governments; members of the
criminal justice community; the media; and the general public. The
Division includes the offices of Public Affairs, Legislative Affairs,
Research and Evaluation, Information Systems, Policy Information
Management, and Security Technology.

*The Office of Public Affairs* is responsible for public and media
relations, communications functions, archival and historical programs,
and provides a wide range of information services to the media, the
public, and other organizations. This office serves as the primary
contact for 6 regional offices and 114 institutions with respect to
media policy and national media issues. In addition, this office
coordinates responses to national media contacts, responds to numerous
inquiries from local and national news organizations, compiles a
detailed weekly report from the Director to the Deputy Attorney General,
prepares informational videotape programs, and compiles daily news
article clippings for review by all staff. This office develops
projects, publications, and communications that enhance public knowledge
of BOP and its programs; is responsible for content management of the
Bureau's public website and Sallyport; serves as the primary editor for
agency communications; and maintains liaison with foreign governments
and international organizations requesting technical assistance, advice,
and information.

The Office of Public Affairs also conducts historical research and
develops publications and special presentations on BOP history for both
internal and external audiences; responds to requests from BOP offices,
other Federal agencies, scholars, the press, and the general public for
historical information and records; collects and preserves historical
records and artifacts; and develops displays on BOP history.

*The Office of Legislative Affairs* works closely with the DOJ Office of
Legislative Affairs in all areas. The office's major functions include:
tracking and analyzing legislation of interest to the BOP; maintaining
contact with Members of Congress and their staff; responding to
Congressional inquiries and concerns; preparing the Director and other
staff for Congressional hearings and visits with members of Congress;
coordinating implementation of new laws; and coordinating tours for
Congressional members and/or their staffers and others.

*The Office of Research and Evaluation* supports the mission of the BOP
by conducting rigorous social science research to evaluate many inmate
programs and agency policies. Additionally, the Branch maintains an
interactive PC-based system for monitoring management information
systems (key indicators/strategic systems), responding to information
and technical assistance requests, and processing research proposals.
The Research Office generates and distributes reports on such topics as
institution social climate, escapes, inmate classification, inmate
programs, staff misconduct, and privatization. The office also responds
to requests for prison impact assessments and information or technical
assistance from BOP staff and outside agencies. Finally, the Office of
Research provides the agency with critical information and analyses
regarding issues such as population projections, gangs, HIV, inmate
misconduct, medical classification, performance measurement, and inmate
classification.

*The Policy Information Management Branch* is responsible for forms
development and management, electronic publishing, records management
and the electronic Freedom of Information Act reading room. The branch
is also responsible for system-wide management of agency directives and
quality assurance before and after issue. This branch's National Policy
Management Office is responsible for facilitating the development of
well-written, understandable, and meaningful policy that effectively
guides BOP employees in their day-to-day tasks and responsibilities.
This is accomplished by providing written guidance to policy developers
(e.g., helping Central Office staff write outcome-based objectives for
policy), involving bargaining unit employees in the policy development
process, carefully reviewing newly-developed policy for clarity and
consistency, conducting a meaningful clearance process involving subject
matter experts, and authenticating policy by ensuring appropriate
approvals have been received prior to publication and distribution.
Finally, this branch serves as a liaison with the National Archives and
Records Administration, assisting in the transfer of records to the
National Archives and providing staff with training and advice on
records management procedures.

*The Office of Security Technology* is responsible for identifying,
evaluating, assisting, and developing security technology initiatives
and equipment within BOP; centralizing the identification and screening
of new equipment and technology for potential use; establishing
relationships with other federal and State law enforcement agencies
regarding technology; responding to field requests for technical
solutions to operational problems; and establishing standards for the
use of security systems.

*The Office of Information Systems* ensures the provision of current,
automated data and information systems for all BOP locations.
Responsibilities include: computer services, the agency internet and
intranet sites, application system development, technical support,
personal computer support, financial systems, and field support.

[The Program Review Division]{.underline} is responsible for analyzing
BOP programs and guiding BOP managers in the assessment of their
operations. The division assists management in the strategic planning
process, coordinates and monitors oversight activities of audit and
regulatory authorities, and ensures that effective management and
operational procedures exist throughout the BOP. Additionally, the
division's chief executive serves as the BOP's Competition Advocate and
Limited English Proficiency Liaison.

*The Program Review Branch*, composed of 14 different disciplines,
conducts program reviews of BOP programs at all levels and locations for
compliance with the laws, regulations and policy, adequacy of controls,
efficiency of operations, and effectiveness in achieving program
results.

*The Strategic Management Section (SMS)* is responsible for monitoring
and analyzing BOP programs to provide timely and relevant information
about specific program performance and BOP-wide patterns and trends, and
is responsible for creating and overseeing national policy on
Institution Character Profiles (ICP) and Pilot Programs. *The Program
Analysis Section (PAS)* provides program management in the area of
American Correctional Association (ACA) accreditation. PAS also serves
as the liaison for BOP's contacts with external audit authorities, and
is responsible for coordinating Integrity Act issues.

*The Contract Facility Monitoring (CFM) Section* is responsible for
monitoring the agency's secure adult correctional contract facilities
and large Intergovernmental Agreements. Through this process, the agency
is assured inmates housed in contract facilities are confined in a safe
and secure environment in accordance with all applicable laws,
regulations, and correctional standards.

[The Administration Division]{.underline} provides the resources and
support necessary for BOP to perform in an effective and efficient
manner. This includes the development of budget requests; the
stewardship of financial resources; procurement and property management;
the design and construction of new correctional facilities; the
renovation and maintenance of existing facilities; and other
administrative support services. Following, describes the functions of
the Branches and the positions may be included in both the BOP's
Salaries and Expenses and Buildings and Facilities appropriations.

*The Budget Development Branch* formulates BOP\'s resource requests
including budget submissions, amendments, supplementals, prison impact
assessment estimates and resource reprogrammings; justifies the budget
estimates by preparing formal budget exhibits, written testimony and
detailed data which support the agency\'s funding requests before the
Department of Justice, the Office of Management and Budget, and the
House and Senate Appropriations Subcommittees; and represents the BOP at
various interagency budget related workgroups.

*The Budget Execution Branch* encompasses the planning and control
process from the point of enactment of the appropriations through the
obligations and expenditure of resources and achievement of resource
goals. The Budget Execution Branch's primary objective is to ensure that
the BOP does not exceed obligation, workyear, and position levels
prescribed by Congress in Public Law on an annual basis. To ensure this
objective is met, the Branch focuses on the following: determine if
adequate funding and positions are available to effectively carry out
the mission of the BOP within approved levels; provide guidance
involving the interpretation and application of budget execution
concepts and requirements to Regions, Central Office, and Training
Centers; develop and maintain BOP policy by ensuring that Budget
Execution program Statements are consistent with external governing
agencies regulations (i.e., Office of Management and Budget and the
Department of Justice); ensure financial reports required to be
submitted to outside agencies provide an accurate picture of the
financial status of the BOP; and develops, maintains, and coordinates
specialized training courses for BOP Budget Analysts.

