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

**Federal Prison System**

**FY 2009 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\. Result of Program Assessment Rating Tool (PART) Reviews

B. Institution Security and Administration 31

1\. Program Description

2\. Performance Tables

3\. Performance, Resources, and Strategies

a\. Performance Plan and Report for Outcomes

b\. Strategies to Accomplish Outcomes

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

C. Contract Confinement 51

1\. Program Description

2\. Performance Tables

3\. Performance, Resources, and Strategies

a\. Performance Plan and Report for Outcomes

b\. Strategies to Accomplish Outcomes

c\. Result of Program Assessment Rating Tool (PART)

**V**. **E-Gov Initiatives** 60

**VI. Exhibits**

A. Organizational Chart

B. Summary of Requirements

C. Program Increases by Decision Unit

D. Resources by DOJ Strategic Goal/Objective

E. Justification for Base Adjustments

F. Crosswalk of 2007 Availability

G. Crosswalk of 2008 Availability

H. Summary of Reimbursable Resources

I. Detail of Permanent Positions by Category

J. Financial Analysis of Program Increases/Offsets

K. Summary of Requirements by Grade

L. Summary of Requirements by Object Class

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

N. Summary by Appropriation

O. Summary of Change

**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. Electronic copies of the
Department of Justice's Congressional Budget Justifications 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/2009justification/.

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, residential reentry centers (halfway houses), and bed space
secured through Intergovernmental Agreements with state and local
entities. The BOP is also a major provider of pretrial detention bed
space and operates a number of 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. This budget
proposes the elimination of NIC funding.

For almost 30 years, the BOP has effectively managed dramatic inmate
population growth. In FY 2007, the total inmate population grew by 7,436
net additional inmates.

For FY 2009, the BOP requests a total of \$5,435,754,000, with 35,299
FTEs, and 39,399 positions (19,058 Correctional Officers) for the
Salaries and Expenses (S&E) appropriation to support DOJ Strategic Goal
3: Ensure the Fair and Efficient Administration of Justice. The focus of
the FY 2009 budget request is to:

-   maintain base resources at a level to provide for adequate staffing
    at federal prisons, inmate medical needs, and rising utility prices;

-   provide a reasonably safe environment in response to the constantly
    growing inmate population by expanding contract confinement for
    housing low security male criminal aliens and requesting necessary
    resources for additional inmates.

For FY 2009, a total of \$67.139 million in program increases is
requested for S&E, which is offset by a \$28 million decrease
eliminating funding for the NIC and other decision unit expenses. The
inmate population will continue to increase for the foreseeable future
and so will the BOP's challenges to provide for safe inmate
incarceration and care, and the safety of BOP staff and surrounding
communities.

The requested S&E increases and offsets are as follows:

+--------+--------------------------------------+--------+-----+-------+
| Str    | Item                                 | D      | Pos | FTE   |
| ategic |                                      | ollars |     |       |
|        |                                      |        |     |       |
| Goal   |                                      | (      |     |       |
|        |                                      | \$000) |     |       |
+--------+--------------------------------------+--------+-----+-------+
| 3      | Contract Beds (4,000 low security    | 50,000 | 16  | 8     |
| .3/3.4 | beds funded for ½ a year)            |        |     |       |
+--------+--------------------------------------+--------+-----+-------+
| 3      | Population Adjustment                | 17,139 | 0   | 0     |
| .3/3.4 |                                      |        |     |       |
+--------+--------------------------------------+--------+-----+-------+
| 3      | Eliminate NIC funding                | -      | 0   | -57   |
| .3/3.4 |                                      | 28,000 |     |       |
+--------+--------------------------------------+--------+-----+-------+
| TOTAL  |                                      | 39,139 | 16  | -49   |
+--------+--------------------------------------+--------+-----+-------+

The BOP will use these resources to manage a total of 213,220 inmates
projected by the end of FY 2009. The system-wide crowding level in BOP
facilities is currently 36 percent above rated capacity, below the
Bureau's overcrowding projection for the end of FY 2008, and is
estimated to climb to 42 percent by the end of FY 2009. This anticipates
activation of FCI Pollock, Louisiana, completed in the spring 2007.

**Background**

The BOP's biggest challenge is managing the ever increasing Federal
inmate population, and providing for their care and safety, as well as
the safety of BOP staff and surrounding communities, within budgeted
levels. Federal inmate population levels have dramatically increased
over the past 30 years[^1]. In 1980, there were fewer than 25,000
inmates in BOP custody, and now the number is around 200,000. The net
growth (new admissions less releases) in the inmate population over the
past six fiscal years, FY 2002 -- FY 2007, averages 7,200 additional
inmates each year. The number of Federal inmates going back to U.S.
communities is approximately 50,000 each year. One of the BOP's top
priorities is to enhance public safety by preparing this large number of
inmates to successfully reintegrate into society, as law-abiding,
productive citizens.

The BOP has focused on ways to reduce prison overcrowding by requesting
additional contract beds for low security male criminal aliens,
expansions of current facilities, and building and operating new medium
and high security facilities.

BOP facilities are very crowded \-- 36 percent above rated capacity
system-wide as of

January 29, 2008. Nearly 166,000 of the current Federal inmate
population are in facilities operated by the BOP, which are intended to
house only 122,000. The remainder, almost 33,800 or nearly 17 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 percentage of inmates in contract care
is up from 1.5 percent in 1980, 10.7 percent in 1990, to nearly 17
percent currently. Future population, capacity, and crowding projections
are shown below:

**Projected Population, Capacity, and Crowding**[^2]

  ---------------------------- -------------------- -------------------- -------------------- --------------------
                               [2006]{.underline}   [2007]{.underline}   [2008]{.underline}   [2009]{.underline}

                               (Actual)             (Actual)                                  

  BOP Facilities                                                                              

  Starting Capacity            118,652              119,510              122,189              123,853

  Approved/Planned             858                  2,679                1,664                -0-

  Subtotal Capacity            119,510              122,189              123,853              123,853

                                                                                              

  Pop. Projection              162,514              167,323              172,480              175,759

  Percent Overcrowded          36%                  37%                  39%                  42%

                                                                                              

  Contract                     30,070               32,697               34,540               37,461

  Percent Contract             15.6%                16.3%                16.7%                17.6%

                                                                                              

  Total Federal Prison System  192,584              200,020              207,020              213,220
  Population                                                                                  
  ---------------------------- -------------------- -------------------- -------------------- --------------------

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 safest and least expensive environment
appropriate to their custody and security needs.

In order to meet the requirements of the Violent Crime Control and Law
Enforcement Act (VCCLEA) of 1994, the BOP 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. From 1997 through FY 2006, the BOP was able to
provide residential drug abuse treatment to all inmates needing and
wanting to participate prior to their release in accordance with the
VCCLEA. In fiscal year 2007, the BOP provided residential drug abuse
treatment to 80 percent of eligible inmates before their release from
custody. Due to insufficient funding, this is the first time, since the
requirement in fiscal year 1997, that the BOP has not met the 100
percent goal. Without receiving additional operations funding, the BOP
will continue to be unable to meet the 100 percent goal of the VCCLEA.

The BOP provides work and education programs and other self-improvement
opportunities to assist offenders in successfully reentering society.
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. 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. These programs,
designed to change thinking and behaviors, also improve institution
security by reducing inmate idleness and serious misconduct that
threatens the safety of inmates and staff.

The BOP fully supports DOJ's Strategic Objective 3.3 and 3.4 by
providing adequate health care services to inmates while making every
effort to mitigate soaring medical 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 BOP's goal is to have these 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 2009
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 2007-2012). The budget is 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 daily operations, was reassessed
under the FY 2007 Program Assessment Rating Tool (PART) process. During
this process, the BOP S&E program received a score of 84.1 percent
equating to a rating of "Moderately Effective."

The following recommendations from the initial S&E PART are complete:

**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)** Assessment of "the acceptable level of crowding in federal
prisons." The BOP completed the study. The study Number range
CHAPTERindicated that a one percentage point increase in a Federal
prison's crowding (inmate population as a percent of the prison's rated
capacity) corresponds with an increase in the prison's annual serious
assault rate by 4.09 assaults per 5,000 inmates. In addition, an
increase of one inmate in a prison's inmate-to-custody staff ratio
increases the prison's annual serious assault rate by 4.5 assaults per
5,000 inmates. Further information to supplement the 2006 study has been
requested by OMB, and has been added as a new improvement plan to the
PARTweb; and

**3)** Study to 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. The
BOP completed the study, and the DOJ 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.

**Challenges**

Over the past several years, the BOP has faced numerous fiscal
challenges caused by the rapidly growing inmate population and
overcrowded conditions. In response, the BOP implemented a number of
initiatives to streamline operations, centralize and automate functions,
and reduce management positions BOP-wide. These cost savings initiatives
enabled the BOP to operate more efficiently and remain within total
funding levels through FY 2007.

The major challenge the BOP continues to face is how to manage the
Federal inmate population while maintaining appropriately safe and
secure prisons for inmates, staff, and surrounding communities.

It has been particularly challenging to manage the Federal prison
population at higher security levels. It is important to note that at
the medium security level, 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 the high
security level, more than 70 percent of the inmates are drug offenders,
weapons offenders, or robbers and another 14 percent have been convicted
of murder, aggravated assault, or kidnapping, and 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, with the War on Terrorism, the BOP's work has taken on
significantly greater risks with the incarceration of high-profile
convicted terrorists such as: 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 funding for a combination of contracts with
private, state, and local vendors; expansions of existing facilities
where infrastructure permits; and new prison construction.

**FY 2009 Total Bureau of Prisons Request by DOJ Strategic Goal**

The BOP's mission plays a direct role in supporting DOJ, Strategic Goal
3: Ensure the Fair and Efficient Administration of Justice. In FY 2009,
the BOP is requesting a total of \$5,435,754,000 with 39,399 positions
and 35,299 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, and those in the custody
    of the Federal Prison System. (Strategic Goal 3.3)

-   Provide services and programs to facilitate inmates' successful
    reintegration into society, consistent with community expectations
    and standards. (Strategic Goal 3.4)

**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 2009 budget proposes to streamline the S&E
decision unit structure from four program activities to three. This
aligns the BOP budget more closely with the mission and strategic
objectives contained in the DOJ Strategic Plan (FYs 2007-2012).

The budget realignment reflects the 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 2009 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.

**Inmate Care and Programs:** [\$ 1,951,902,000]{.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 2009.

[Program Improvements]{.underline}

1\) Inmate Population Adjustment.

**Institution Security and Administration:**
[\$2,586,384,000]{.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 2009.

[Program Improvements]{.underline}

1\) Inmate Population Adjustment.

**Contract Confinement:** [\$897,468,000]{.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 2009.

[Program Improvements & Offsets]{.underline}

1\) The addition of 4,000 low security contract beds (funded for ½ a
year).

Note: Due to the lead-time associated with establishing new contracts,
request is for lapsed funding of six months. This will require
annualization of around \$50 million in subsequent years to cover the
additional costs of 4,000 private contract beds for a full year.

2\) Offsets of \$28 million are proposed, to eliminate funding for the
NIC and other decision unit expenses.

**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. The BOP continues to streamline operations and reduce costs in
order to operate as efficiently and effectively as possible.

