across the country. The Life Connections
Program (LCP) is provided in partnership
with various faith communities nation-
wide. Faith groups at the inmates’ release
destinations will be asked to volunteer
as support groups for inmate participants
upon release. Designed to reduce recidi-
vism, this program has an evaluation com-
ponent.

During FY 2002, there were approximately
2,600 inmates who participated in the
Religious Diet Program.

HM Recognizing that female offenders
serve their period of incarceration differ-
ently than males, the BOP implemented a
new mandatory training course for staff
working with female offenders, The new
course provides a comprehensive over-
view of factors that affect the behavior of
female offenders in custody. These fac-
tors include emotional concerns, family
relationships, health concerns, trauma
and/or abuse issues, and physical issues.
The BOP continues to develop and imple-
ment special programs to meet the unique
needs of the female offender population.
Several facilities offer intensive treatment
programs designed to help female offend-
ers with histories of chronic sexual, emo-
tional, or physical abuse by teaching them
strategies to handle their victimization and
methods for grieving over lost relation-
ships and developing positive relation-
ships.

TM@ In FY 2002, the BOP continued to
assess and adjust its health care delivery
system so as to provide medical care to
inmates in the most effective and efficient

manner. This included the implementa-
tion of primary care provider teams. Each
inmate is assigned to a medical team that
has responsibility for managing the
inmate’s health care needs. The main
goals of thcsc primary care provider
teams are to enhance continuity of care,
promote preventive health care, and
reduce duplication of services. The Bu-
reau has also continued to identify and
treat mentally-ill offenders at the most
appropriate therapeutic level.

TM During the fiscal ycar, the Bureau
continued its TeleHealth program to
improve health care delivery and reduce
TeleHealth is the use of telecom-
munications technologies to exchange
health information and provide health care
services to inmates within BOP facilities.
TeleHealth enables a medical professional
to diagnose and treat patients from

costs.

remote locations. The Bureau uses
TeleHealth to connect institutions with
community health care providers, as well
as to connect BOP facilities with each
other. Additionally, TeleHealth improves
security (especially at high security peni-
tentiaries) because an inmate does not
leave the confines of an institution to
receive an examination and evaluation.
During the year, medical personnel at
MCFP Springfield, FMC Butner, and FMC
Devens provided TeleHealth consults to
anumber of BOP facilities. These medi-
cal referral centers also provided continu-
ing professional education programs to
other BOP institutions through the
TeleHealth network.

Building Partnerships:

The BOP will continue to seek opportu-
nities for expanding the involvement of
community, and local, State, and Fed-
eral agencies, in improving the effective-
ness of the services it provides to offend-
ers and constituent agencies. The active
participation by BOP staff to improve
partnerships will allow the BOP to carry
out its mission within the criminal jus-
tice system and to remain responsive to
other agencies and the public. The BOP
will develop partnerships to focus the
shared responsibility for the establish-
ment of a supportive environment pro-
moting the reintegration of offenders into
the community.

Law enforcement and prosecutorial
initiatives continued to create a need for
bedspace for unsentenced prisoners and
detainees. The BOP currently operates
12 detention centers that confine prima-
tily U.S. Marshals Service (USMS) pris-
oners. At the close of FY 2002, 16 other
ROP facilities also provided bedspace for
the USMS.

At the end of the fiscal year, the BOP con-
fined approximately 30 percent of the
total pre-trial population for the USMS.
The Bureau also housed approximately
3,000 Immigration and Naturalization Ser-
vice (INS) criminal alien detainees in BOP
institutions and contract facilities.

@ The Institution Hearing Program
(THP) continues to help reduce the num-
ber of non-U.S. citizen inmates detained
after service of their sentence. At the end
of FY 2002, 14 BOP facilities functioned


40

USP Florence
P.O. Box 7500

Florence, Colorado 81226
719-784-9454

Fax: 719-784-5150

North Central Region

Judicial District: Colorado

Population: 962
Staff: 308

Location: See ADX Florence.