*The Finance Branch* ensures that all financial transactions are
recorded in an accurate and timely manner in the financial management
system in order to produce the financial reports necessary for
monitoring the financial status of the BOP and its institutions;
develops BOP accounting policies and internal controls to ensure
compliance with the requirements of the Department of Justice, the
Office of Management and Budget, the General Services Administration,
and the Department of Treasury; disburses Central Office vendor and
travel payments; manages contract programs which support the financial
management mission of the BOP such as the Government-wide Travel Charge
Card Program, the third party draft program, the Central Office Travel
Management Center contract; develops specifications for the design and
operation of the BOP\'s financial management system; and prepares the
annual Financial Statement of the Federal Prison System required by the
Chief Financial Officer Act of 1990 and the Government Management Reform
Act of 1994 (GMRA).

*The Capacity Planning Branch* coordinates and analyzes information
related to capacity planning, covering such varied areas as female
offender needs, the D.C. felon requirements, detention requirements,
medical facilities, new facilities construction and contract
confinement. The Branch also produces and updates the BOP\'s Capacity
Plan, which is the official composite for the determination of
correctional capacity requirements; assists the Office of Research in
developing population projections by population subgroups based on data
from the Administrative Office of the U.S. Courts, and is responsible
for reviewing rated capacity changes (i.e., renovations) at each
institution and assuring that those changes are properly reflected in
SENTRY.

*Facilities Management Branch* directs and monitors the existing
institution modernization and repair program and the vehicle fleet;
establishes policy governing the maintenance of existing facilities; and
provides technical support to both BOP staff and outside entities
regarding architectural, engineering, and facilities issues.

*The Site Selection and Environmental Review Branch* identifies sites
for new correctional facilities; provides public information programs
for local officials and the general public to garner support for
proposed facilities; and coordinates the development of the required
environmental impact studies.

*The Design and Construction Branch* is responsible for the planning,
design, and construction of new institutions for the BOP; develops
design and related technical standards and policies for development of
new BOP facilities; participates in BOP\'s long range capacity expansion
planning; and provides technical advice and support within BOP and to
outside entities related to architectural, engineering, construction,
and project management issues.

*The Acquisitions Branch (AQB)* develops BOP-wide procurement policy to
ensure supplies and services needed to operate correctional facilities
are acquired in a timely manner, within Federal statutory regulations,
and at the best value to the Government. The AQB is responsible for
maintaining a competitive business arena and protecting the integrity of
the BOP's national procurement program. The AQB solicits, awards and
administers contracts for projects with national scope and impact. For
example, the AQB awards national contracts in the areas of community
corrections, relocation services, weapons, ammunition, and information
technology (IT) equipment, including the inmate telephone system and the
BOPNet program for IT equipment. The AQB provides procurement oversight,
and oversees the largest purchase card program in the Department of
Justice. The AQB provides direct contract services and develops
procurement and oversight policies for the private operation and
management of secure adult corrections/detention facilities. The value
of these contracts are in the hundreds of millions of dollars.

The Field Acquisition Office (FAO) solicits, awards and administers
contracts for the day to day operation for all BOP institutions and six
regional offices. The FAO is also responsible for oversight of the
procurement operations at all BOP institutions.

*The Property and Construction Branch (PCB)* develops, administers, and
provides oversight of the BOP Design-Build construction contracting
program which includes the acquisition, design, and construction of all
new prison facilities throughout the United States; establishes all
utility contracts (i.e., electric, water, sewer, telephone and natural
gas) for all newly constructed prison facilities; procures and
administrates Architect/Engineering (A/E) services for renovation
studies on 50+ year old prison facilities (36) throughout the United
States; acquires site evaluation and environmental analysis services for
the investigation of potential locations and specific sites for new
prison facilities; is responsible for the acquisition and oversight of
professional Construction Management Firm contracts to provide
inspection and quality assurance during the construction of new prison
facilities; provides guidance and oversight to regional offices and
institutions in the specialized areas of design/build, A/E construction,
utility service, and construction management contracting; and develops
and conducts training to all BOP procurement staff in the specialized
area of construction contracting. In addition, the PCB maintains
accountability for real and personal property through the SENTRY system;
conducts periodic quality assurance reviews of BOP facilities to ensure
compliance with Financial Statement Accounting Standards; updates and
disseminates BOP Property Management policy, as required; conducts
annual training for BOP staff assigned property management
responsibilities; reviews, processes, and ensures approval for temporary
permits/easement requests to construct, install, operate, and maintain
various services (sewer, water, gas, electric) and right-of-ways;
reviews, processes, and ensures approvals for requests to lease office,
warehouse, and parking space; acquires and distributes excess personal
property to BOP facilities located throughout the United States;
maintains the staff quarters rental rate program for more than 700 staff
residences at 35 sites; and provides oversight to the Transit Subsidy
Program involving over 1,800 staff participating at approximately 34
sites through out the BOP.

Finally, *the Trust Fund Branch* provides commissary services; ensures
the financial integrity of the Trust Fund and Inmate Deposit Fund;
implements and manages a BOP-wide inmate telephone calling program; and
provides management oversight for the laundry and warehouse operations.