**External Challenges:** The BOP does not control the number of new
admissions to federal prisons. As a result, BOP faces major challenges
in effectively managing the Federal inmate population growth in
overcrowded conditions and limited contract beds. BOP has focused on
ways to mitigate the negative effects of prison overcrowding. These
include additional contract beds for low security criminal aliens,
expansions of current facilities, and construction of new facilities.

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 monitoring 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. Number range CHAPTERCrowding is a very
real danger in prisons -- causing frustration and anger for inmates
whose access to basic necessities like toilets, showers, and meals
becomes very limited and who face hours of idleness resulting from a
limited availability of productive work and program opportunities.
Crowding also strains facilities' infrastructure like water, sewage, and
power systems.

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
working to address these areas of concern, while housing inmates in the
safest and most cost effective manner.

**Offsets**: The BOP has completed a number of management actions to
streamline operations, improve program efficiencies, and reduce costs to
ensure the lowest possible costs despite the growing inmate population.
Examples of these 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 completed streamlining and other efficiency
measures by de-layering and abolishing over 2,300 positions, and closing
four outmoded and inefficient stand alone prison camps.

**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**

  Contract Beds       Funded for ½ year    16        8         50,000        56
  (4,000 x\$67.86)                                                           

  Population          (1,807 x \$\$9,483)  0         0         17,139        49
  Adjustment                                                                 

  NIC funding         Eliminate NIC        0         -57       (28,000)      59
                      funding                                                

  **TOTAL**                                **16**    **-49**   **39,139**    
  ------------------- -------------------- --------- --------- ------------- ----------

**III. Appropriation Language and Analysis of Appropriation Language**

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

**Salaries and Expenses**

The FY 2009 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 of the Federal Prison System for the
administration, operation, and maintenance of Federal penal and
correctional institutions, including purchase (not to exceed \[669\]
*[810]{.underline}*, of which \[642\] [766]{.underline} 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, \[\$5,050,440,000\]
[\$5,435,754,000]{.underline}: 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 or 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 shall remain available
for necessary operations until September 30, \[2009\]
*[2010]{.underline}*: Provided further, That, of the amounts provided
for Contract Confinement, not to exceed \$20,000,000 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 (8
U.S.C.1522 note), 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.

(Department of Justice Appropriations Act,2008.)

[(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}

**Analysis of Appropriation Language**

1\. No substantive language changes.

**IV. Decision Unit Justification**

**A. Inmate Care and Programs**

+-------------------------------------+--------+--------+------------+
| **Inmate Care and Programs TOTAL**  | **P    | *      | **Amount** |
|                                     | erm.** | *FTE** | (\$000,s)  |
|                                     |        |        |            |
|                                     | **     |        |            |
|                                     | Pos.** |        |            |
+-------------------------------------+--------+--------+------------+
| 2007 Enacted w/ Rescissions         | 14,615 | 12,786 | 1,801,612  |
+-------------------------------------+--------+--------+------------+
| 2007 Supplementals                  | 0      | 0      | 0          |
+-------------------------------------+--------+--------+------------+
| 2007 Enacted w/Rescissions and      | 14,615 | 12,786 | 1,801,612  |
| Supplementals                       |        |        |            |
+-------------------------------------+--------+--------+------------+
| 2008 Enacted                        | 14,469 | 12,501 | 1,815,794  |
+-------------------------------------+--------+--------+------------+
| Adjustments to Base and Technical   | 0      | 93     | 127,070    |
| Adjustments                         |        |        |            |
+-------------------------------------+--------+--------+------------+
| 2009 Current Services               | 14,469 | 12,594 | 1,942,864  |
+-------------------------------------+--------+--------+------------+
| 2009 Program Increases              | 0      | 0      | 9,038      |
+-------------------------------------+--------+--------+------------+
| 2009 Request                        | 14,469 | 12,594 | 1,951,902  |
+-------------------------------------+--------+--------+------------+
| **Total Change 2008-2009**          | 0      | 93     | 136,108    |
+-------------------------------------+--------+--------+------------+

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

The BOP is committed to effectively using its resources, to provide
maximum benefit to society. Thus, the BOP relies upon empirical research
to determine which programs are effective in accomplishing their
objectives. The BOP's inmate programs and services are geared toward
helping inmates prepare for their eventual release. The money spent on
these programs is money well spent as programming helps reduce
recidivism rates.

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
reentry 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
that 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 U.S. 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 that 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 2006, 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 those who 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 trying to reduce health care costs:

# 1. *Tele-health*. Tele-health, 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 tele-health equipment and tele-health capabilities through WAN. Tele-health provides access to clinical and consultative 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.** ***Tele-radiology***. 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 tele-radiology. In May 2007, WRAMC discontinued services under this
agreement. The BOP has entered into a franchise agreement with the VA to
provide these services to the entire BOP.

# 3. *Electronic Medical Records System*. The BOP is involved in the ongoing development and deployment of an electronic medical record (EMR) system in compliance with the Federal Health Architecture Initiatives. Initial deployment of the EMR commenced in FY 2006 at the Federal Correctional Institution at Englewood, Colorado, and full BOP‑wide deployment is anticipated by the end of FY 2009. The EMR will include the components of the traditional health record, plus fully integrated Pharmacy capability (i.e. Provider Order Entry through prescription administration records), fully integrated Laboratory Information System, and integration with the tele-radiology system.

# 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. Health Services staff will update these assignments whenever an inmate's medical or mental health condition changes. Phase I, II, and III have been completed and Phase IV is anticipated to be completed by December 2008.

# 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. As of November 2007, the Technical Evaluation Panel was selected and it is anticipated that a contract will be awarded to the commercial vendor or an agreement will be entered into with another Government agency by February 2008.

# 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. Two new Utilization Review Nurse Consultant positions have also been established and their primary role will be to support the MRCs in their specialized mission and to assist with optimal utilization of resources.

# 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 BOP that each institution have at least one airborne infection isolation room (AII room), 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. AII rooms 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 AII room capabilities in the BOP; and 3) track costs associated with community-based isolations which are necessary due to the inability of institutions without AII room 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 2007, the BOP
initiated an Electronic Filing Program to reduce the amount of late or
lost claims submissions and to meet the Presidential Safety, Health and
Return to Employment (SHARE) Initiative. Utilizing the Temporary
Alternative Duty (TAD) assignments, The total new injury case rates
decreased by 6.3 percent from 2006 to 2007 by utilizing the Temporary
Alternative Duty (TAD) assignments. In FY 2007, there were 2,548 new
claims for compensation benefits. The total chargeback costs for FY 2007
were \$51.5 million with an injury rate of 7.09 per 100 employees. The
majority of the compensation costs result from long-term cases that are
more than one year old.

*[Food Service]{.underline}*

The BOP provides daily meals that 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 2009, the BOP estimates
serving over 190 million meals, which is nearly 520,000 meals per day
and almost 3.6 million meals per week.

[Education and Vocational Training]{.underline}

Inmate education programs include literacy, English-as-a-Second Language
(ESL), occupational education, advanced occupational education (AOE,)
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 that 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.

Number range CHAPTERWith 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 approximately 40
percent of the total inmate population. Curriculums are designed to
teach the knowledge and skills needed for inmates to progress from basic
literacy through attainment of 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 the literacy program
to vest their good conduct time (VCCLEA), or be eligible to earn the
full amount of good conduct time (PLRA). Since the implementation of
these acts in November 1997, the demand for literacy program instruction
has increased. The Crime Control Act of 1990 requires that non-English
speaking Federal prisoners participate in ESL until they function at the
equivalence of the eighth grade level.

Number range CHAPTEROccupational and Advanced Occupational Education
(AOE) programs serve to enhance inmates' post-GED skills during
incarceration and increase the employment opportunities of offenders
upon release, particularly those who either lack solid employment
history or a marketable skill.

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 that 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. Recreation wellness programs provide instructional support for
Drug Abuse Programs (DAP) and Residential Drug Abuse Programs (RDAP) at
most institutions.

The BOP's Post Release Employment Study convincingly demonstrates that
occupational 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.

[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 1996, the ITB has assisted in the conduct of nearly 600 mock job
fairs in federal prisons. More than 19,000 inmates and over 8,000
employer and community organization/agency representatives 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 that clearly
project the agency's commitment to education, faith, environment, public
safety and welfare of the surrounding community.

[Drug Abuse Treatment]{.underline}

In response to the rapid growth of federal inmates with a drug use
disorder diagnosis (40 percent of inmates entering the Bureau), the
Bureau continues to develop an evidence-based treatment practice to
manage and treat drug-using offenders. The Bureau's strategy includes
early identification through a psychology screening, drug education,
non-residential drug abuse treatment, intensive residential drug abuse
treatment and community transition treatment.

The Violent Crime Control and Law Enforcement Act (VCCLEA) of 1994
requires the BOP, subject to the availability of appropriations, to
provide appropriate substance abuse treatment for 100 percent of inmates
who have a diagnosis for substance abuse or dependence and who volunteer
for treatment.

**Drug Program Screening and Assessment**. Upon entry into a BOP
facility, an inmate's records are assessed to determine if there is a
clear history of drug use. If so, the inmate is required to participate
in a Drug Abuse Education course, and is to be referred to the Drug
Abuse Treatment Coordinator for treatment services.

**Drug Abuse Education**. Participants in the Drug Abuse Education
course receive factual information on the relationship between drugs and
crime\--the impact that substance abuse has on the inmate
psychologically, biologically and socially, while also motivating
inmates to volunteer for the appropriate drug abuse treatment programs.

**Nonresidential 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. Nonresidential 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 (substance abuse or dependence) diagnoses and
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 RDAP, or for
those who have little time remaining on their sentence and are preparing
to return to the community.

**Residential Drug Abuse Treatment**. Nearly half of Bureau\'s
facilities operate the Residential Drug Abuse Program (RDAP). RDAP
programs are located in a separate unit, away from the general
population. Treatment is no less than 9 months in duration. The RDAP is
based on the Cognitive Behavioral Therapy (CBT) Model of treatment. CBT
is a proven-effective treatment model with inmate populations.

Inmates who participate in RDAP must continue drug abuse treatment in
the community when they transfer to a Residential Reentry Center. The
Bureau contracts with community-based treatment contractors to provide
the appropriate treatment while in reentry. Co-occurring disorders with
substance abuse include mental illness and trauma. This continued
treatment provides a continuity of care during the inmate\'s most
difficult time of transition.

In coordination with the National Institute on Drug Abuse, the BOP
conducted a rigorous 3 year outcome study of the residential drug abuse
treatment program beginning in 1991. The results indicated that male
participants are 16 percent less likely to recidivate and 15 percent
less likely to relapse than similarly situated inmates who did not
participate in RDAP for up to 3 years after release. Female inmates are
found to be 18 percent less likely to recidivate than inmates who did
not participate in treatment. In addition, female inmates had higher
rates of success than male inmates in maintaining work, acquiring
educational degrees, and caring for children.

**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 and
lasts for a minimum of one year

**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 the RDAP, the inmate must
receive a transfer to a Residential Reentry Center (RRC) and continue
treatment in a community based drug treatment program. In addition,
offenders who did not participate in RDAP may be referred to community
treatment by community corrections staff.