FCI Forrest City
P.O. Box 7000

Forrest City, Arkansas 72336
870-630-6000

Fax: 870-630-6250

South Central Region

FCI Fort Dix

P.O, Box 38

Fort Dix, New Jersey 08640
609-723-1100

Fax: 609-723-6847
Northeast Region

FORT WORTH

FMC Fort Worth
3150 Horton Road

Fort Worth, Texas 76119-
5996

817-534-8400

Fax: 817-413-3350

South Central Region

FCI Greenville
P.O. Box 4000,

100 U.S. Route 40
Greenville, Illinois 66246
618-664-6200

Fax: 618-664-6372

North Central Region

Security level: Low/Male
(adjacent Minimum/Male Camp)
Judicial District: Eastern
Arkansas

Population: FCI: 1,801 Camp: 236
Staff 312

Security level: Low/Male
(adjacent Minimum/Male Camp)
Judicial District: New Jersey

Population: FCI: 3,978 Camp: 428
Staff: 628

Security level: Administrative/
Male
Judicial District: Northern Texas

Population: 1,536
Staff: 397

Security level: Medium/Male
(adjacent Minimum/Female Camp)
Judicial District: Southern Illinois

Population: FCI: 1,240 Camp: 210
Staff 281

Location: In eastern Arkansas,
between Little Rock (85 miles
west) and Memphis (45 miles
East), and near Interstate 40.
The area is served by air and
rail in Memphis, and Forrest
City is directly served by
commercial bus lines.

Location: In central New Jersey,
approximately 45 minutes east
of Philadelphia. Off Route 68,
follow signs for Fort Dix/
McGuire Air Force Base. The
area is served by Philadelphia
International Airport, Amtrak,
and commercial bus lines.

Location: In north central Texas,
in southeast Fort Worth. North
of Interstate 20 and east of
Interstate 35. The area is served
by Dallas/Fort Worth Interna
tional Airport, Amtrak, and
commercial bus lines.

Location: Approximately 43 miles
east of St. Louis, Missouri, and
63 miles from Springfield, Illinois.
The area is served by airports in
St. Louis, Mascoutah, Greenville,
and Vandalia; Amtrak service in
Alton and St. Louis; and commer-
cial bus service in Vandalia.


36

FMC Carswell
P.O. Box 27066

“J” Street, Building 3000
Fort Worth, Texas 76127
817-782-4000

Fax: 817-782-4875

South Central Region

MCC Chicago
71 West Van Buren
Chicago, Illinois 60605
312-322-0567

Fax: 312-322-1120
North Central Region

FCC Coleman

(Administrative)
846 NE. 54th Terrace
Coleman, Florida
33521-1029

352-689-5000

Fax: 352-689-3013

Southeast Region

FCI Coleman
(Low)

846 NE. 54th Terrace
Coleman, Florida
33521-1021
352-689-4000

Fax: 352-330-0259

Southeast Region

FCI Coleman
(Medium)
846N.E. 54th Terrace
P.O. Box 1022
Coleman, Florida

33521-1022

352-689-5000
Fax: 352-330-0552
Southeast Region

Security level: Administrative

Location: In the northeast corner

Female (adjacent Minimum/Female of the Naval Air Station, Joint

Camp)
Judicial District: Northern Texas

Population: FMC: 1,146 Camp: 211
Staff: 413

Security level: Administrative/
Male/Female

Judicial District: Northern Illinois

Population: 706
Staff: 215

FCC Coleman’s administrative
facility provides various
administrative services to the
Coleman Complex.

Staff 266

Low/Male
Judicial District: Middle Florida

Population: 2,059
Staff: 196

Security level: Medium/Male
(adjacent Minimum/Female

Camp)
Judicial District: Middle Florida

Population: FCI: 1,659 Camp: 426

Staff: 234

Reserve Base, | mile from
Highway 183 and 3 miles trom
Interstate 30. The area is served
by Dallas-Fort Worth Airport,
the Fort Worth Transportation
Authority, Amtrak, and commer-
cial bus lines.