<table>
<colgroup>
<col style="width: 9%" />
<col style="width: 15%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 8%" />
<col style="width: 9%" />
<col style="width: 9%" />
<col style="width: 7%" />
<col style="width: 7%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="12"><strong>PERFORMANCE AND RESOURCES TABLE</strong></td>
</tr>
<tr class="even">
<td colspan="12"><strong>Decision Unit: Institution Security and
Administration</strong></td>
</tr>
<tr class="odd">
<td colspan="12"><strong>DOJ Strategic Goal/Objective: 4.3, 4.4 &amp;
4.5</strong></td>
</tr>
<tr class="even">
<td colspan="2"><strong>Workload/Resources</strong></td>
<td colspan="2"><strong>Final Target</strong></td>
<td colspan="2"><strong>Actual</strong></td>
<td colspan="2"><strong>Estimate</strong></td>
<td colspan="2"><strong>Changes</strong></td>
<td colspan="2"><strong>Requested (Total)</strong></td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2008</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="even">
<td colspan="2"><p><strong>Workload: Total End of Year
Federal</strong></p>
<p><strong>Inmate Population*</strong></p></td>
<td colspan="2">192,788</td>
<td colspan="2">192,584</td>
<td colspan="2">197,584</td>
<td colspan="2">5,000</td>
<td colspan="2">202,584</td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2" rowspan="2"><strong>Total Costs and FTE</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="odd">
<td>38,594</td>
<td>4,830,160</td>
<td>32,117</td>
<td>4,821,065</td>
<td>37,062</td>
<td>4,936,737</td>
<td>-1,919</td>
<td>214,703</td>
<td>35,143</td>
<td>5,151,440</td>
</tr>
<tr class="even">
<td><strong>TYPE/ STRATEGIC OBJECTIVE</strong></td>
<td><strong>Performance</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2008</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="odd">
<td><strong>Program Activity</strong></td>
<td>1. Institution Security and Administration</td>
<td><p><strong>FTE</strong></p>
<p>24,754</p></td>
<td><p><strong>$000</strong></p>
<p>2,380,134</p></td>
<td><p><strong>FTE</strong></p>
<p>20,939</p></td>
<td><p><strong>$000</strong></p>
<p>2,379,053</p></td>
<td><p><strong>FTE</strong></p>
<p>23,745</p></td>
<td><p><strong>$000</strong></p>
<p>2,394,009</p></td>
<td><p><strong>FTE</strong></p>
<p>-1,636</p></td>
<td><p><strong>$000</strong></p>
<p>92,705</p></td>
<td><p><strong>FTE</strong></p>
<p>22,109</p></td>
<td><p><strong>$000</strong></p>
<p>2,486,714</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td># institutions/rated capacity</td>
<td colspan="2">115/119,723</td>
<td colspan="2">114/119,510</td>
<td colspan="2">114/122,189</td>
<td colspan="2">1/1,472</td>
<td colspan="2">115/123,661</td>
</tr>
<tr class="odd">
<td><p><strong>Performance</strong></p>
<p><strong>Measure</strong></p></td>
<td>Correctional Officers On-board</td>
<td colspan="2">15,400</td>
<td colspan="2">16,013</td>
<td colspan="2">16,300</td>
<td colspan="2">50</td>
<td colspan="2">16,350</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Inmate to Correctional Officer Ratio</td>
<td colspan="2">10.35:1</td>
<td colspan="2">10.15:1</td>
<td colspan="2">10.17:1</td>
<td colspan="2">0.12:1</td>
<td colspan="2">10.29:1</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Rate of assaults in Federal Prisons (Rate/5,000)**</td>
<td colspan="2">130</td>
<td colspan="2">119</td>
<td colspan="2">130</td>
<td colspan="2">0</td>
<td colspan="2">130</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Rate of serious assaults in Federal Prisons (Rate/5,000)**</td>
<td colspan="2">--</td>
<td colspan="2">--</td>
<td colspan="2">14</td>
<td colspan="2">0</td>
<td colspan="2">14</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Facilities accredited: ACA</td>
<td colspan="2">99%</td>
<td colspan="2">99%</td>
<td colspan="2">99%</td>
<td colspan="2">0</td>
<td colspan="2">99%</td>
</tr>
<tr class="even">
<td><strong>Outcome</strong></td>
<td>Escapes from Secure Institutions</td>
<td colspan="2">0</td>
<td colspan="2">1</td>
<td colspan="2">0</td>
<td colspan="2">0</td>
<td colspan="2">0</td>
</tr>
<tr class="odd">
<td><strong>Outcome</strong></td>
<td>System-wide Crowding</td>
<td colspan="2">37%</td>
<td colspan="2">36%</td>
<td colspan="2">36%</td>
<td colspan="2">0%</td>
<td colspan="2">36%</td>
</tr>
<tr class="even">
<td><strong>Outcome</strong></td>
<td>Per Capita (Operating) Costs NOTE: Does not include construction
costs</td>
<td colspan="2">$66.12</td>
<td colspan="2">$67.00</td>
<td colspan="2">$69.70</td>
<td colspan="2">$2.80</td>
<td colspan="2">$72.50</td>
</tr>
<tr class="odd">
<td colspan="12"><p>*Number range CHAPTERThe chart above includes
population projections for FY 2007 and FY 2008. The projections are
based on data and information from a variety of sources including the
Administrative Office of the U.S. Courts, U.S. Sentencing Commission,
Executive Office for United States Attorneys, Office of the Federal
Detention Trustee, Drug Enforcement Administration, the Federal Bureau
of Investigation, and the BOP’s own information system (SENTRY). Data
from United States Marshals Service indicates that as of November 15,
2006, there are nearly 9,000 inmates in Marshal’s custody who are either
designated or waiting to be designated to a BOP facility.</p>
<p><strong>**</strong>Due to the time required to adjudicate allegations
of assaults, there is a lag between the occurrence and reporting guilty
findings. Therefore, the figures reported represents incidents that were
reported for the preceding twelve months ending several months before
the end of the FY. Beginning with the FY 2007 data, data will focus on
the rate of serious assaults (inmate on inmate per 5,000) which is a
more meaningful safety indicator for BOP facilities.</p>
<p><strong>Data Definition, Validation, Verification, and
Limitations:</strong> The BOP strives to have all facilities accredited
within two years of activation by both ACA and JCAHO.</p>
<p><strong>Data Definition:</strong> The low, medium and high crowding
levels are based on a mathematical ratio of the number of inmates
divided by the rated capacity of the institutions at each of the
specific levels. <u>System-wide:</u> represents all inmates in BOP
facilities and all rated capacity, including secure and non-secure
(minimum security) facilities, low, medium and high security levels, as
well as administrative maximum, detention, medical, holdover, and other
special housing unit categories. <u>Low security facilities:</u>
double-fenced perimeters, mostly dormitory housing, and strong
work/program components. <u>Medium security facilities:</u> strengthened
perimeters, mostly cell-type housing, work and treatment programs and a
higher staff-to-inmate ratio than low security facilities. <u>High
security facilities:</u> also known as U.S. Penitentiaries, highly
secure perimeters, multiple and single cell housing, highest
staff-to-inmate ratio, close control of inmate movement. Assaults
include assaults between inmates and inmates, and inmates and staff.</p>
<p><strong>Data Collection and Storage:</strong> Data are gathered from
several computer systems. Inmate data is collected on the BOP on-line
system (SENTRY); personnel data is collected from the National Finance
Center (NFC) database, and from field locations reporting on a regular
basis; and financial data is collected on the DOJ Financial Management
Information System (FMIS). BOP also utilizes population forecast
modeling in order to plan for future construction and contracting
requirements to meet capacity needs. Data for escapes from secure
prisons are taken from the Significant Incident Reports (recorded on BOP
form 583) submitted by the institution where the escape occurred. The
form is submitted to the BOP’s Central Office where it is recorded in a
log. Copies of the report are also sent to the respective regional
office where the information is reviewed. The information from the log
is transferred to, and maintained by, the Office of Research and
Evaluation, which analyzes the data and makes it available through the
Key Indicators Management Information System. Data (rate of assaults in
federal prisons per 5,000 inmates) are collected from the BOP’s SENTRY,
specifically the CDR module, which reports all disciplinary measures
taken with respect to individual inmates. This data are maintained and
stored in the BOP’s management information system (Key Indicators),
which permits retrieval of data in an aggregated manner. The data
represents all adjudicated assaults and combines both “inmate on inmate”
and “inmate on staff” assaults. Once an ACA audit is completed, an
electronic report is received from the ACA. These reports are maintained
in GroupWise shared folders by institution, in WordPerfect files, and a
hard copy is filed in an institution folder.</p>
<p><strong>Data Validation and Verification:</strong> Within BOP
headquarters, staff in different divisions retrieve and verify data on a
daily basis, analyze it, and formulate reports and projections. Subject
matter experts review and analyze population and capacity levels daily,
both overall and by security level. The BOP Capacity Planning Committee
(CPC), comprised of top BOP officials, meets bi-monthly to review,
verify and update population projections and capacity needs for the BOP.
Offender data is collected regularly from the Office of the U.S. Courts
by the BOP Office of Research in order to project population trends and
the CPC reconciles bed space needs and crowding trends to ensure that
adequate prison space is maintained in both federal prisons and contract
facilities. Correctional officer on-board numbers are gathered each pay
period and verified through NFC payroll records. The correctional
officer to inmate ratio is based on number of correctional officers
on-board divided into total inmate population in BOP facilities. Inmate
assaults and escapes from secure BOP institutions are reported at BOP
locations on SENTRY and verified by BOP Correctional Programs Division
(Intelligence Section) and the BOP Office of Research. On an annual
basis, BOP Program Review personnel develop a schedule for initial
accreditation and reaccreditation of all eligible BOP facilities to
ensure reviews are conducted on a regular and consistent basis. Subject
matter experts review report findings to verify accuracy and develop any
necessary corrective measures. BOP Health Service’s Office of Quality
Management (OQM) develop initial JCAHO accreditation schedules based on
new facility activations. OQM staff, who are subject matter experts,
monitor the JCAHO contract, schedule the reviews, monitor and verify the
results and work with staff to develop corrective measures as needed.
Actual obligation data is collected and analyzed from the DOJ Financial
Management Information System (FMIS) and compared against the average
daily inmate population to determine the per capita costs. Expense and
population data are corroborated through contact with BOP regional
offices and prison facilities, and reconciled to enacted appropriations,
earned reimbursements, billings, and treasury reports.</p>
<p><strong>Data Limitations:</strong> Due to the unpredictable
environment in prisons and other external factors, there may often be
discrepancies between projected and actual numbers contained in the
performance tables. Most plans are developed based on historical data,
past experience and joint agency efforts to project for the future. In
addition, budget delays and shortfalls also affect performance
results.</p></td>
</tr>
</tbody>
</table>