The following is a list of the 58 Residential Drug Abuse Treatment
Programs in the Bureau:

**[Residential Drug Abuse Treatment Program Locations]{.underline}**

**[NORTHEAST REGION]{.underline}**

FCI Danbury, CT FCI Ft. Dix, NJ

FCI Elkton, OH FPC Lewisburg, PA

FCI Fairton, NJ FPC McKean, PA

**[MID-ATLANTIC REGION]{.underline}**

FPC Alderson, WV FCI Butner, NC FMC Lexington, KY

FPC Beckley, WV FPC Cumberland, MD FCI Morganton, WV

FCI Beckley, WV FCI Cumberland, MD FCI Petersburg, VA

**[NORTH CENTRAL REGION]{.underline}**

FCI Englewood, CO FPC Leavenworth, KS FCI Sandstone, MN

FPC Florence, CO FCI Leavenworth, KS FCI Waseca, MN

FCI Florence, CO FCI Milan, MI FPC Yankton, SD

FPC Greenville, IL FCI Oxford, WI

**[SOUTH CENTRAL REGION]{.underline}**

FCI Bastrop, TX FSL El Paso, TX FCI LaTuna, TX

FPC Beaumont, TX FCI El Reno, OK FCI Seagoville, TX

FCI Beaumont, TX FCI Fort Worth, TX FPC Texarkana, TX

FPC Bryan, TX FPC Forrest City, AR

FMC Carswell, TX FCI Forrest City, AR

**[SOUTHEAST REGION]{.underline}**

FCI Coleman, FL FPC, Miami, FL FCI Tallahassee, FL

FPC Edgefield, SC FPC Montgomery, AL FCI Yazoo City, MS

FCI Jesup, GA FPC Pensacola, FL

FCI Marianna, FL FPC Talladega, AL

**[WESTERN REGION]{.underline}**

FCI Dublin, CA FPC Lompoc, CA FCI Sheridan, OR

FPC Dublin, CA FPC Phoenix, AZ FPC Sheridan, OR FCI Lompoc, CA FCI
Phoenix, AZ FCI Terminal Island, CA **Psychology Unit Based Programs**.

**Challenge/BRAVE Programs**. The Challenge Program, a co-occurring
disorders program for high security inmates, targets drug use, mental
illness, and antisocial attitudes and behaviors. The Bureau
Rehabilitation and Values Enhancement (BRAVE) Program, a program for
young offenders serving lengthy sentences, addresses institutional
adjustment, antisocial attitudes and behaviors, and motivation to
change. Currently the BRAVE program is located at FCI Beckley.

These residential treatment programs utilize empirically supported
interventions, including cognitive behavioral techniques delivered in a
modified therapeutic community environment. These programs have been
demonstrated to significantly reduce misconduct among program
participants.

The following is a list of the 12 Challenge Programs in the Bureau:

**[Challenge]{.underline}**

USP Allenwood USP Coleman I USP Beaumont

USP Lewisburg USP Coleman USP Pollock

USP Lee USP Florence USP Atwater

USP Big Sandy USP Terre Haute USP Victorville

[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. As of December 2007, there are 742 inmates who have
completed the incarceration phase of the program. There are 209 inmates
who have completed the incarceration phase and have been released to
RRCs or directly to the community. The LCP provides opportunities for
the development of the participating inmates' faith commitment, with a
goal of reducing recidivism. The LCP consists of an intensive,
multi-phase program which instills values and character through a
curriculum of personal, social and moral development. 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. The current sites are: FMC
Carswell, Texas; FCI Milan, Michigan; FCI Petersburg, Virginia; USP
Terre Haute, Indiana; and USP Leavenworth, Kansas.

Number range CHAPTER[Religious Programs]{.underline}

Number range CHAPTERChaplaincy personnel conduct religious services of
their particular faith group and accommodate the delivery of religious
services for other faith groups. Chaplaincy staff perform a significant
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 diverse
religious beliefs and practices of inmates, while providing guidance for
institution compliance with the legal standard established by the
Religious Freedom Restoration Act, the Religious Land Use and
Institutionalized Persons 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
necessitate a certification, or a no-flesh component, which allows
inmates to self-select from foods to meet their religious dietary needs.

[]{.mark}

In 2007, the BOP had 341 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 7,721 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 160,000 religious services were
conducted in FY 2007 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 Services staff are an integral part of correctional treatment
as they administer programs of group and individual psychotherapy,
crisis intervention, pro-social 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.

**Sex Offender Treatment Programs (SOTP).** SOTPs are residential
treatment programs that 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 sex offenders manage their sexual
deviance in order to reduce sexual recidivism.

**Sex Offender Management Programs (SOMP)**. SOMPs serve three roles:
pre-screen 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.

[The Inmate Skills Development Branch]{.underline} 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 and resources 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:

# 1. Develop an instrument to assess individual skill needs

# 2. Monitor and track skill enhancement throughout incarceration

# 3. Link program assignments to needs identified through assessment 

# 4. Focus on skill acquisition rather than program completion

# 5. Allocate program resources based on skill needs of population

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

# 7. Develop coordinated and effective communications with internal and external components

# 8. 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)**: The Bureau has developed and is
> still refining an assessment instrument that targets each of the nine
> skill areas. The ISA facilitates the entire ISD process and provides a
> clear operational definition of skills achievement. It was designed in
> collaboration with other agencies, including the courts and probation,
> to enhance communication and transportability to those involved with
> the inmate's community transition. The ISA is a dynamic instrument,
> automated through a web‑based application, utilizing information from
> a variety of sources including court documents, a structured interview
> with the inmate, behavioral observations of the inmate, and
> supplemental assessment instruments. Supplemental instruments are
> administered selectively based upon identified needs and include, but
> not limited to, the Adult Basis Learning Examination (ABLE), Test of
> Adult Basic Education (TABE), Weschler Adult Intelligence Scale ‑ III
> (WAIS‑III), Personality Assessment Inventory (PAI), and the
> Psychopathy Checklist ‑ Revised (PCL ‑ R).
>
> The ISA is administered at the beginning of the inmate's sentence and
> provides staff with a comprehensive picture of an inmate's strengths
> and weaknesses as they relate to his/her release readiness. By
> beginning the process at the onset of their term of incarceration, a
> skill level baseline can be established, programming opportunities are
> maximized, and resource allocations are efficiently targeted. The
> assessment information is continuously updated to document and track
> incremental progress toward skill attainment.
>
> **INDIVIDUALIZED SKILLS DEVELOPMENT (ISD) PLAN** that 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.
>
> **LINKING PROGRAMS TO SKILLS** the results of the ISA will be utilized
> to identify inmates for priority placement in programs. By linking
> programs to the ISD process, the Bureau will be able to identify gaps
> in current programs where skills are inadequately addressed and
> identify existing programs that are unrelated to reentry skills and
> where resources can be redirected elsewhere.
>
> **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; Sex Offender Certification Review 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, e.g. female trauma programming,
adjustment programming, etc., and victims assistance training. In
addition, the Branch is responsible for drug abuse treatment program
initiatives through standardized drug education programs, intensive
residential treatment programs, non-residential treatment programs,
follow-up to residential drug abuse treatment programming when
transferred to general population, and community transition programming.

*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, the Religious Land Use and
Institutionalized Persons Act, and the First Amendment. Beginning in
FY 2002 and continuing today, this branch has the responsibility for
oversight of the residential Life Connections pilot programs. As of
December 2007, there were approximately 250 Chaplains serving 31 faith
traditions throughout the BOP\'s 114 institutions. In addition, the BOP
has 7,721 volunteers and 341 contract Chaplains.

*The Inmate Skills Development Branch* coordinates efforts across the
BOP's Divisions to implement skill development and reentry 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.

*Number range CHAPTERThe Sex Offender Certification Review Branch* was
established in May of 2007 as the result of the Adam Walsh Child
Protection and Safety Act of 2006. The branch reviews inmates to
determine whether necessary conditions are met for civil commitment as a
sexually dangerous person. The Branch conducts multiple tiers of review
to ensure every sex offender is properly examined.

Inmates are identified and reviewed prior to their release, and undergo
a range of risk assessments and psychological reviews, the results of
which are utilized to determine a probability of risk for committing
another sexual offense. Those identified as being at higher risk of
sexual recidivism are reviewed by a Certification Review Panel, which
determines whether to certify the individual as a sexually dangerous
person. When a federal court concludes an individual is a sexually
dangerous person the Branch ensures the individual is placed in a
treatment program for sexual offenders operated by the Psychology
Services Branch.

An estimated 13,000 inmates have been identified as sex offenders in the
Bureau of Prisons. The number of sex offenders is expected to increase
with the implementation of the Adam Walsh Act. Approximately 400 sex
offenders are reviewed monthly by the Sex Offender Certification Review
Branch.

[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"><h1 id="performance-and-resources-table">PERFORMANCE
AND RESOURCES TABLE</h1></td>
</tr>
<tr class="even">
<td colspan="12"><h2
id="decision-unit-inmate-care-and-programs">Decision Unit: Inmate Care
and Programs</h2></td>
</tr>
<tr class="odd">
<td colspan="12"><h3
id="doj-strategic-goalobjective-2.3-3.3-and-3.4">DOJ Strategic
Goal/Objective: 2.3, 3.3 and 3.4</h3></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>Projected</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 2007</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>FY 2008 Enacted</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2009</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2009 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">197,584</td>
<td colspan="2">200,020</td>
<td colspan="2">207,020</td>
<td colspan="2">6,200</td>
<td colspan="2">213,220</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>37,062</td>
<td>5,012,433</td>
<td>37,062</td>
<td>5,012,433</td>
<td>35,053</td>
<td>5,050,440</td>
<td>246</td>
<td>385,314</td>
<td>35,299</td>
<td>5,435,754</td>
</tr>
<tr class="even">
<td><strong>TYPE/ STRATEGIC OBJECTIVE</strong></td>
<td><strong>Performance</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>FY 2008 Enacted</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2009</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2009 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>12,786</p></td>
<td><p><strong>$000</strong></p>
<p>1,801,612</p></td>
<td><p><strong>FTE</strong></p>
<p>12,786</p></td>
<td><p><strong>$000</strong></p>
<p>1,801,612</p></td>
<td><p><strong>FTE</strong></p>
<p>12,501</p></td>
<td><p><strong>$000</strong></p>
<p>1,815,794</p></td>
<td><p><strong>FTE</strong></p>
<p>93</p></td>
<td><p><strong>$000</strong></p>
<p>136,108</p></td>
<td><p><strong>FTE</strong></p>
<p>12,594</p></td>
<td><p><strong>$000</strong></p>
<p>1,951,902</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td># Inmates completing at least 1 Vocational Program</td>
<td colspan="2">12,000</td>
<td colspan="2">13,616</td>
<td colspan="2">12,800</td>
<td colspan="2">100</td>
<td colspan="2">12,900</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">80%/17,549</td>
<td colspan="2">100%/17,500</td>
<td colspan="2">0/0</td>
<td colspan="2">100%/17,500</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Drug Treatment: # Non-residential Treatment</td>
<td colspan="2">14,300</td>
<td colspan="2">14,352</td>
<td colspan="2">14,500</td>
<td colspan="2">0</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">703</td>
<td colspan="2">600</td>
<td colspan="2">0</td>
<td colspan="2">600</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Inmate financial responsibility program collections ($000)</td>
<td colspan="2">$10,130</td>
<td colspan="2">$10,602</td>
<td colspan="2">$10,500</td>
<td colspan="2">$0</td>
<td colspan="2">$10,500</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">77%</td>
<td colspan="2">78%</td>
<td colspan="2">1%</td>
<td colspan="2">79%</td>
</tr>
<tr class="even">
<td><strong>Outcome</strong></td>
<td># Inmates suicides (not to exceed)</td>
<td colspan="2">22</td>
<td colspan="2">12</td>
<td colspan="2">23</td>
<td colspan="2">1</td>
<td colspan="2">24</td>
</tr>
<tr class="odd">
<td colspan="12"><p>*Number range CHAPTERThe chart above includes
population projections for FY 2008 and FY 2009. 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 December 2007,
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. Occupational and Advanced
Occupational Education (AOE) training data is entered at the BOP
facility level using automated reporting procedures to track program
completions data. 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 posted on intranet. The
report identifies every inmate who completed or withdrew from a 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>
<colgroup>
<col style="width: 8%" />
<col style="width: 21%" />
<col style="width: 7%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 9%" />
</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 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><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td><strong>FY 2008</strong></td>
<td><strong>FY 2009</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>9,301</td>
<td>10,190</td>
<td>10,673</td>
<td>11,553</td>
<td>12,476</td>
<td>12,805</td>
<td>12,000</td>
<td>13,616</td>
<td>12,800</td>
<td>12,900</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Drug Treatment: %/# inmates in RDAP</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% / 17,442</td>
<td>100% / 18,000</td>
<td><p>80% /</p>
<p>17,549</p></td>
<td>100% / 17,500</td>
<td>100% / 17,500</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Drug Treatment: # Non-residential Treatment</td>
<td>10,827</td>
<td>11,506</td>
<td>12,023</td>
<td>13,014</td>
<td>14,224</td>
<td>13,697</td>
<td>14,300</td>
<td>14,352</td>
<td>14,500</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>205</td>
<td>545</td>
<td>608</td>
<td>443</td>
<td>545</td>
<td>703</td>
<td>600</td>
<td>600</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Inmate Financial Responsibility Program Collections ($000)</td>
<td>$8,055</td>
<td>$8,362</td>
<td>$8,660</td>
<td>$8,919</td>
<td>$9,807</td>
<td>$10,020</td>
<td>$10,130</td>
<td>$10,602</td>
<td>$10,500</td>
<td>$10,500</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>73%</td>
<td>74%</td>
<td>73%</td>
<td>74%</td>
<td>74%</td>
<td>75%</td>
<td>77%</td>
<td>78%</td>
<td>79%</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>13</td>
<td>15</td>
<td>11</td>
<td>9</td>
<td>13</td>
<td>15</td>
<td>22</td>
<td>12</td>
<td>23</td>
<td>24</td>
</tr>
</tbody>
</table>