Location: In downtown Chicago,
at the intersection of Clark and
Van Buren Streets. The area is
served by Midway and O’Hare
Airports, Amtrak, and commer-
cial bus lines.

Location: In central Florida,
approximately 50 miles north-
west of Orlando, 60 miles
northeast of Tampa, and 35 miles
south of Ocala. The Complex is
located south of the town of
Coleman, off Highway 301 on
State Road 470 in Sumter
County.

Location: see FCC Coleman
(Administrative).

Location: see FCC Coleman
(Administrative).


Pe F
<i
a

NELLIS)

im

FCI Milan

P.O. Box 9999

Arkona Road

Milan, Michigan 48160
734-439-1511

Fax: 734-439-0949
North Central Region

FPC
Montgomery
Maxwell Air Force Base
Montgomery, Alabama 36112
334-293-2100

Fax: 334-293-2326
Southeast Region

FCI Morgantown
Greenbag Road.

PO.Box 1000

Morgantown, West Virginia
26507-1000

304-296-4416

Fax: 304-284-3613
Mid-Atlantic Region

FPC Nellis
CS.4500

North Las Vegas, Nevada
89036-4500

702-644-5001

Fax: 702-643-2303
Western Region

MCC New York
150 Park Row

New York, New York 10007
646-836-6300

Fax: 646-836-7751
Northeast Region

Security level: Low/Administra-
tive/Male

Judicial District: Eastern
Michigan

Population: 1,426
Staff: 357

Security Level: Minimum/Male
Judicial District: Middle Ala-
bama

Population: 802
Staff: 114

Security Level: Minimum/Male
Judicial District: Northern
West Virginia

Population: 1,058
Staff: 191

Security Level: Minimum/Male
Judicial District: Nevada

Population: 552
Staff: 75

Security Level: Administrative/
Male/Female

Judicial District: Southern
New York

Population: 892
Staff: 275

Location: 45 miles south of
Detroit and 35 miles north of
Toledo, in the town of Milan.
OfF TLS. 23 (exit 27). The area is
served by Detroit Metro and
Toledo Express airports,
Amtrak, and commercial bus
lines.

Location: On Maxwell Air Force
Base, off Interstates 65 and 85.
The area is served by Donnelly
Field (airport) and commercial
bus lines.

Location: In north central West
Virginia, on the southern edge
of Morgantown. Off State
Highway 857 (Greenbag Road).
The area is served by the
Morgantown Municipal Airport
and commercial bus lines.

Location: 15 miles from down-
town Las Vegas on Nellis Air
Force Base, Area IT. Las Vegas
is served by McCarren Interna-
tional Airport and commercial
bus lines.

Location: In downtown
Manhattan, adjacent to Foley
Square and across the street
from the Federal courthouse.

The area is served by
LaGuardia, Kennedy, and
Newark Airports; Amtrak, and
commercial bus lines.

45


direct compensation to victims for losses
resulting from crime or to victims assis-
tance and support groups.

@ In FY 2002, the BOP continued to
serve victims of crime through the
Victim/Witness Notification Program.
Victims and witnesses who are enrolled
in the program are informed of changes
in the status of the inmate-perpetrators,
including the date and location of initial
incarceration and release status (such as
a parole decision, a community correc-
tions center placement, or an expiration
of sentence). Through September 2002,
the BOP monitored 9,360 inmates, with
more than 42,000 identified victims or
witnesses.

The Bureau, in conjunction with the FBI,
the Executive Office for United States
Attorneys (EOUSA), and the Office for
Victims of Crime, developed an automated.
Victim Notification System (VNS) and
implemented the system nationwide in FY
2002. VNS isa victim information system
that opcrates on the Department of Jus-
tice Intranet. VNS links the FBI, EOUSA,
and the BOP and allows these agencies
to share victim information. The system
contains the names of all victims of Fed-
eral crime and will improve the accuracy
of victim information and the efficiency
with which notifications are made. Addi-
tionally, VNS permits each victim easy
access to inmate public information
through an automated telephone system.
By accessing the VNS call center, the vic-
tim will be able to retrieve the location of
the inmate, scheduled parole hearing

dates, a halfway house placement date,
and the inmate’s projected release date.