<table>
<colgroup>
<col style="width: 8%" />
<col style="width: 20%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="12"><strong>PERFORMANCE MEASURE TABLE</strong></td>
</tr>
<tr class="even">
<td colspan="12"><strong>Decision Unit: Institution Security and
Administration</strong></td>
</tr>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>Performance Report and Performance
Plan Targets</strong></td>
<td><strong>FY 2000</strong></td>
<td><strong>FY 2001</strong></td>
<td><strong>FY 2002</strong></td>
<td><strong>FY 2003</strong></td>
<td><strong>FY 2004</strong></td>
<td><strong>FY 2005</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td><strong>FY 2007</strong></td>
<td><strong>FY 2008</strong></td>
</tr>
<tr class="even">
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Target</strong></td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td># Institutions/rated capacity</td>
<td>97 / 94,927</td>
<td>100 / 98,425</td>
<td>102 / 103,262</td>
<td>103 / 105,193</td>
<td>109 / 108,537</td>
<td>116 / 118,652</td>
<td>115 / 119,723</td>
<td><p>114/</p>
<p>119,510</p></td>
<td>114 / 122,189</td>
<td>115 / 123,661</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Correctional Officers On-board</td>
<td>13,862</td>
<td>14,626</td>
<td>14,603</td>
<td>14,712</td>
<td>14,982</td>
<td>15,500</td>
<td>15,400</td>
<td>16,013</td>
<td>16,300</td>
<td>16,350</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Inmate to Correctional Officer Ratio</td>
<td>9.06:1</td>
<td>8.91:1</td>
<td>9.42:1</td>
<td>9.94:1</td>
<td>10.18:1</td>
<td>10.29:1</td>
<td>10.35:1</td>
<td>10.15:1</td>
<td>10.30:1</td>
<td>10.33:1</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Rate of assaults in Federal Prisons (Rate/5,000)</td>
<td>120/5,000</td>
<td>118/5,000</td>
<td>120/5,000</td>
<td>127/5,000</td>
<td>121/5,000</td>
<td>118/5,000</td>
<td>130/5,000</td>
<td>119/5,000</td>
<td>130/5,000</td>
<td>130/5,000</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Rate of serious assaults in Federal Prisons (Rate/5,000)</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>14/5,000</td>
<td>14/5,000</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Facilities Accredited: ACA</td>
<td>90%</td>
<td>95%</td>
<td>95%</td>
<td>90%</td>
<td>94%</td>
<td>99%</td>
<td>99%</td>
<td>99%</td>
<td>99%</td>
<td>99%</td>
</tr>
<tr class="odd">
<td><strong>OUTCOME Measure</strong></td>
<td>Escapes from Secure Institutions</td>
<td>0</td>
<td>4</td>
<td>0</td>
<td>0</td>
<td>2</td>
<td>0</td>
<td>0</td>
<td>1</td>
<td>0</td>
<td>0</td>
</tr>
<tr class="even">
<td><p><strong>OUTCOME</strong></p>
<p><strong>Measure</strong></p></td>
<td>System-wide Crowding</td>
<td>32%</td>
<td>32%</td>
<td>33%</td>
<td>39%</td>
<td>41%</td>
<td>34%</td>
<td>37%</td>
<td>36%</td>
<td>36%</td>
<td>36%</td>
</tr>
<tr class="odd">
<td><strong>OUTCOME Measure</strong></td>
<td>Per Capita (Operating) Costs</td>
<td>$59.02</td>
<td>$60.75</td>
<td>$61.69</td>
<td>$63.51</td>
<td>$63.57</td>
<td>$64.19</td>
<td>$66.12</td>
<td>$67.00</td>
<td>$69.70</td>
<td>$72.50</td>
</tr>
</tbody>
</table>

**3. Performance, Resources, and Strategies**

The Institution, Security and Administration decision unit contributes
directly to the Department's Strategic Goal 4: Ensure the Fair and
Efficient Operation of the Federal Justice System.

**a. Performance Plan and Report for Outcomes**

As illustrated in the preceding Performance and Resources Table, the
outcome measures for this decision unit are: Escapes from Secure
Institutions; System-wide Crowding and Per Capita Operating Costs. The
FY 2006 "escapes" target was zero escapes from secure institutions,
however during the third quarter one escape did occur from Pollock, LA
(inmate remains a fugitive). Follow-up actions have been completed and
corrective actions implemented to prevent further escapes.