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

The Inmate Care and Programs decision unit directly contributes to two
of the Department's Strategic Goals 2 and 3: Goal 2 -- Prevent Crime,
Enforce Federal Laws, and Represent the Rights and Interests of the
People; and Goal 3 - Ensure the Fair and Efficient Administration of
Justice. Within these Goals, the decision unit's resources specifically
address the Department's Strategic Objectives 2.3, 3.3 and 3.4: Prevent,
suppress, and intervene in crimes against children; Provide for the
safe, secure, and humane confinement of detained persons awaiting trial
and/or sentencing, and those in the custody of the Federal Prison
System, and Provide services and programs to facilitate inmates'
successful reintegration into society, consistent with community
expectations and standards.

**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 2007 with 12
inmate suicides. The FY 2008 target is 23 or less inmate suicides and
the FY 2009 target is 24 or less inmate suicides.

The BOP approved a new strategic indicator for a GED/H.S. diploma. As a
result, the target population is refined to include only those inmates
(U.S. Citizens) who are capable and desire literacy programming and are
within seven months of release. The BOP exceeded its FY 2007 target with
an actual of 77 percent of inmates who are capable and desire literacy
programming and are within seven months of release. The FY 2008 and FY
2009 GED/H.S. diploma targets are 78 percent and 79 percent
respectively.

The BOP exceeded its FY 2007 target for the number of inmates completing
at least 1 Vocational Program at 13,616. Targets for FY 2008 and FY 2009
are 12,800 and 12,900 respectively.

The BOP had 17,549 inmates enrolled in the Residential Drug Treatment
Program for FY 2007, which is 80 percent of eligible inmates. However,
BOP's targets for FY 2008 and FY 2009 will be lowered to 17,500 since
there was no additional funding provided. There has been no expansion of
this program since FY 2003. Currently, there are approximately 7,600
inmates awaiting treatment, with the average growth of the waiting list
continuing at about 1,000 inmates per year. Therefore, unless receiving
additional funding, the BOP will continue to be unable to meet the
mandate of the Violent Crime Control and Law Enforcement Act, which
requires the BOP to provide appropriate substance abuse treatment for
100 percent of eligible inmates.

The BOP exceeded their target for FY 2007 for inmates enrolled in
non-residential drug treatment programs with 14,352. The target of FY
2008 and FY 2009 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.

The BOP exceeded its FY 2007 target with 703 inmates participating in
the Life Connections Pilot. It is anticipated that 600 inmates will
participate in the Life Connections/Faith-Based reentry pilot programs
for FY 2008 and FY 2009.

The BOP exceeded its target with a total collection of \$10,602,000
under the Inmate Financial Responsibility Program for FY 2007.
Projections for FY 2008 and FY 2009 are both estimated at \$10,500,000.

**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 CHAPTERThough the work being done and continuing to be done
by treatment staff in the Bureau is proficient and meets the essential
needs of the releasing population, the agency is changing the model of
reentry from an emphasis on clinical assessment and program
participation to a competency-based model. Termed the Inmate Skills
Development (ISD) initiative, this is not a new program, but rather an
entirely new strategy and way of viewing inmate management. It requires
the agency to shift its philosophy and reemphasizes the Bureau's mission
to prepare inmates for release and the community. These shifts have been
and will be clearly and continually communicated with staff. The
components involved in this initiative include:

-   identification of the core skills needed for successful offender
    reentry;

-   an objective assessment of those skills and continual measurement of
    the skills acquisition, rather than simple program completion;

-   linkage of programs to specific reentry skills;

-   allocation of resources to those inmates with the greatest skill
    deficiencies and hence, the greatest risk of recidivism; and

-   information sharing and the building of community collaborations for
    a holistic approach in transitioning offenders.

The Inmate Skills Development System (ISDS) a dynamic instrument,
automated through a web-based application, utilizing information from a
variety of sources, is being implemented throughout the Bureau to assist
in this strategy.

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.

The Bureau is committed to providing quality, evidence-based psychology
programs to all inmates in need of these program services. All Bureau
psychology treatment programs are designed on the most recent research
and evidence based practices, ensuring effective treatment programs.
These evidence-based treatment practices lead to: the reduction of
inmate misconduct; the reduction of inmate misuse of mental health and
medical resources; the reduction of substance abuse, relapse and
recidivism; the reduction of criminal activity; an increase in the level
of the inmate's stake in societal norms; and an increase in standardized
community transition treatment programs. Transition treatment increases
the likelihood of treatment success and increases the public's health
and safety.

The Challenge Program, a co-occurring disorders program for high
security inmates, targets drug use, mental illness, and antisocial
attitudes and behaviors. The Bureau Rehabilitation and Values
Enhancement (BRAVE) Program, a program for young offenders serving
lengthy sentences, addresses institutional adjustment, antisocial
attitudes and behaviors, and motivation to change. These residential
treatment programs utilize empirically supported interventions,
including cognitive behavioral techniques delivered in a modified
therapeutic community environment. These programs have been demonstrated
to significantly reduce misconduct among program participants more than
50 percent.

The Violent Crime Control and Law Enforcement Act (VCCLEA) of 1994
requires the BOP to provide appropriate substance abuse treatment for
100 percent of inmates who have a diagnosis for substance abuse or
dependence and who volunteer for treatment.

Nearly half of Bureau\'s facilities operate the Residential Drug Abuse
Program (RDAP). RDAP programs are located in a separate unit, away from
the general population. Treatment is no less than 9 months in duration.
The RDAP is based on the Cognitive Behavioral Therapy (CBT) Model of
treatment. CBT is a proven-effective treatment model with inmate
populations. All of the BOP's psychology treatment programs are unified
clinical services and activities organized to treat complex
psychological and behavioral problems. Therefore, CBT is the theoretical
treatment philosophy of the RDAP.

The Bureau also conducts drug education and nonresidential treatment in
every institution. Community reentry is a required component of the
RDAP. Inmates who participate in RDAP must continue drug abuse treatment
in the community when they transfer to a Residential Reentry Center. The
Bureau contracts with community-based treatment contractors to provide
the appropriate treatment while in reentry. Co-occurring disorders with
substance abuse include mental illness and trauma. This continued
treatment provides a continuity of care during the inmate\'s most
difficult time of transition.

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

The BOP's S&E budget, which funds BOP's operations, was selected for
reassessment under the FY 2007 Program Assessment Rating Tool (PART)
process. During this process, the BOP S&E program received a score of
84.1 percent equating to a rating of "Moderately Effective". The score
of 84.1 percent is an increase from the previous score of 74.2 percent
received during FY 2004 and FY 2005 PART processes. The BOP continues to
work with DOJ and OMB to address the previous follow-up recommendations
in the areas of crowding and continue a multi-pronged approach to
acquire additional capacity and looks forward to improving the score
further in future years.

Follow-up actions and status as of January, 2008 are as follows:

Action: Provide additional information to supplement the 2006 study: (1)
Explain the basis behind BOP's rated capacity standards, (2) Provide a
timeline of previous changes made to BOP's crowding standards in recent
history, (3) Discuss alternative recommendations to relieve the negative
effects of overcrowding other than new construction (e.g. increased
staffing, prison improvements, etc.).

Status: Staff in the Capacity Planning Branch are currently reviewing
current and historical rated capacity documents. The contents of these
documents will be used to explain the basis behind the BOP\'s rated
capacity standards and to provide a time line of the previous changes to
BOP\'s crowding standards. The goal is to provide a response to this
Improvement Action by September 30, 2008.

Action: Complete an analysis of trends in the population of BOP inmates
in Residential Re-entry Centers (RRC). This analysis should include: (1)
Population of Federal inmates in RRCs---by security level where
available---(1997-present); (2) RRC utilization levels by security level
where available---(1997-present). Utilization level is defined as the
number of inmates in RRC (by security level where available) divided by
the number of inmates eligible for RRC placement; (3) An explanation of
legislative, policy, and management changes that have affected
(increased or decreased) RRC placement or population; (4) Provide
targets for number of inmates in RRCs and utilization rates, share
methodologies behind such targets, and evaluate the feasibility of
increasing targets.

Status: Collection of statistical data has begun in the effort to
provide the requested analysis of RRC trends. The estimated completion
date of this improvement plan is October 31, 2010.

Action: On a quarterly basis, the Chief of Capacity Planning will review
the most recent Capacity Planning Committee decisions based on updated
population projections to assess the appropriate number of contract beds
for future budget requests.

Status: The current capacity plan dated December 31, 2007, used for the
2009 Congressional Budget, was provided to OMB in January 2008. NOTE:
This follow-up action will be on-going and a report will be provided
each quarter.

Action: Establish and monitor the agency-wide Reduction and Elimination
of Duties Management Assessment Project (REDMAP) for medical operations
at BOP prisons to identify and reduce/eliminate redundant functions,
outdated prison management systems, and cost prohibitive initiatives.
Provide a summary of the findings and track the elimination of redundant
functions.