The BOP also continued to conduct
Victim Impact Panels and Victim Aware-
ness Groups as part of the inmate release
preparation curriculum. The programs are
designed to increase inmates’ awareness
of the individual and social costs of crime.
Inmates hear victims’ first-hand accounts
of how crime has affected their lives.
They stress personal responsibility and
the consequences of criminal behavior
from the victims’ perspective. Through
these activities, the BOP hopes to get
offenders to recognize the impact their
behavior has on people’s lives and to
change future behavior.

M@  InFY 2002, 25 institutions received
initial accreditation or reaccreditation from
the American Correctional Association
(ACA). ACA accreditation provides
external certification that Federal prisons
provide decent living conditions, offer
adequate programs and services, and
accommodate inmates’ constitutional
rights by ensuring compliance with more
than 480 standards developed by correc-
tions professionals. At the end of FY 2002,
90 institutions maintained accreditation
status, and another 8 were pursuing
accreditation.

@ > While ACA accreditation demon-
strates that BOP institutions meet basic
performance standards, the BOP uses a
number of additional measures to moni-
tor and assess each institution’s perfor-
mance. The Bureau conducts program

reviews or internal audits; tracks rates of
inmate misconduct (including assault,
homicide, escape, and drug and alcohol
use) at each facility; and conducts remote
and onsite surveys and assessments of
staff and inmate morale as a broad gauge
of each institution’s social climate. This
array of internal and external assessment
tools helps the BOP ensure that every
institution is providing high-quality
programs in an efficient manner and

ensures safe and secure operations.

During FY 2002, a total of 492 program
reviews were conducted in institutions,
community corrections offices, regional
offices, and the Central Office to assess
program performance and compliance
with established policies and procedures.
The program review process allows the
BOP to assess and evaluate efforts geared
toward the accomplishment of the
agency’s mission.

The BOP conducted 26 Institution Char-
acter Profiles in FY 2002. Institution Char-
acter Profiles, which are derived from
interviews of staff, inmates, non-BOP law
enforcement officials, and citizens, pro-
vide administrators with feedback on
perceptions about the management,
security, safety, and community presence
of each institution.

@ During FY 2002, 21 audits were initi-
ated by the General Accounting Office or
the Department of Justice’s Office of the
Inspector General, 11 audits were suc-
cessfully closed, and 30 were active at
the close of the year. Through success-
ful resolution of these audits, the BOP


Raleigh CCM Office

310 New Bern Avenue, Room 325
Raleigh, NC 27601

919-856-4548, Fax: 919-856-4777
Districts: Southern West Virginia, East-
ern/Middle/Western North Carolina,
Western Virginia

Sacramento CCM Office

5011 Street, Suite 9-400

Sacramento, CA 95814

916-930-2010, Fax: 916-930-2008
District: Eastern/Northern California,
Guam, Hawaii

St. Louis CCM Office

The Robert A. Young Building
1222 Spruce Street

Suite 6.101

St. Louis, MO 63103

314-539-2376, Fax: 314-539-2465
Districts: Southern Mlinvis, Eastern
Missouri, Southern Indiana

Salt Lake City CCM Office
324 South State Street, Suite 228

Salt Lake City, UT 84111

801-524-4212, Fax: 801-524-3112
Districts: Utah, Wyoming, Nevada,

Montana

San Antonio CCM Office

727 HF. Garcia Boulevard, Suite B-138
San Antonio, TX 78206

210-472-6225, Fax: 210-472-6224
District: Western Texas (Austin, San
Antonio, and Waco)

Seattle CCM Office

3160 Jackson Federal Building
915 Second Avenue

Seattle, WA 98174

206-220-6593, Fax: 206-220-6591
Districts: Alaska, Oregon, Idaho,
Western/Eastern Washington

35


Community Corrections

ommunity Corrections is an in-

tegral component of the

Bureau’s correctional programs.
Community corrections staff develop and
administer contracts for community-based
correctional programs and serve as the
Bureau’s local liaison with the Federal
courts, the U.S. Marshals Service, State
and local corrections, and a variety of
community groups.