![](media/image2.jpeg){width="5.958333333333333in"
height="2.2604166666666665in"}

Number range CHAPTERThe chart above includes population projections for
FY 2007 and FY 2008. The projections are based on data and information
from a variety of sources including the Administrative Office of the
U.S. Courts, the U.S. Sentencing Commission, the Executive Office for
United States Attorneys, the Office of the Federal Detention Trustee,
the Drug Enforcement Administration, the Federal Bureau of
Investigation, and the BOP's own information system (SENTRY).

Data from the United States Marshals Service indicates that as of
November 15, 2006, there are nearly 9,000 inmates in Marshal's custody
who are either waiting designation or waiting for movement to a BOP
facility.

BOP exceeded their FY 2006 system-wide crowding target at 36 percent.
However, with only one expansion requested in FY 2007, and one
activation in FY 2008, BOP's crowding targets for both years remain at
36 percent.

The target number of facilities for FY 2006 was 115 institutions and a
rated capacity of 119,723 beds. However, with the change in counting
Hazelton, WV as a unit instead of a new institution, BOP finished FY
2006 with 114 facilities. BOP was within 99.8 percent of meeting the
capacity target. But, with the delay of the Hazelton, WV activation, BOP
was not able to meet the capacity target. However, inmates arrived in
the first quarter of FY 2007, and therefore, capacity was added. BOP
does not plan on activating any new institutions in FY 2007 and the
target for rated capacity for FY 2007 is 122,189 beds. With only one
facility planned for activation in FY 2008, the number of facilities for
FY 2008 is 115 with a target for rated capacity at 123,661 beds.

During FY 2006, BOP revised its targets for number of Correctional
Officers on board due to a number of factors including: reserve duty in
the Middle East; budget reductions, and delay of enactment of
appropriations. BOP surpassed their target for FY 2006 with 16,013
Correctional Officers on board. Therefore, for FY 2007 and FY 2008, BOP
adjusted their targets. Estimates for FY 2007 are 16,300 Correctional
Officers on board and for FY 2008 a total of 16,350.

Ninety-nine percent of BOP facilities were American Correctional
Association (ACA) accredited in FY 2006, which met the target. BOP's
target for FY 2007 and FY 2008 is to remain at 99 percent for ACA.

Number range CHAPTER

Per Capita Costs (BOP)

![](media/image3.jpeg){width="6.135416666666667in" height="2.375in"}

Note: FY 2001 -- FY 2005 are actual Per Capita costs. FY 2006 -- FY 2008
are projected Per Capita costs.

The FY 2008 daily per capita target for all security levels is \$72.50,
and the BOP requests 22,109 FTE and \$2,486,714,000 in this decision
unit to reach this target. As illustrated in the bar graph, the BOP
intends to hold inmate costs (per capita) to no more than inflationary
increases. That meant an average daily increase of about 2 percent a
year from FY 2001 -- FY 2005. However, higher than anticipated utility
and medical costs caused an increase of 4.4 percent in FY 2006. BOP is
estimating a 4 percent increase for FY 2007 and FY 2008.

**b. Strategies to Accomplish Outcomes**

The BOP will continue to add capacity efficiently and cost-effectively
through expansions of existing facilities, the acquisition and
conversion of military and other properties to prison use, utilization
of contract facilities and the on-going design and construction of new
prisons, and through the BOP's intense on-going maintenance program
(Modernization and Repair) to maintain the infrastructure of federal
prisons and protect taxpayer dollars. The BOP will continue to monitor
staffing ratios, inmate misconduct, and schedule regular
accreditation/re-accreditation for its facilities.

[Number range CHAPTERProgram Increase]{.underline}

Item Name: [FCI Pollock, LA - 1,152 beds - Activation funding date
10/07]{.underline}

Budget Decision Unit: [Inmate Care & Programs/Institution Security
&]{.underline}

[Administration]{.underline}

Strategic Goal(s) & Objective(s): [Goal 4; Objectives 4.4 and
4.5]{.underline}

Organizational Program: [Activations]{.underline}

Program Increase: Positions [+354]{.underline} Correctional Officers
[182]{.underline} FTE + [177]{.underline} Dollars
[+\$27,000,000]{.underline}

[Description of Item]{.underline}

The BOP is requesting an enhancement for its operations in order to
begin the activation process at FCI Pollock, LA, a 1,152 bed medium
security facility. Construction of the Pollock facility will be complete
in February 2007, and will require funding for the activation process in
October of 2007. The activation is a two year process, including many
steps from selecting wardens and executive staff, to identifying and
ordering equipment, meeting with the community, recruiting new staff,
furnishing and equipping the new facility, and eventually accepting
inmates. The total resources required for this facility in FY 2008 are
354 positions, 177 FTEs and \$27,000,000, which also provides for one
time costs for equipping the facility, conducting background
investigations for new employees and providing standard law enforcement
training. All one-time costs are non-recurred the following year in
accordance with future needs. This request includes \$8,127,000 in
inmate related costs. This will provide marginal funding for security,
food, medical care, clothing, unit management and records. When fully
operational, the medium security facility will house nearly 1,624
inmates at 41 percent crowding, and the full year operating cost, net of
one time activation expenses is projected to be nearly \$39 million
annually.

[Justification]{.underline}

As of January 11, 2007, the BOP's medium security facilities are over
crowded at 39 percent above capacity, and activation of this facility
will provide critically needed medium security bed space.

The Federal inmate population has increased dramatically over the past
25 years, up nearly

700 percent, from approximately 25,000 inmates and 41 institutions in
1980 to 193,616 inmates and 114 institutions as of January 11, 2007. Of
the current Federal inmate population over 163,000 are in facilities
operated by the BOP and the remainder (nearly 16 percent) are in
contract care consisting of privately operated secure facilities,
facilities managed by state and local governments, residential reentry
centers, or home confinement.

The population increases in the 1980s were a result of Federal law
enforcement efforts and new legislation that dramatically altered
sentencing in the Federal criminal justice system. The Sentencing Reform
Act of 1984 established determinate sentencing, abolished parole, and
reduced good time. Additionally, several mandatory minimum sentencing
provisions were enacted in 1986, 1988, and 1990. The large inmate
population increases of FY 1998- 2000 were mainly due to higher number
of prosecutions of drug defendants, immigration cases, and weapon
offenses. The increase in FY 2001 is attributed to incarceration of
District of Columbia sentenced felons in Federal prisons. In FY 2006,
the net inmate population increased by 5,190 and this net growth of at
least 5,000 inmates per year is projected to continue over the next
several years.

This request will enable requisite programming opportunities to federal
offenders, promoting an atmosphere conducive to positive change while
they are incarcerated and better transition upon release. Programming is
extremely important for successful prisoner re-entry into American
society. Research has indicated the positive connection between
education/vocational training for inmates and lower recidivism.

[Impact on Performance (Relationship of Increases to Strategic
Goals)]{.underline}

With activation of this facility, the BOP's overall rated capacity will
increase by 1,152 beds.