Status: The Health Services REDMAP session was held April 16-27, 2007.
The process entailed a review of individual duties of Health Services
staff and a review of all applicable policies to identify duties for
possible elimination and streamlining.

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

Status: 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 completed the
ramp up of the Moshannon Valley private facility in FY 2007. The FY 2008
request provides annualization of prior year increases, which will fund
1,079 beds. The FY 2009 Congressional request includes funding for 2,622
beds. NOTE: This follow-up action will be on-going with each new FY
request for additional contract beds.

Action: Provide population, crowding and rated capacity per BOP
institution per region on a quarterly basis.

Status: The requested FY 2008 1st quarter report, ending December 31,
2007, was provided to OMB in January 2008. NOTE: This follow-up action
will be on-going and a report will be provided each quarter.

**B. Institution Security and Administration**

+-------------------------------------+--------+--------+------------+
| **Institution Security and          | **P    | *      | **Amount** |
| Administration TOTAL**              | erm.** | *FTE** | (\$000,s)  |
|                                     |        |        |            |
|                                     | **     |        |            |
|                                     | Pos.** |        |            |
+-------------------------------------+--------+--------+------------+
| 2007 Enacted w/ Rescissions         | 24,861 | 23,745 | 2,435,970  |
+-------------------------------------+--------+--------+------------+
| 2007 Supplementals                  | 0      | 0      | 17,000     |
+-------------------------------------+--------+--------+------------+
| 2007 Enacted w/Rescissions and      | 24,861 | 23,745 | 2,452,970  |
| Supplementals                       |        |        |            |
+-------------------------------------+--------+--------+------------+
| 2008 Enacted                        | 24,517 | 22,019 | 2,428,517  |
+-------------------------------------+--------+--------+------------+
| Adjustments to Base and Technical   | 0      | 202    | 149,766    |
| Adjustments                         |        |        |            |
+-------------------------------------+--------+--------+------------+
| 2009 Current Services               | 24,517 | 22,221 | 2,578,283  |
+-------------------------------------+--------+--------+------------+
| 2009 Program Increases              | 0      | 0      | 8,101      |
+-------------------------------------+--------+--------+------------+
| 2009 Request                        | 24,517 | 22,221 | 2,586,384  |
+-------------------------------------+--------+--------+------------+
| **Total Change 2008-2009**          | 0      | 202    | 157,867    |
+-------------------------------------+--------+--------+------------+

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

The 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, and 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 that 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 a wide variety of
intelligence information and products with other law enforcement
entities. Staff are routinely forwarding counter terrorism intelligence
data and referrals to the National Joint Terrorism Task Force; local
Joint Terrorism Task Force(s); Federal Bureau of Investigation (FBI)
Counterterrorism Division; and Central Intelligence Agency liaison
personnel. Additionally, a significant amount of data regarding inmate
financial transactions, telephone calls, and correspondence is being
made available to law enforcement entities through the Department of
Justice\'s Law Enforcement Information Sharing Program (LEISP).

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-seven of the BOP facilities are over 50 years
old. As of January 2008, BOP facilities were situated on 44,884 acres of
land and contained approximately 62 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 2009, this program will provide for
the maintenance and operation of 3,979 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 that 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 10 to 20 inmates. Each institution must have highly
skilled staff with experience and training in every phase of
construction and maintenance work including steam fitting, 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.

[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 videoconference 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, contract and Public Health Service employees working in BOP
facilities, contract/halfway house employees and staff working in
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, intelligence and
counter terrorism, 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 Intelligence and Counter Terrorism Branch* includes staff that are
assigned to the National Drug Intelligence Center, FBI's National Joint
Terrorism Task Force, the National Gang Intelligence Center, and the
Gang Targeting, Enforcement and Coordination Center. The branch is also
responsible for monitoring communications for all international and
domestic terrorists held in BOP facilities and providing intelligence
products to assist staff in effectively managing prison and street
gangs.

*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 Inmate Skills Development Branch* is focused on developing a
competency-based model with measurable and demonstrable outcomes to
improve offenders' reentry skills and achieve a reduction in recidivism,
reduce public costs and promote public safety.

[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 that meet the
regulatory requirements of the Federal Government.

*The Affirmative Employment Programs Action Branch* plans, develops, and
implements the Bureau of Prisons (BOP) Federal Equal Opportunity
Recruitment Program, Disabled Veterans Affirmative Action Program,
Section 501 Rehabilitation Act 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 (OEWP)* provides expertise
on a wide and complex range of HR issues that have short and long term
goals. OEWP is responsible for human capital planning; management of the
SES Program; coordination of resource allocation requests; operational
reporting at the national level; automated systems for executive staff;
and identification, evaluation and design of HR systems to meet E‑Gov
streamlining initiatives. 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
36,000 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
are monitored using the BOP's Prison Social Climate reports and Office
of Personnel Management's (OPM) Human Capital Survey.

*The Personnel and Staff Development Branch (PSDB)* ensures all
positions are properly classified and employees receive all benefits,
rights and entitlements; develops and oversees policy related to staff
training and development, performance, pay incentives, staffing and
worklife; and administer the Management Selection System for Warden and
Associate Warden positions. The HRMD has implemented cost savings
initiatives to provide optimal human resource services in a more
efficient manner and implemented 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 PSDB has also developed tailored
training based on individual needs by utilizing qualified and highly
knowledgeable BOP staff as well as contracting with distinguished
training institutions. As a result, the Leadership Enhancement and
Development (LEAD) Program is in its seventh 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 2007, the LEAD Program has produced 296
graduates who have completed their program requirements. The PSDB
continues to maintain, enhance, and service the BOP\'s Training
Management System (TMS). Currently, the BOP TMS is being upgraded from
the 3.5 version of SABA's Learning Management System to the 5.3 version
of the software. This upgrade will position the BOP to be able to comply
with OPM's Enterprise Human Resources Integration training data
reporting requirements. In addition, the upgrade will enhance the BOP
effectiveness in the delivery and tracking of training, training
compliance management (auditing), succession planning and employee
performance management. These enhancements will ensure that the Bureau's
training programs and strategies continually align with the Department
of Justice and the President's Management Agenda goals and initiatives.

*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 Consolidated Processing Unit (CPU) processes payroll and personnel
transactions; sets pay; receives and processes court orders; maintains
Official Personnel Folders (OPFs), performance and payroll files;
oversees the time and attendance program; responds to inquires from
Employee Services offices, staff, and third parties regarding
payroll/personnel transactions, personnel documents, and files. The CPU
is the Bureau of Prisons' primary liaison with the Department of
Justice, National Finance Center, and auditors on matters related to
payroll processing and time and attendance. The CPU participates in an
HR line of Business Workgroup tasked with recommending the selection of
a shared service provider for Department of Justice payroll processing.
The CPU has completed pre‑assessment and is in the assessment phase of
an Enterprise Human Resources Initiative to switch from hard copy to
electronic OPFs. The first e-OPF training was accomplished for CPU staff
in December 2007.

The Consolidated Benefits Unit (CBU) provides benefit related services
to staff located at every BOP location. Additionally, the CBU is
responsible for Leave Administration Policy and the National Voluntary
Leave Transfer Program (VLTP) as well as the DOJ Leave Bank. The CBU is
responsible for ensuring employees' Service Computation Dates are
accurate. CBU staff are considered our agency experts in employee
benefits and leave administration. The CBU processes applications for
retirements, and calculates projected annuity estimates. Additionally,
they provide information regarding the effects a military activation and
pre‑employment military service has on an employee's retirement
eligibility. In conjunction with the local Employee Services Department,
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. Lastly, the CBU is developing Distance Learning
lesson plans to provide Retirement Planning Training for BOP staff that
are in various stages of their careers. The training will be conducted
using Centra (live instructor‑managed webcast training delivery system
software).

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 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
BOP‑Careers systems host more than 52,000 registered users, who apply to
the thousands of jobs processed by the Bureau each year. The CSU also
transitioned the BOP‑HIRES program effective January 2007. The BOP‑HIRES
program is the Bureau's 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 CSU also oversees the Open
Continuous System that services all six Regional Offices. The CSU will
now process all merit promotion actions throughout the Bureau with the
exception of the Management Selection System for Warden and Associate
Warden positions.

*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.

*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 that 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 five‑week program for a total
of 159 hours of instruction that is taught in two phases. The phases
consist of a two‑week Institution Familiarization (IF) and a three‑week
Introduction to Correctional Techniques (ICT) program.

The STA oversees the curriculum development and administration of the
two‑week (56 hours) IF course provided at all institutions for new
employees prior to attending the ICT at the STA. The ICT is a three‑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
University of Eastern Kentucky. In FY 2007, 3,196 new employees
participated in 70 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
2007. 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
substantial cost avoidance in training costs. In FY 2007, 754 staff
members participated in 32 advanced classes. 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 October 30, 2007, 9,514 IF
exams have been administered.

*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. Wide
ranges 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 October 1, 2006, to September 30, 2007, the MSTC conducted 143
residential classes, 7 off‑site classes, and on-site training for 3,800
participants and 489 resource staff.

From October 1, 2007, to December 14, 2007, the MSTC conducted 23
residential classes, 2 off-site classes, and on-site training for 596
participants and 83 resource staff.

Projected: From December 16, 2007, to September 30, 2008, the MSTC
anticipates conducting 119 residential classes, 1 off-site class, and
on-site training for 3599 participants and 434 resource staff.

To maximize the use of tax dollars, the MSTC provides several
alternatives for training to include off‑site training and distance
learning initiatives through Centra, a live instructor‑managed webcast
training delivery system. The conversion of paper‑based MSTC pre/post
test to online e*Z*.exam has eased the administrative duties of Employee
Services staff in Bureau of Prisons institutions. Additionally,
administering the Institution Character Profile staff surveys via
e*Z*.exam has made that process more efficient for regional and
institutional staff.

The Computer Service Department is in the process of updating all
desktop computers in the computer laboratories and classrooms. The new
computers will have the latest technology and will be capable of running
several virtual machines. This upgrade will greatly expand and enhance
the type of training conducted.