The Bureau contracts with community
corrections centers (also known as half-
way houses) to provide assistance to
inmates who are nearing release from
prison. Community corrections centers
provide a structured, supervised environ-
ment and support in job placement, coun-
seling, and other services. Community
corrections centers allow inmates to
gradually rebuild their ties to the commu-
nity, and they allow contract staff to su-
pervise offenders’ activities during this
readjustment phase. An important com-
ponent of the community corrections
center program is transitional drug abuse
treatment for inmates who have com-
pleted residential substance abuse treat-
ment while confined in a Bureau institu-
tion.

Some Federal inmates are placed on home
confinement for a brief period at the end
of their prison terms. They serve this
portion of their sentences at home under
strict schedules and curfew requirements.
Some community corrections centers

enhance the accountability of inmates on
home confinement through electronic
monitoring.

Approximately 45 percent of Federal
offenders in community-based programs
are housed in comprehensive sanctions
centers. Comprehensive sanctions cen-
ters are similar to community corrections
centers, but they have a more structured
system for granting offenders gradual
access to the community. They also
require inmates to participate in more pro-
grams and they formally involve the U.S.
Probation Office in the release planning
process.

Through the community corrections pro-
gram, the Bureau has developed agree-
ments with State and local governments
and contracts with privately-operated
facilities for the confinement of juvenile
offenders and for the detention or secure
confinement of some Federal inmates.

The Bureau’s community corrections
program is administered by the staff of
the Correctional Programs Division in the
Central Office in Washington, DC, com-
munity corrections regional administra-
tors and regional management teams in
each of the Bureau’s six regional offices,
and the employees of 28 community cor-
rections management (CCM) field offices
throughout the United States. The ficld
offices are responsible for all community
corrections activities within their as-
signed judicial districts.

Atlanta CCM Office
715 McDonough Blvd., SE.
Atlanta, GA 30315

404-635-5673, Fax: 404-730-9785
Districts: Georgia, South Carolina

Baltimore-MARO CCM Office

10010 Junction Drive, Suite 101-N
Annapolis Junction, MD 20701
301-317-3281, Fax: 301-317-3138

Fax DC: 301-317-3184

Districts: Maryland, Delaware, Northern
‘West Virginia, Eastern Virginia, District of
Colunbia

Boston CCM Office

JFK Federal Building, Suite 2200
Boston, MA 02203

617-565-4293, Fax: 617-565-4297
Districts: Massachusetts, Vermont,
Connecticut, Maine,

Rhode Island, New Hampshire

Chicago CCM Office

200 West Adams, Suite 2915
Chicago, IL 60606

312-886-2114, Fax: 312-886-2118
Districts: Central/Northern Illinois,
Eastern/Western Wisconsin

Cincinnati CCM Office

36 East 7th Street, Suite 2107-A
Cincinnati, OH 45202
513-684-2603, Fax: 513-684-2590
Districts: Northern/Southern Ohio

53


Personnel

Personnel, September 21, 2002

Staff to Inmate Ratio

Gender

Male... we 71.9%
Female + 28.1%
Race/Ethnicity

White .... ss 64.5%
African American .. + 21,2%
Hispanic ..... 10.8%

Education

High school... 237.2%

Technical school

Some college .. .
Bachelor’s degree .. 18.5%
Some graduate work . 21%

Master’s degree
PhD. ...