This enhancement is in direct support of the following DOJ Strategic
Objectives: 1) 4.4 "Maintain and operate the federal prison system in a
safe, secure, humane and efficient manner" and, 2) 4.5 "Provide services
and programs to facilitate inmates' successful reintegration into
society, consistent with community expectations and standards."

[Base Funding]{.underline}

FY 2006 Enacted FY 2007 Estimate FY 2008 President's Budget

Current Services

Pos FTE Dollars (\$000) Pos FTE Dollars (\$000) Pos FTE Dollars(\$000)

0 0 0 0 0 0 0 0 0

[Personnel Increase Cost Summary]{.underline}

Number of

Type of Modular Cost Positions FY 2008 Position per Position Requested
Request

\- - - -

Total Personnel Please see attached

[Non-Personnel Increase Cost Summary]{.underline}

FY 2008

Item Unit Cost Quantity Request

Total Non-Personnel Please see attached

[Total Request for this Item]{.underline}

Item Pos FTE Personnel Non-Personnel Total

Current Services 0 0 0 0 0

Increases 354 177 \$13,342 \$13,658 \$27,000

Grand Total 354 177 \$13,342 \$13,658 \$27,000

c.  **Result of Program Assessment Rating Tool (PART) Reviews**

    See Inmate Care and Programs Decision Unit

    ![](media/image4.jpeg){width="5.052083333333333in"
    height="9.010416666666666in"}

![](media/image5.jpeg){width="5.927083333333333in" height="9.0in"}

Number range CHAPTER**C. Contract Confinement**

+-------------------------------------+--------+--------+------------+
| **Contract Confinement TOTAL**      | ***Pe  | *      | **Amount** |
|                                     | rm.*** | *FTE** |            |
|                                     |        |        | (\$000,s)  |
|                                     | **     |        |            |
|                                     | Pos.** |        |            |
+-------------------------------------+--------+--------+------------+
| 2006 Enacted w/ Rescissions and     | 393    | 391    | 683,031    |
| Supplementals                       |        |        |            |
+-------------------------------------+--------+--------+------------+
| 2007 Estimate                       | 397    | 395    | 771,401    |
+-------------------------------------+--------+--------+------------+
| Adjustments to Base and Technical   | 0      | 2      | 54,041     |
| Adjustments                         |        |        |            |
+-------------------------------------+--------+--------+------------+
| 2008 Current Services               | 397    | 397    | 825,442    |
+-------------------------------------+--------+--------+------------+
| 2008 Program Increases              | 0      | 0      | 0          |
+-------------------------------------+--------+--------+------------+
| 2008 Offsets                        | 0      | 0      | 0          |
+-------------------------------------+--------+--------+------------+
| 2008 Request                        | 397    | 397    | 825,442    |
+-------------------------------------+--------+--------+------------+
| **Total Change 2007-2008**          | 0      | 2      | 54,041     |
+-------------------------------------+--------+--------+------------+

**1. PROGRAM DESCRIPTION** : **Contract Confinement**

This budget activity covers costs associated with BOP inmates in
contract care, costs associated with management and oversight of
contract confinement functions and for the National Institute of
Corrections (NIC). Over 15 percent of the BOP inmate population is
housed outside of BOP facilities in alternative confinement. This
includes private prisons, residential reentry centers RRCs (also known
as community corrections centers, CCCs, or halfway houses), state and
local facilities, and home confinement. In March 2006, the Executive
Staff approved changing the Community Corrections Centers name to
Residential Reentry Centers. This name change provides a clearer
description of the services and programs being offered, associates the
BOP's community-based programs with other reentry initiatives being
implemented around the country, and clearly differentiates
community-based programs from correctional facilities.

Community corrections staff throughout the nation utilize and oversee
contract community-based confinement, provide case management services
for inmates in contract facilities, and perform liaison activities with
the U.S. Marshals Service (USMS), the U.S. Probation Service, the U.S.
Parole Commission, Federal Courts, other federal agencies, state and
local government agencies.

Since January 1982, the number of inmates managed in contract RRCs has
increased from a daily population of 1,425 to a daily population of
9,001 by the end of FY 2006. Approximately 250 RRCs throughout the
nation provide services to federal offenders, all of whom are preparing
for their release to the community. These inmates are transferred from
federal institutions to RRCs near the end of their sentence for
transitional programming. Life skills, gainful employment, the
reestablishment of family ties, and drug treatment are major aspects of
transitional programs. Home confinement is the last phase of
incarceration for offenders who have demonstrated personal
responsibility and positive programming while in BOP custody. Strict
accountability procedures are required for inmates on home confinement
to continue the sanction of the sentence.

Since the mid 1980s, the BOP has contracted for the confinement of
sentenced offenders in secure facilities. This gives the BOP the needed
flexibility to manage a rapidly growing inmate population and to help
control crowding. Growth is particularly significant among the BOP's low
security level populations. The BOP has found that contract confinement
is particularly suited to low and minimum security offenders. The great
majority of inmates in BOP contract facilities are low security,
short-term, sentenced criminal aliens. The BOP has committed to
contracting out for low and minimum security inmates, and continues to
increase its use of secure contract facilities as a means of handling
inmate crowding.

As the number of contract beds increases, the BOP remains vigilant and
continues to monitor, evaluate and make appropriate changes to the
management and oversight of contracts. The oversight and administration
of these facilities are centralized, which ensures consistent, cost
effective contract administration procedures across various regions and
for different types of contracts.

Through the Privatization Management Branch (PMB), the BOP oversees the
operation of secure contract facilities. Contracts are with private
companies or state, county and city governments, some of whom
subcontract with private companies for facility operations. Staff from
the PMB ensure that contractors adhere to established performance
standards and facilitate communications between contract facilities and
the BOP. The BOP is the largest user of secure contract confinement
among all correctional jurisdictions in the country, with over 18,700
inmates in 11 privately managed secure facilities. Additionally, over
11,000 inmates are in RRCs, home confinement, short-term detention,
juvenile facilities, or long-term boarders that are also privately
operated.

Several categories of federal offenders are confined in smaller numbers
in state, local, and private facilities. There are over 200 juveniles
who must be separated from adult offenders and are placed as close to
their respective residence as possible in state, local, and privately
run community-based and secure facilities. Adult offenders whose lives
might be endangered in federal facilities (protection cases) are placed
in state correctional facilities. Offenders whose short sentences
preclude transfer to a federal facility are placed in local jails to
serve their sentences. Females who do not generally pose as great a
security risk as males may also be placed in contract facilities.

Mariel Cuban detainee placements into the BOP have been affected by the
Clark v Martinez Supreme Court decision. The decision ruled that
indefinite detention was not permissible if a criminal alien could not
be returned to their country of citizenship. Consequently, the
Department of Homeland Security, Immigration and Customs Enforcement
(ICE), released many of the Mariel Cuban detainees in BOP custody. As of
December 1, 2006, BOP has a total of 28 Mariel Cuban detainees in its
custody. This group represents detainees with mental health and medical
needs that are inhibiting their release into the community.