[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 BOP 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 is 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 (37) 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 34 sites; and provides oversight to the Transit Subsidy
Program involving over 1,600 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"><h4 id="performance-and-resources-table-1">PERFORMANCE
AND RESOURCES TABLE</h4></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: 3.3</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>Projected</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 2007</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>FY 2008 Enacted</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2009</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2009 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">197,584</td>
<td colspan="2">200,020</td>
<td colspan="2">207,020</td>
<td colspan="2">6,200</td>
<td colspan="2">213,220</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>37,062</td>
<td>5,012,433</td>
<td>37,062</td>
<td>5,012,433</td>
<td>35,053</td>
<td>5,050,440</td>
<td>246</td>
<td>385,314</td>
<td>35,299</td>
<td>5,435,754</td>
</tr>
<tr class="even">
<td><strong>TYPE/ STRATEGIC OBJECTIVE</strong></td>
<td><strong>Performance</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>FY 2008 Enacted</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2009</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2009 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>23,745</p></td>
<td><p><strong>$000</strong></p>
<p>2,452,970</p></td>
<td><p><strong>FTE</strong></p>
<p>23,745</p></td>
<td><p><strong>$000</strong></p>
<p>2,452,970</p></td>
<td><p><strong>FTE</strong></p>
<p>22,019</p></td>
<td><p><strong>$000</strong></p>
<p>2,428,517</p></td>
<td><p><strong>FTE</strong></p>
<p>202</p></td>
<td><p><strong>$000</strong></p>
<p>157,867</p></td>
<td><p><strong>FTE</strong></p>
<p>22,221</p></td>
<td><p><strong>$000</strong></p>
<p>2,586,384</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td># Institutions/rated capacity</td>
<td colspan="2">114/122,189</td>
<td colspan="2">114/122,189</td>
<td colspan="2">115/123,853</td>
<td colspan="2">0/0</td>
<td colspan="2">115/123,853</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">16,300</td>
<td colspan="2">16,500</td>
<td colspan="2">16,600</td>
<td colspan="2">322</td>
<td colspan="2">16,922</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Inmate to Correctional Officer Ratio</td>
<td colspan="2">10.17:1</td>
<td colspan="2">10.14:1</td>
<td colspan="2">10.39:1</td>
<td colspan="2">0</td>
<td colspan="2">10.39:1</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Rate of serious assaults in Federal Prisons (Rate/5,000)**</td>
<td colspan="2">14</td>
<td colspan="2">12</td>
<td colspan="2">14</td>
<td colspan="2">0</td>
<td colspan="2">14</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Facilities accredited: ACA</td>
<td colspan="2">99%</td>
<td colspan="2">100%</td>
<td colspan="2">99%</td>
<td colspan="2">0</td>
<td colspan="2">99%</td>
</tr>
<tr class="odd">
<td><strong>Outcome</strong></td>
<td>Escapes from Secure Institutions</td>
<td colspan="2">0</td>
<td colspan="2">0</td>
<td colspan="2">0</td>
<td colspan="2">0</td>
<td colspan="2">0</td>
</tr>
<tr class="even">
<td><strong>Outcome</strong></td>
<td>System-wide Crowding</td>
<td colspan="2">36%</td>
<td colspan="2">37%</td>
<td colspan="2">39%</td>
<td colspan="2">3%</td>
<td colspan="2">42%</td>
</tr>
<tr class="odd">
<td><strong>Outcome</strong></td>
<td>Per Capita (Operating) Costs NOTE: Does not include construction
costs</td>
<td colspan="2">$69.70</td>
<td colspan="2">$68.28</td>
<td colspan="2">$70.33</td>
<td colspan="2">$2.11</td>
<td colspan="2">$72.44</td>
</tr>
<tr class="even">
<td colspan="12"><p>*Number range CHAPTERThe chart above includes
population projections for FY 2008 and FY 2009. 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 December 2007,
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.
The BOP Office of Research collects offender data regularly from the
Office of the U.S. Courts 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 reaccreditations 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: 21%" />
<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 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><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td><strong>FY 2008</strong></td>
<td><strong>FY 2009</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>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>114 / 119,510</td>
<td>114 / 122,189</td>
<td><p>114/</p>
<p>122,189</p></td>
<td>115 / 123,853</td>
<td>115 / 123,853</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Correctional Officers On-board</td>
<td>14,626</td>
<td>14,603</td>
<td>14,712</td>
<td>14,982</td>
<td>15,500</td>
<td>16,013</td>
<td>16,300</td>
<td>16,500</td>
<td>16,600</td>
<td>16,922</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Inmate to Correctional Officer Ratio</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>10.15:1</td>
<td>10.17:1</td>
<td>10.14:1</td>
<td>10.39:1</td>
<td>10.39:1</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Rate of assaults in Federal Prisons (Rate/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>119/5,000</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</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>14/5,000</td>
<td>12/5,000</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>95%</td>
<td>95%</td>
<td>90%</td>
<td>94%</td>
<td>99%</td>
<td>99%</td>
<td>99%</td>
<td>100%</td>
<td>99%</td>
<td>99%</td>
</tr>
<tr class="odd">
<td><strong>OUTCOME Measure</strong></td>
<td>Escapes from Secure Institutions</td>
<td>4</td>
<td>0</td>
<td>0</td>
<td>2</td>
<td>0</td>
<td>1</td>
<td>0</td>
<td>0</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>33%</td>
<td>39%</td>
<td>41%</td>
<td>34%</td>
<td>36%</td>
<td>36%</td>
<td>37%</td>
<td>39%</td>
<td>42%</td>
</tr>
<tr class="odd">
<td><strong>OUTCOME Measure</strong></td>
<td>Per Capita (Operating) Costs</td>
<td>$60.75</td>
<td>$61.69</td>
<td>$63.51</td>
<td>$63.57</td>
<td>$64.19</td>
<td>$67.00</td>
<td>$69.70</td>
<td>$68.28</td>
<td>$70.33</td>
<td>$72.44</td>
</tr>
</tbody>
</table>

> **3. Performance, Resources, and Strategies**
>
> The Institution, Security and Administration decision unit contributes
> directly to the Department's Strategic Goal 3: Ensure the Fair and
> Efficient Administration of Justice. Within this Goal, the decision
> unit's resources specifically address the Department's Strategic
> Objective 3.3: Provide for the safe, secure, and humane confinement of
> detained persons awaiting trial and/or sentencing, and those in the
> custody of the Federal Prison 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
> BOP's Escapes from Secure Institutions target will always remain zero.
> The BOP had 0 escapes from secure institutions during FY 2007.
> Consequently, the FY 2008 and 2009 performance targets remain zero
> escapes from Secure Institutions.

![](media/image1.wmf)

> Number range CHAPTERThe chart above includes population projections
> for FY 2008 and FY 2009. 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
> December 2007, there are nearly 9,000 inmates in Marshal's custody who
> are either waiting designation or waiting for movement to a BOP
> facility.
>
> No new Federal prisons were activated in FY 2007. One facility is
> planned to begin the activation process in FY 2008, increasing the
> number of facilities to 115 with a target for rated capacity at
> 123,853 beds. For FY 2009, BOP will continue the activation process
> for FCI Pollock.
>
> The BOP's target for employment of correctional officers in FY 2007
> was 16,500. The BOP has exceeded its target for FY 2007. The estimates
> for FY 2008 are at 16,600, and 16,922 correctional officers in FY
> 2009.
>
> In August 2007, the BOP reached 100 percent accreditation by the
> American Correctional Association (ACA). For the first time in
> history, the BOP has achieved 100 percent accreditation, which is a
> major milestone and accomplishment for the agency. The ACA recognizes
> agencies that have reached this milestone with its prestigious Golden
> Eagle award, the highest honor bestowed by ACA. For FY 2008 and FY
> 2009 targets are to remain at 99 percent for ACA.
>
> Number range CHAPTER
>
> Per Capita Costs (BOP)
>
> ![](media/image2.wmf)
>
> Note: FY 2001 -- FY 2007 are actual Per Capita costs. FY 2008 and FY
> 2009 are projected Per Capita costs.
>
> The FY 2009 daily per capita target for all security levels is
> \$72.44, and the BOP requests 22,221 FTE and \$2,586,384,000 in this
> decision unit to reach this target. As illustrated in the bar graph,
> the BOP intends to hold inmate costs (per capita) at or below the
> inflationary increases. That meant an average daily increase of about
> 2.4 percent a year from FY 2001 -- FY 2009.
>
> Every reasonable precaution is taken to ensure that inmates are
> provided with a safe and secure environment in facilities according to
> their needs. While it is the objective of the Department and BOP to
> eliminate all serious assaults, the target reflects projections based
> on historical data and observed trends. These data represent the
> number of serious assaults over a 12-month period per 5,000 inmates.
> Due to the time required to adjudicate allegations of assault, there
> is a lag between the occurrence and reporting guilty findings.
> Accordingly, the figure reported represents incidents that were
> reported for the preceding 12 months ending several months before the
> end of the fiscal year. BOP exceeded its target with an actual of
> 12/5,000 serious assaults in FY 2007. BOP's FY 2008 and FY 2009
> targets are 14/5,000 serious assaults.
>
> **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.
>
> **Program Increases**
>
> **Item Name: [Institution Population Adjustment]{.underline}**
>
> Budget Decision Unit(s): **[Inmate Care & Programs & Institution
> Security & Administration]{.underline}**
>
> Strategic Goal(s) & Objective(s): **[Goal 3; Objectives 3.3 and
> 3.4]{.underline}**
>
> Organizational Program: **[Population Adjustment]{.underline}**
>
> Program Increase: Positions [+**0 **]{.underline} Correctional
> Officers [**0**]{.underline} FTE [+**0 **]{.underline} Dollars
> **[+\$17,139,000]{.underline}**
>
> [Description of Item]{.underline}
>
> The BOP is requesting \$17,139,000 for marginal costs associated with
> inmate population growth. In accordance with DOJ's Goal/Objectives 3.3
> and 3.4, the BOP's primary objectives are to maintain a safe and
> secure environment for inmates and staff in prison facilities, and
> provide work and other self-improvement opportunities to assist
> offenders in returning to their communities as productive law-abiding
> citizens. Without a cost adjustment to manage the additional inmates,
> the BOP will be unable to fulfill its required responsibilities
> included in the DOJ goal.
>
> [Justification]{.underline}
>
> It is projected that at least 1,807 net new inmates will be absorbed
> in the BOP's existing facilities (FY 2008 - FY 2009), and the marginal
> cost, is estimated at \$9,483 per inmate. The additional resources in
> this request will enable the BOP to meet the marginal costs of
> providing security, food, medical care, clothing, unit management,
> education, records, and maintenance associated with the population
> increase.
>
> The Federal inmate population has grown dramatically over the past 27
> years, an increase of 700 percent since 1980 when the BOP had
> approximately 25,000 inmates and 41 institutions to 200,582 inmates
> and 114 institutions as of December 20, 2007. The Federal inmate
> population levels are projected to increase and continue to exceed the
> rated capacity of the BOP institutions and current contract
> facilities. As a result, the BOP is taking every possible action to
> ensure both public safety and the safety of staff and inmates within
> BOP institutions, while keeping prison crowding at manageable levels.
> The BOP is committed to federal inmates serving their sentences in
> safe and humane environments, while receiving the necessary programs
> to afford opportunities for positive change.
>
> The BOP has a responsibility to provide inmates with opportunities to
> participate in programs that provide them the ability to develop the
> skills they need to lead crime-free lives after release. Research
> demonstrates that opportunities for work experience, education,
> substance abuse treatment, and other self-improvement programs are
> vital to breaking the cycle of crime in this country.
>
> [Impact on Performance (Relationship of Increase to Strategic
> Goals)]{.underline}
>
> Without this funding, the BOP will need to reduce and/or eliminate
> inmate program opportunities and further streamline prison operations.
> This enhancement is in direct support of the following DOJ Strategic
> Objectives: 1) 3.3 "Provide for the safe, secure, and humane
> confinement of detained persons awaiting trial and/or sentencing, and
> those in the custody of the Federal Prison System" and 2) 3.4 "Provide
> services and programs to facilitate inmates' successful reintegration
> into society, consistent with community expectations and standards".