Other advanced professional degree

4.5%
1.6%
16%

Age

59


i

a)

FCI Terminal
Island

1299 Seaside Avenue
Terminal Island, California
90731

310-831-8961

Fax: 310-732-5335

Western Region

USP Terre Haute
Highway 63 South

Terre Haute, Indiana 47808
812-238-1531

Fax: 812-238-9873

North Central Region

FCI Texarkana
P.O. Box 9500

Texarkana, Texas 75505
903-838-4587

Fax: 903-223-4417

South Central Region

FCI Three Rivers
P.O. Box 4000
Three Rivers, Texas 78071
361-786-3576
Fax: 361-786-5069
South Central Region

FCI Tucson
8901 South Wilmot Road
Tucson, Arizona 85706
520-574-7100

Fax: 520-574-4206
Western Region

Security Level: Medium/Male
Judicial District: Central Califor-
nia

Population: 1,039
Staff: 309

Security Level: High/Male
(adjacent MinimunyMale Camp;
operates Special Confinement
Unit for inmates under Federal
death sentences)

Judicial District: Southern Indiana

Population: USP: 1,002 Camp: 397
Staff: 484

(adjacent Minimum/Male Camp)
Judicial District: Eastern Texas

Population: FCI: 1,379 Camp: 251
Staff: 293

(adjacent Minimum/Male Camp)
Judicial District: Southern Texas

Population: FCI: 1,084 Camp:
267
Staff: 295

Administrative Male/Female
Judicial District: Arizona

Population: 809
Staff: 222

Location: In Los Angeles
Harbor, between San Pedro and
Long Beach. Off Harbor
Freeway (110 South) at the
Terminal Island exit. Cross the
Vincent Thomas Bridge to the
Ferry Street exit. The area is
served hy Tas Angeles
International Airport, Long
Beach Airport, Amtrak, and

ial bus li

Location: Two miles south of
the City of Terre Haute, which is
70 miles west of Indianapolis on
Interstate 70. The institution is
located on Highway 63. The
area is served by Hulman
Regional Airport and commer-
cial bus lines.

Location: In northeast Texas
near the Arkansas border, 70
miles north of Shreveport,
Louisiana, and 175 miles east of
Dallas. Off Route 59 south, on
Leopard Drive.

Location: About 80 miles south
of San Antonio and 73 miles
northwest of Corpus Christi. On
Interstate 37, 9 miles west of the
town of Three Rivers; near the
Choke Canyon Reservior.

Location: In southern Arizona,
10 miles southeast of the city of
Tucson, near Interstate 10 and
Wilmot Road. The area is
served by Tucson International
Airport, Amtrak, and commercial
bus lines.

51


Strategic Planning Objectives for FY 2003

Introduction

This section lists the national objectives
that support the Bureau’s long-term
goals. Each office or facility within the
Bureau (Central Office, regional offices,
institutions, training centers, and commu-
nity corrections offices) has its own stra-
tegic plan with action steps and perfor-
mance measures in support of these goals
and objectives.

Population
Management

Objective 1.01

Complete construction and begin activa-
tion of seven new facilities which will add
4,416 beds in rated capacity.

Objective 1.02

Continue construction of 17 new facili-
ties which are expected to be substan-
tially completed and begin activation in
FY 2004 and FY 2005. This objective will
result in adding 12,480 beds in rated ca-
pacity once the facilities are activated.

Objective 1.03

Design and implement a 5-year evalua-
tion of the cost effectiveness and opera-
tional success of the private prison op-
erations at the Taft correctional facilities,
a 3-year evaluation of the private medical
services provided at the Beaumont facili-
ties, and a 1-year study of the cost effec-
tiveness and feasibility of private sector

and governmental operation of prisons
at all security levels, including a review
of relevant literature and related legal

issues.
Objective 1.04

Increase the use of cost-effective com-
munity-based placement by maintaining
20 percent of the overall community
corrections center population on home
confinement,

Objective 1.05

Within budgetary resources, make maxi-
mum use of community corrections bed
space, particularly by consistent place-
ment of inmates from secure facilities, and
use target utilization rates for institutions
of at least the following:

Minimum: 80 percent
Low: 70 percent

Medium: 65 percent
Objective 1.06

Unless there is a compelling reason to
the contrary in a particular case, all juve-
niles in BOP custody shall be housed
within 250 miles of their families in facili-
ties that provide appropriate rehabilita-
tive programs. A “compelling reason”
shall include a determination by the sen-
tencing court or by the BOP that the in-
terests of justice or of the juvenile would
be better served by housing the juvenile
farther from their family.