Approximately 26 percent of the BOP population are non-U.S. citizens.
The BOP, ICE, and the Executive Office for Immigration Review (EOIR)
work together to facilitate the Enhanced Institution Removal Programs
(IRPs), first implemented in 1997, and now in place at 30 BOP
institutions and contract facilities around the nation. Thirteen of the
30 facilities provide courtroom and office space for ICE and EOIR staff
to process and complete deportation decisions. All IRP sites facilitate
the release of inmates with deportation orders. The goal of the IRP is
to complete removal proceedings for non-U.S. citizen inmates at the
beginning of their sentence, rather than immediately before release. As
a result, ICE can minimize the number of non-U.S. citizen inmates
detained after expiration of their sentence, and the BOP can manage its
inmate population more efficiently by anticipating the needs of inmates
who have a current order of deportation.

Following are Central Office functions for: Community Corrections and
Detention Services Branch; Privatization Management Branch; and the
National Institute of Corrections.

*The Community Corrections and Detention Services Branch (CCD*) is
responsible for the general program and policy development for the BOP's
network of approximately 250 contract residential reentry centers. CCD
provides technical assistance to the BOP's 24 community corrections
offices in the areas of contract oversight, case management, inmate
systems management, and financial management. Responsibility for the
BOP's network of contract confinement facilities for Federal juvenile
offenders and short-term detention facilities also rests with the CCD.

The CCD is also responsible for liaison duties with BOP staff at all
locations as well as other agencies regarding detention issues. Agencies
include the USMS, ICE, EOIR, Office of the Federal Detention Trustee
(OFDT), and other DOJ components. CCD staff work closely with the USMS
on issues pertaining to housing USMS prisoners; with ICE on housing
detainees, including Mariel Cubans, and efforts to maximize the IRP; and
with the OFDT to comply with Congressional requirements including
reports and pilot projects. In addition, CCD develops policy for
pretrial prisoners; the IRP; and maintains the Memorandum of
Understanding with the USMS.

*The Privatization Management Branch* is responsible for coordinating
the BOP's efforts in managing a growing population of more than 18,700
inmates located in contractor operated secure correctional facilities.
Staff from this branch oversee the management and operation of
facilities, develop new requirements; establish policy and procedures;
develop and manage contract budgets; and serve as liaisons between the
contractors and the BOP and other members of the federal family.

[National Institute of Corrections]{.underline}

Also included in this decision unit is the National Institute of
Corrections (NIC), the only federal government agency that is solely
dedicated to providing comprehensive, technical corrections assistance
to state and local correctional agencies. NIC provides technical
assistance either by sending a technical resource provider and/or staff
to the requesting agency, or an individual or team of individuals from
the requesting system visits another agency to gain expertise and
experience in the specific area of concern. The NIC Academy is the
training division which provides training and related services for state
and local correctional practitioners. By developing and delivering
training to prisons, jails and community corrections practitioners, the
Academy enhances interaction among correctional agencies, other
components of the criminal justice system, public policymakers, and
concerned public and private organizations, thus improving correctional
programming throughout the country. In FY 2006, the NIC provided
training to more than 60,000 corrections professionals and others
nationwide viewed NIC's satellite broadcasts and satellite training
programs. In addition, more than 4,300 corrections professionals
completed e-Learning courses through the NIC Learning Center. Further,
the NIC was directed by Congress to conduct studies on subjects such as
sexual abuse of inmates, state prison health care, location of alien
detention facilities (i.e., Southwest Border), and Prison Rape
Prevention under the Prison Rape Elimination Act. The NIC receives some
reimbursement from other agencies for training and technical assistance,
and works with the Office of Justice Programs, the Department of Health
and Human Services, and other agencies to ensure that Federal monies are
maximized in state and local corrections settings.