**Funding**

[Base Funding]{.underline}

<table>
<colgroup>
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 11%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 12%" />
<col style="width: 5%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 14%" />
</colgroup>
<tbody>
<tr class="odd">
<td>Pos</td>
<td><p>Corr</p>
<p>Ofcr</p></td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td><p>Corr</p>
<p>Ofcr</p></td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td><p>Corr</p>
<p>Ofcr</p></td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="even">
<td>0</td>
<td>0</td>
<td>0</td>
<td>0</td>
<td>0</td>
<td>0</td>
<td>0</td>
<td>0</td>
<td>0</td>
<td>0</td>
<td>0</td>
<td>$0</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+------------+--------------+-----------+-------------+---------------+
| Type of    | Modular Cost | Number of | FY 2009     | FY 2010       |
| Position   |              | Positions |             |               |
|            | per Position | Requested | Request     | Net           |
|            | (\$000)      |           | (\$000)     | Annualization |
|            |              |           |             | (change from  |
|            |              |           |             | 2009)         |
|            |              |           |             |               |
|            |              |           |             | (\$000)       |
+------------+--------------+-----------+-------------+---------------+
|            |              |           |             |               |
+------------+--------------+-----------+-------------+---------------+
| Total      |              | 0         | \$2,822     | -0-           |
| Personnel  |              |           |             |               |
+------------+--------------+-----------+-------------+---------------+

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

+------------------+-----------+-------+--------------+---------------+
| Non-Personnel    | Unit Cost | Qua   | FY 2009      | FY 2010       |
| Item             |           | ntity | Request      |               |
|                  |           |       | (\$000)      | Net           |
|                  |           |       |              | Annualization |
|                  |           |       |              | (change from  |
|                  |           |       |              | 2009) (\$000) |
+------------------+-----------+-------+--------------+---------------+
| See Attached     |           |       |              |               |
+------------------+-----------+-------+--------------+---------------+
| Total            | See       |       | \$14,317     | 0             |
| Non-Personnel    | Attached  |       |              |               |
+------------------+-----------+-------+--------------+---------------+

[Total Request for this Item]{.underline}

+-------------+---+---------+-------+---------+------------+---------+
|             | P | Corr.   | FTE   | Pe      | Non        | Total   |
|             | o |         |       | rsonnel | -Personnel |         |
|             | s | Officer |       |         | (\$000)    | (\$000) |
|             |   |         |       | (\$000) |            |         |
+-------------+---+---------+-------+---------+------------+---------+
| Current     | 0 |         | 0     | 0       | 0          | 0       |
| Services    |   |         |       |         |            |         |
+-------------+---+---------+-------+---------+------------+---------+
| Increases   | 0 |         | 0     | 2,822   | 14,317     | 17,139  |
+-------------+---+---------+-------+---------+------------+---------+
| Grand Total | 0 |         | 0     | 2,822   | 14,317     | \       |
|             |   |         |       |         |            | $17,139 |
+-------------+---+---------+-------+---------+------------+---------+

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

See Inmate Care and Programs Decision Unit

> **C. Contract Confinement**

+--------------------------------------+--------+-------+------------+
| **Contract Confinement TOTAL**       | **P    | **    | **Amount** |
|                                      | erm.** | FTE** | (\$000,s)  |
|                                      |        |       |            |
|                                      | **     |       |            |
|                                      | Pos.** |       |            |
+--------------------------------------+--------+-------+------------+
| 2007 Enacted w/ Rescissions          | 397    | 395   | 757,851    |
+--------------------------------------+--------+-------+------------+
| 2007 Supplementals                   | 0      | 0     | 0          |
+--------------------------------------+--------+-------+------------+
| 2007 Enacted w/Rescissions and       | 397    | 395   | 757,851    |
| Supplementals                        |        |       |            |
+--------------------------------------+--------+-------+------------+
| 2008 Enacted                         | 397    | 397   | 806,129    |
+--------------------------------------+--------+-------+------------+
| Adjustments to Base and Technical    | 0      | 0     | 69,339     |
| Adjustments                          |        |       |            |
+--------------------------------------+--------+-------+------------+
| 2009 Current Services                | 397    | 397   | 875,468    |
+--------------------------------------+--------+-------+------------+
| 2009 Program Increases               | 16     | 8     | 50,000     |
+--------------------------------------+--------+-------+------------+
| 2009 Program Offsets                 | 0      | -57   | -28,000    |
+--------------------------------------+--------+-------+------------+
| 2009 Request                         | 413    | 348   | 897,468    |
+--------------------------------------+--------+-------+------------+
| **Total Change 2008-2009**           | 16     | -49   | 91,339     |
+--------------------------------------+--------+-------+------------+

> **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). Nearly 17 percent of the BOP inmate population is housed
> outside of BOP facilities in alternative confinement. This includes
> private prisons, residential reentry centers RRCs (formerly 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
> more than 9,400 by the beginning of January 2008. Approximately 270
> 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 these 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 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 21,000 inmates in
> 13 privately managed secure facilities. Additionally, over 11,700
> 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
> approximately 180 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.
>
> 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 31, 2007, BOP has a total of 25 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 while serving their sentence, thus allowing ICE to remove them
> from the U.S. immediately upon release from BOP custody. 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 270 contract residential reentry
> centers. CCD provides technical assistance to the BOP's 26 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 criminal alien detainees, 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 21,000
> 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 (NIC)]{.underline}
>
> Traditionally included in this decision unit is the National Institute
> of Corrections, a Federal entity that was authorized by statute 18 USC
> 4351, to provide 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
> that 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 2007, the NIC provided training to more
> than 59,000 corrections professionals and others nationwide viewed
> NIC's satellite broadcasts and satellite training programs. In
> addition, more than 4,000 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: 3.3 and
3.4</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>Projected</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 2007</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>FY 2008 Enacted</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2009</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2009 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">197,584</td>
<td colspan="2">200,020</td>
<td colspan="2">207,020</td>
<td colspan="2">6,200</td>
<td colspan="2">213,220</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>37,062</td>
<td>5,012,433</td>
<td>37,062</td>
<td>5,012,433</td>
<td>35,053</td>
<td>5,050,440</td>
<td>246</td>
<td>385,314</td>
<td>35,299</td>
<td>5,435,754</td>
</tr>
<tr class="even">
<td><strong>TYPE/ STRATEGIC OBJECTIVE</strong></td>
<td><strong>Performance</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>FY 2008 Enacted</strong></td>
<td colspan="2"><p><strong>Current Services</strong></p>
<p><strong>Adjustments and FY 2009</strong></p>
<p><strong>Program Changes</strong></p></td>
<td colspan="2"><strong>FY 2009 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>395</p></td>
<td><p><strong>$000</strong></p>
<p>757,851</p></td>
<td><p><strong>FTE</strong></p>
<p>395</p></td>
<td><p><strong>$000</strong></p>
<p>757,851</p></td>
<td><p><strong>FTE</strong></p>
<p>397</p></td>
<td><p><strong>$000</strong></p>
<p>806,129</p></td>
<td><p><strong>FTE</strong></p>
<p>-49</p></td>
<td><p><strong>$000</strong></p>
<p>91,339</p></td>
<td><p><strong>FTE</strong></p>
<p>348</p></td>
<td><p><strong>$000</strong></p>
<p>897,468</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>#/% of Contract Beds</td>
<td colspan="2">31,828 / 16%</td>
<td colspan="2">32,697 / 16%</td>
<td colspan="2">34,540 / 17%</td>
<td colspan="2">2,921/1%</td>
<td colspan="2">37,461/18%</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">59,000</td>
<td colspan="2">59,842</td>
<td colspan="2">62,000</td>
<td colspan="2">n/a</td>
<td colspan="2">n/a</td>
</tr>
<tr class="even">
<td colspan="12"><p>*Number range CHAPTERThe chart above includes
population projections for FY 2008 and FY 2009. 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 December 2007,
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 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><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td><strong>FY 2008</strong></td>
<td><strong>FY 2009</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>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><p>30,070 /</p>
<p>16%</p></td>
<td>31,828 / 16%</td>
<td>32,697 / 16%</td>
<td>34,540 / 17%</td>
<td>37,461 / 18%</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Adult corrections personnel trained by NIC</td>
<td>51,030</td>
<td>58,178</td>
<td>54,500</td>
<td>57,001</td>
<td>66,133</td>
<td>60,374</td>
<td>59,000</td>
<td>59,842</td>
<td>62,000</td>
<td>n/a</td>
</tr>
</tbody>
</table>

> **3. Performance, Resources, and Strategies**
>
> The Contract Confinement decision unit contributes directly to the
> Department's Strategic Goal 3: Ensure the Fair and Efficient
> Administration of Justice. Within this Goal, the decision unit's
> resources specifically address the Department's Strategic Objectives
> 3.3 and 3.4: Provide for the safe, secure, and humane confinement of
> detained persons awaiting trial and/or sentencing, and those in the
> custody of the Federal Prison System; and Provide services and
> programs to facilitate inmates' successful reintegration into society,
> consistent with community expectations and standards.
>
> **a**. **Performance Plan and Report for Outcomes**
>
> BOP's FY 2007 contract capacity target was 31,828 and BOP exceeded the
> target with an actual contract capacity of 32,697. This is an increase
> from 14.9 percent at the end of FY 2005 and 15.6 percent at the end of
> FY 2006 to 16.3 percent at the end of FY 2007. For FY 2008, BOP
> anticipates having 34,540 contract beds and projects 37,461 contract
> beds for FY 2009.
>
> In FY 2007, NIC provided training, which included viewing NICs
> satellite broadcasts and satellite training programs, to more than
> 59,000 corrections professionals and others nationwide. In addition,
> more than 4,000 corrections professionals completed e Learning courses
> through the NIC Learning Center.
>
> **b. Strategies to Accomplish Outcomes**
>
> Number range CHAPTERSince federal inmate population levels are
> projected to continually increase and exceed the rated capacity of BOP
> facilities and current contracts, every possible action is being taken
> to manage institutional crowding and 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. This budget proposes
> to eliminate NIC funding in favour of higher priority activities in
> support of the Federal Prison System.
>
> **Program Increases**
>
> **Item Name: [Contract for 4,000 low security private beds (1/2 year
> funding)]{.underline}**
>
> Budget Decision Unit: **[Contract Confinement]{.underline}**
>
> Strategic Goal(s) & Objective(s): **[Goal 3; Objectives 3.3 and
> 3.4]{.underline}**
>
> Organizational Program: **[Contract Beds]{.underline}**
>
> Program Increase: Positions **[+16]{.underline}** Correctional
> Officers **[0]{.underline}** FTE [**+8**]{.underline} Dollars
> [+**\$50,000,000**]{.underline}
>
> [Description of Item]{.underline}
>
> The BOP is requesting an enhancement to procure 4,000 private contract
> beds to house low security criminal aliens. The BOP is requesting
> funding for this enhancement, consistent with contract confinement
> funding in prior years. Due to the lead time associated with
> establishing new contracts, only partial year funding of six months is
> requested for FY 2009. The resources required for this enhancement in
> FY 2009 are 16 positions, 8 FTEs and \$50,000,000. The requirements
> will be for services in contractor-owned/contractor-operated
> facilities, and the initiative will be annualized in FY 2010 when the
> remaining half-year of funding will be required to pay the full year
> costs of contracts awarded (full year costs estimated at approximately
> \$100,000,000). Currently, the BOP houses nearly 17 percent of its
> total population in contract confinement.
>
> [Justification]{.underline}
>
> Since the mid 1980\'s, 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. There are over 15,000 Low Security male
> criminal aliens housed in BOP facilities. This group of inmates could
> be contracted out if the funding is made available. 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 these inmates, and continues
> to increase its use of secure contract facilities as one means of
> handling inmate crowding.
>
> [Impact on Performance (Relationship of Increase to Strategic
> Goals)]{.underline}
>
> Adding 4,000 low security contract beds helps to offset crowding in
> BOP low security facilities caused by the increasing population. Rated
> capacity standards for BOP's low security facilities provide for 100
> percent double bunking. As of December 20, 2007, low security crowding
> was 33 percent over the rated capacity, which equates to 76 percent of
> the inmates being triple bunked, or in some cases inmate overflow
> being housed in day rooms, open bays, program space, etc. The addition
> of contract beds will reduce the crowding rate in low security BOP
> facilities, which has become a severe management issue.
>
> This enhancement is in direct support of the following DOJ Strategic
> Objectives: 1) 3.3 "Provide for the safe, secure, and humane
> confinement of detained persons awaiting trial and/or sentencing, and
> those in the custody of the Federal Prison System" and, 2) 3.4
> "Provide services and programs to facilitate inmates' successful
> reintegration into society, consistent with community expectations and
> standards".
>
> **Funding**