<table>
<colgroup>
<col style="width: 9%" />
<col style="width: 15%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 8%" />
<col style="width: 9%" />
<col style="width: 9%" />
<col style="width: 7%" />
<col style="width: 7%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="12"><strong>PERFORMANCE AND RESOURCES TABLE</strong></td>
</tr>
<tr class="even">
<td colspan="12"><strong>Decision Unit: Contract
Confinement</strong></td>
</tr>
<tr class="odd">
<td colspan="12"><strong>DOJ Strategic Goal/Objective: 4.3, 4.4 &amp;
4.5</strong></td>
</tr>
<tr class="even">
<td colspan="2"><strong>Workload/Resources</strong></td>
<td colspan="2"><strong>Final Target</strong></td>
<td colspan="2"><strong>Actual</strong></td>
<td colspan="2"><strong>Estimate</strong></td>
<td colspan="2"><strong>Changes</strong></td>
<td colspan="2"><strong>Requested (Total)</strong></td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2008</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="even">
<td colspan="2"><p><strong>Workload: Total End of Year
Federal</strong></p>
<p><strong>Inmate Population*</strong></p></td>
<td colspan="2">192,788</td>
<td colspan="2">192,584</td>
<td colspan="2">197,584</td>
<td colspan="2">5,000</td>
<td colspan="2">202,584</td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td colspan="2" rowspan="2"><strong>Total Costs and FTE</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="odd">
<td>38,594</td>
<td>4,830,160</td>
<td>32,117</td>
<td>4,821,065</td>
<td>37,062</td>
<td>4,936,737</td>
<td>-1,919</td>
<td>214,703</td>
<td>35,143</td>
<td>5,151,440</td>
</tr>
<tr class="even">
<td><strong>TYPE/ STRATEGIC OBJECTIVE</strong></td>
<td><strong>Performance</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2008</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="odd">
<td><strong>Program Activity</strong></td>
<td>1. Contract Confinement</td>
<td><p><strong>FTE</strong></p>
<p>391</p></td>
<td><p><strong>$000</strong></p>
<p>683,031</p></td>
<td><p><strong>FTE</strong></p>
<p>264</p></td>
<td><p><strong>$000</strong></p>
<p>680,383</p></td>
<td><p><strong>FTE</strong></p>
<p>395</p></td>
<td><p><strong>$000</strong></p>
<p>771,401</p></td>
<td><p><strong>FTE</strong></p>
<p>2</p></td>
<td><p><strong>$000</strong></p>
<p>54,041</p></td>
<td><p><strong>FTE</strong></p>
<p>397</p></td>
<td><p><strong>$000</strong></p>
<p>825,442</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>#/% of Contract Beds</td>
<td colspan="2">29,407 / 16%</td>
<td colspan="2">30,070/16%</td>
<td colspan="2">31,828 / 16%</td>
<td colspan="2">2,489 / 1%</td>
<td colspan="2">34,317 / 17%</td>
</tr>
<tr class="odd">
<td><p><strong>Performance</strong></p>
<p><strong>Measure</strong></p></td>
<td>Adult corrections personnel trained by NIC</td>
<td colspan="2">62,000</td>
<td colspan="2">60,374</td>
<td colspan="2">59,000</td>
<td colspan="2">3,000</td>
<td colspan="2">62,000</td>
</tr>
<tr class="even">
<td colspan="12"><p>*Number range CHAPTERThe chart above includes
population projections for FY 2007 and FY 2008. The projections are
based on data and information from a variety of sources including the
Administrative Office of the U.S. Courts, U.S. Sentencing Commission,
Executive Office for United States Attorneys, Office of the Federal
Detention Trustee, Drug Enforcement Administration, the Federal Bureau
of Investigation, and the BOP’s own information system (SENTRY). Data
from United States Marshals Service indicates that as of November 15,
2006, there are nearly 9,000 inmates in Marshal’s custody who are either
designated or waiting to be designated to a BOP facility.</p>
<p><strong>Data Definition:</strong> The low, medium and high crowding
levels are based on a mathematical ratio of the number of inmates
divided by the rated capacity of the institutions at each of the
specific levels. <u>System-wide:</u> represents all inmates in BOP
facilities and all rated capacity, including secure and non-secure
(minimum security) facilities, low, medium and high security levels, as
well as administrative maximum, detention, medical, holdover, and other
special housing unit categories. <u>Low security facilities:</u>
double-fenced perimeters, mostly dormitory housing, and strong
work/program components. <u>Medium security facilities:</u> strengthened
perimeters, mostly cell-type housing, work and treatment programs and a
higher staff-to-inmate ratio than low security facilities. <u>High
security facilities:</u> also known as U.S. Penitentiaries, highly
secure perimeters, multiple and single cell housing, highest
staff-to-inmate ratio, close control of inmate movement. Assaults
include assaults between inmates and inmates, and inmates and staff.</p>
<p><strong>Data Collection and Storage:</strong> Data are gathered from
several computer systems. Inmate data is collected on the BOP on-line
system (SENTRY); personnel data is collected from the National Finance
Center (NFC) database, and from field locations reporting on a regular
basis; and financial data is collected on the DOJ Financial Management
Information System (FMIS). BOP also utilizes population forecast
modeling in order to plan for future construction and contracting
requirements to meet capacity needs.</p>
<p><strong>Data Validation and Verification:</strong> Within BOP
headquarters, staff in different divisions retrieve and verify data on a
daily basis, analyze it, and formulate reports and projections. Subject
matter experts review and analyze population and capacity levels daily,
both overall and by security level. The BOP Capacity Planning Committee
(CPC), comprised of top BOP officials, meets bi-monthly to review,
verify and update population projections and capacity needs for the BOP.
Offender data is collected regularly from the Office of the U.S. Courts
by the BOP Office of Research in order to project population trends and
the CPC reconciles bed space needs and crowding trends to ensure that
adequate prison space is maintained in both federal prisons and contract
facilities. The number of adult corrections staff trained by NIC is
tracked on the NIC registrar’s database. Corrections personnel must
request and obtain approval for training through senior corrections
officials who forward approved applications to the NIC registrar for
entry into the database.</p>
<p><strong>Data Limitations:</strong> Due to the unpredictable
environment in prisons and other external factors, there may often be
discrepancies between projected and actual numbers contained in the
performance tables. Most plans are developed based on historical data,
past experience and joint agency efforts to project for the future. In
addition, budget delays and shortfalls also affect performance
results.</p></td>
</tr>
</tbody>
</table>

<table style="width:100%;">
<colgroup>
<col style="width: 8%" />
<col style="width: 22%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="12"><strong>PERFORMANCE MEASURE TABLE</strong></td>
</tr>
<tr class="even">
<td colspan="12"><strong>Decision Unit: Contract
Confinement</strong></td>
</tr>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>Performance Report and Performance
Plan Targets</strong></td>
<td><strong>FY 2000</strong></td>
<td><strong>FY 2001</strong></td>
<td><strong>FY 2002</strong></td>
<td><strong>FY 2003</strong></td>
<td><strong>FY 2004</strong></td>
<td><strong>FY 2005</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td><strong>FY 2007</strong></td>
<td><strong>FY 2008</strong></td>
</tr>
<tr class="even">
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Target</strong></td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>#/% of Contract Beds</td>
<td>19,565 / 13%</td>
<td>26,245 / 17%</td>
<td>25,909 / 16%</td>
<td>26,287 / 15%</td>
<td>27,377 / 15%</td>
<td>27,893 / 15%</td>
<td>29,407 / 16%</td>
<td><p>30,070 /</p>
<p>16%</p></td>
<td>31,828 / 16%</td>
<td>34,317 / 17%</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Adult corrections personnel trained by NIC</td>
<td>59,154</td>
<td>51,030</td>
<td>58,178</td>
<td>54,500</td>
<td>57,001</td>
<td>66,133</td>
<td>62,000</td>
<td>60,374</td>
<td>59,000</td>
<td>62,000</td>
</tr>
</tbody>
</table>

**3. Performance, Resources, and Strategies**

The Contract Confinement decision unit contributes directly to the
Department's Strategic Goal 4: Ensure the Fair and Efficient Operation
of the Federal Justice System.

**a**. **Performance Plan and Report for Outcomes**

BOP's FY 2006 contract capacity target was 29,407 and BOP exceeded the
target with an actual contract capacity of 30,070. This is an increase
from 14.9 percent at the end of FY 2005 to 15.6 percent at the end of FY
2006. For FY 2007, BOP anticipates having 31,828 contract beds and
projects 34,317 contract beds for FY 2008.

The goal of the National Institute of Corrections (NIC) was to provide
62,000 adult corrections personnel with training each year. The actual
FY 2006 participants trained was 60,374. One reason NIC did not meet
their target were cancellations right before training. NIC has
implemented the National and International Business Services
Corporations' Learning Management System in late November 2004. This
system allows federal, State and local personnel to take training
courses over the Internet with their supervisor's approval. NIC is
adjusting their FY 2007 target to 59,000 due to the NIC Academy moving
to the MSTC building and the jails division moving to Washington, D.C.
During this transition period, some programs will not take place.
However, FY 2008 projections are back up to 62,000 participants.

**b. Strategies to Accomplish Outcomes**

Number range CHAPTERSince federal inmate population levels are projected
to increase and continue to exceed the rated capacity of BOP facilities
and current contracts, every possible action is being taken to keep
institutional crowding at manageable levels to ensure that federal
inmates continue to serve their sentences in a safe and humane
environment.

Number range CHAPTERAs a strategy to keep pace with inmate population
growth, the BOP continues to request funds to add bed space via
contracts and activation of new prisons. Adding capacity allows the BOP
and DOJ to work toward the long-term goal of reduced system-wide prison
crowding to approximately 15 percent. With the requested funds, the BOP
will continue to add private and other contract beds, activate new
facilities, and expand existing facilities. NIC will continue to provide
adult corrections personnel with training.

c.  **Result of Program Assessment Rating Tool (PART) Reviews**

    See Inmate Care and Programs Decision Unit