[Base Funding]{.underline}

  ----------------------- ----------------------- ------------------------
  FY 2007 Enacted         FY 2008 Enacted         FY 2009 Current Services
  (w/resc./supps)                                 

  ----------------------- ----------------------- ------------------------

<table>
<colgroup>
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 11%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 12%" />
<col style="width: 5%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 14%" />
</colgroup>
<tbody>
<tr class="odd">
<td>Pos</td>
<td><p>Corr</p>
<p>Ofcr</p></td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td><p>Corr</p>
<p>Ofcr</p></td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td><p>Corr</p>
<p>Ofcr</p></td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="even">
<td>340</td>
<td></td>
<td>338</td>
<td>735,713</td>
<td>340</td>
<td></td>
<td>340</td>
<td>783,991</td>
<td>340</td>
<td>0</td>
<td>340</td>
<td>853,330</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+------------------+-----------+----------+-----------+---------------+
| Type of Position | Modular   | Number   | FY 2009   | FY 2010       |
|                  | Cost      | of       |           |               |
|                  |           | P        | Request   | Net           |
|                  | per       | ositions | (\$000)   | Annualization |
|                  | Position  | R        |           | (change from  |
|                  | (\$000)   | equested |           | 2009)         |
|                  |           |          |           |               |
|                  |           |          |           | (\$000)       |
+------------------+-----------+----------+-----------+---------------+
| See Attached     |           |          |           |               |
+------------------+-----------+----------+-----------+---------------+
| Total Personnel  | See       |          |           |               |
|                  | Attached  |          |           |               |
+------------------+-----------+----------+-----------+---------------+

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

+-------------+-----------+------------+--------------+---------------+
| No          | Unit Cost | Quantity   | FY 2009      | FY 2010       |
| n-Personnel |           |            | Request      |               |
| Item        |           |            | (\$000)      | Net           |
|             |           |            |              | Annualization |
|             |           |            |              | (change from  |
|             |           |            |              | 2009) (\$000) |
+-------------+-----------+------------+--------------+---------------+
| See         |           |            |              |               |
| Attached    |           |            |              |               |
+-------------+-----------+------------+--------------+---------------+
| Total       | See       |            |              |               |
| No          | Attached  |            |              |               |
| n-Personnel |           |            |              |               |
+-------------+-----------+------------+--------------+---------------+

[Total Request for this Item]{.underline}

+-------------+---+---------+-------+---------+------------+---------+
|             | P | Corr.   | FTE   | Pe      | Non        | Total   |
|             | o |         |       | rsonnel | -Personnel |         |
|             | s | Officer |       |         | (\$000)    | (\$000) |
|             |   |         |       | (\$000) |            |         |
+-------------+---+---------+-------+---------+------------+---------+
| Current     | 3 | 0       | 340   | \       | \$824,776  | \$      |
| Services    | 4 |         |       | $28,554 |            | 853,330 |
|             | 0 |         |       |         |            |         |
+-------------+---+---------+-------+---------+------------+---------+
| Increa      | 1 | 0       | 8     | \$806   | \$49,194   | \       |
| ses/offsets | 6 |         |       |         |            | $50,000 |
+-------------+---+---------+-------+---------+------------+---------+
| Grand Total | 3 | 0       | 348   | \       | \$873,970  | \$      |
|             | 5 |         |       | $29,360 |            | 903,330 |
|             | 6 |         |       |         |            |         |
+-------------+---+---------+-------+---------+------------+---------+

> **Program Offset**
>
> **Item Name: [National Institute of Corrections Funding & Other
> Activities]{.underline}**
>
> Budget Decision Unit: **[Contract Confinement]{.underline}**
>
> Strategic Goal(s) & Objective(s): **[Goal 3; Objectives 3.3 and
> 3.4]{.underline}**
>
> Organizational Program: **[NIC & Contract Beds]{.underline}**
>
> Program Increase: Positions **[0]{.underline}** Correctional Officers
> **[0]{.underline}** FTE [**-57**]{.underline} Dollars
> -**[\$28,000,000]{.underline}**
>
> [Description of Item]{.underline}
>
> There are program decreases of \$28 million in this budget which
> eliminate funding for the NIC and other activities in the Contract
> Confinement decision unit. NIC is 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 that 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 2007, the NIC provided training to more than 59,000
> corrections professionals and others nationwide viewed NIC's satellite
> broadcasts and satellite training programs. In addition, more than
> 4,000 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.
>
> [Total Request for this Item]{.underline}

+-------------+---+---------+-------+---------+------------+---------+
|             | P | Corr.   | FTE   | Pe      | Non        | Total   |
|             | o |         |       | rsonnel | -Personnel |         |
|             | s | Officer |       |         | (\$000)    | (\$000) |
|             |   |         |       | (\$000) |            |         |
+-------------+---+---------+-------+---------+------------+---------+
| Current     | 5 | 0       | 57    | 0       | 0          | 22,138  |
| Services    | 7 |         |       |         |            |         |
+-------------+---+---------+-------+---------+------------+---------+
| Increa      | 0 | 0       | -57   | 0       | 0          | -28,000 |
| ses/offsets |   |         |       |         |            |         |
+-------------+---+---------+-------+---------+------------+---------+
| Grand Total | 5 | 0       | -0-   | 0       | 0          | \       |
|             | 7 |         |       |         |            | $-5,862 |
+-------------+---+---------+-------+---------+------------+---------+

> **c. Result of Program Assessment Rating Tool (PART) Reviews**
>
> See Inmate Care and Programs Decision UnitNumber range CHAPTER
>
> **V. E-Gov Initiatives**

**E-Government Initiatives**

> The Justice Department is fully committed to the President's
> Management Agenda (PMA) and the E-Government initiatives that are
> integral to achieving the objectives of the PMA. The E-Government
> initiatives serve citizens, business, and federal employees by
> delivering high quality services more efficiently at a lower price.
> The Department is in varying stages of implementing E-Government
> solutions and services including initiatives focused on integrating
> government wide transactions, processes, standards adoption, and
> consolidation of administrative systems that are necessary tools for
> agency administration, but are not core to DOJ's mission. To ensure
> that DOJ obtains value from the various initiatives, the Department
> actively participates in the governance bodies that direct the
> initiatives and we communicate regularly with the other federal
> agencies that are serving as the "Managing Partners" to ensure that
> the initiatives meet the needs of the Department and its customers.
> The Department believes that working with other agencies to implement
> common or consolidated solutions will help DOJ to reduce the funding
> requirements for administrative and public-facing systems, thereby
> allowing DOJ to focus more of its scarce resources on higher priority,
> mission related needs. DOJ's modest contributions to the
> Administration's E-Government projects will facilitate achievement of
> this objective.
>
> **A. Funding and Costs**
>
> The Department of Justice participates in the following E-Government
> initiatives and Lines of Business:

+-----------------+-----------------+-----------------+----------------+
| > Business      | > E-Travel      | > Integrated    | > Case         |
| > Gateway       |                 | > Acquisition   | > Management   |
|                 |                 | > Environment   | > LoB          |
+-----------------+-----------------+-----------------+----------------+
| > Disaster      | > Federal Asset | > IAE - Loans & | > Geospatial   |
| > Assistance    | > Sales         | > Grants - Dunn | > LoB          |
| > Improvement   |                 | > & Bradstreet  |                |
| > Plan          |                 |                 |                |
+-----------------+-----------------+-----------------+----------------+
| > Disaster      | > Geospatial    | > Financial     | > Budget       |
| > Assist.       | > One-Stop      | > Mgmt.         | > Formulation  |
| > Improvement   |                 | > Consolidated  | > and          |
| > Plan -        |                 | > LoB           | > Execution    |
| > Capacity      |                 |                 | > LoB          |
| > Surge         |                 |                 |                |
+-----------------+-----------------+-----------------+----------------+
| > E             | >               | > Human         | > IT           |
| -Authentication | GovBenefits.gov | > Resources LoB | >              |
|                 |                 |                 | Infrastructure |
|                 |                 |                 | > LoB          |
+-----------------+-----------------+-----------------+----------------+
| > E-Rulemaking  | > Grants.gov    | > Grants        |                |
|                 |                 | > Management    |                |
|                 |                 | > LoB           |                |
+-----------------+-----------------+-----------------+----------------+

> The Department of Justice E-Government expenses -- i.e. DOJ's share of
> e-Gov initiatives managed by other federal agencies -- are paid for
> from the Department's Working Capital Fund. These costs, along with
> other internal E-Government related expenses (oversight and
> administrative expenses such as salaries, rent, etc.) are reimbursed
> by the components to the WCF. The Bureau of Prisons (BOP)
> reimbursement amount is based on the anticipated or realized benefits
> from an e-Government initiative. As such, the BOP E-Government
> reimbursement to the WCF is \$1.896 million for FY2008. The
> anticipated BOP e-Government reimbursement to WCF is \$2.287 million
> for FY2009.
>
> **B. Benefits**
>
> The BOP established baseline cost estimates for each IT investment
> being (or planned to be) modified, replaced, or retired due to the
> Department's use of an E-Government or Line of Business initiative.
> The BOP is measuring actual costs of these investments on an ongoing
> basis. As the BOP completes migrations to common solutions provided by
> an E-Government or Line of Business initiative, the BOP expects to
> realize cost savings or avoidance through retirement or replacement of
> legacy systems and/or decreased operational costs. The table below
> represents only those E-Government initiatives and Lines of Businesses
> where the BOP expects to realize benefits in FY2008 and FY2009.

  ------------------ ------------ ------------- ----------------------------------
  **E-Gov            **FY 2008    **FY 2009     **Comments**
  Initiative**       Benefits**   Anticipated   
                                  Benefits**    

  E-Training                                    For FY2008, BOP realized the
                                                benefits of tracking mandatory
                                                training for 35,000 staff. For FY
                                                2009, BOP anticipates full
                                                delivery of online courses for all
                                                staff. Such delivery will reduce
                                                travel cost and provide increased
                                                efficiency in the delivery of
                                                training. Cost for the procurement
                                                of content development and
                                                delivery will be reduced

                                                

                                                
  ------------------ ------------ ------------- ----------------------------------

[^1]: 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. Since 2002 the BOP continues to see a very high level of
    drug convictions that seem to have leveled off over the past 12
    months, but the immense growth in weapons convictions (an increase
    of over 60 percent in the four year period of 2002 to 2006), and
    immigration convictions (an increase of nearly 50 percent for the
    same period) have continued.

[^2]:
    > The population 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).
    > Additional capacity projections are tied to future enactment of
    > funding for contract beds, new construction, and activations.