Human Resource
Management

Objective 2.01

Develop and implement recruitment and
retention strategies at targeted BOP
components to more effectively achieve
a balanced, diverse workforce.

Objective 2.02

Design and implement a comprehensive
recruitment and retention strategy to staff
hard to fill positions.

Objective 2.03

Strengthen the Bureau’s professional
work environment to further eliminate all
forms of harassment, discrimination, and
workplace violence.

Objective 2.05

Develop an efficient training delivery
system combining quality, technology,
and cost effectiveness, thereby optimiz-
ing institution operations.

Objective 2.09

Enhance and develop training programs
to foster positive communication be-
tween staff by reinforcing the Bureau’s
cultural anchors and core values and by
Promoting respect and sensitivity among
staff.

23


MDC Guaynabo
P.O. Box 2146

San Juan, Puerto Rico
00922-2146

787-749-4480

Fax: 787-775-7824
Southeast Region

FDC Honolulu
351 Elliot Street

P.O. Box 30547
Honolulu, Hawaii 96820
808-838-4200

Fax: 808-838-4510

Western Region

Security level: Administrative/
Male/Female

Judicial District: Puerto Rico,
U.S. Virgin Islands

Population: 1,169
Staff 266

Security level: Administrative/
Male/Female
Judicial District: Hawaii

Population: 498
Staff: 224

FDC Houston
1200 Texas Avenue

P.O. Box 526245

Houston, Texas 77052-6245
713-221-5400

Fax: 713-229-4200

South Central Region

FCI Jesup

2600 Highway 301 South
Jesup, Georgia 31599
912-427-0870

Fax: 912-427-1125
Southeast Region

FCI La Tuna

P.O. Box 1000

8500 Doniphan

Anthony, New Mexico-Texas
88021

915-886-3422

Fax: 915-886-4951
South Central Region

Security level: Administrative/
Male/Female
Judicial District: Southern Texas

Population: 1,000
Staff: 247

Security Level: Medium/Male
(satellite T.ow/Male Facility and
adjacent Minimum/Male Camp)
Judicial District: Southern Georgia

Population: FCI: 1,077 FSL: 584

Camp: 141
Staff: 348

Security level: Low/Male
(satellite Low/Male Facility and
adjacent Minimum/Male Camp)
Judicial District: Western Texas

Population: FCI: 1,077 FSL: 435

Camp: 139
Staff 377

Juan, Puerto Rico, off Highway
22 at the intersection of Roads
165 and 28. The area is served
by San Juan International
Airport.

Location: Adjacent to Honolulu
International Airport on the
Aloha/Hawaiian Airlines side.

Houston at the intersection of
Texas and San Jacinto Avenues.
The area is served by George
Bush International Airport,
William P. Hobby Airport,
Amtrak, and commercial bus
lines.

Location: In southeast Georgia
on Route 301, 65 miles south-
west of Savannah, 40 miles
northwest of Brunswick, and
105 miles northwest of Jackson-
ville, Florida. The area is served
by airports in Jacksonville,
Savannah, and Brunswick and
by Amtrak.

Location: On the Texas and New
Mexico border, 12 miles north of
the city limits of El Paso, off
Interstate 10, on State Highway
20. The area is served by El Paso
International Airport, Amtrak,
and commercial bus lines.




34

FCI Beaumont
(Low)

P.O. Box 26025

4550 Hebert Road
Beaumont, Texas 77720
409-727-8172

Fax: 409-626-3500
South Central Region

FCI Beaumont
(Medium)

P.O. Box 26045,

4550 Hebert Road
Beaumont, Texas 77720
409-727-0101

Fax: 409-720-5000.

South Central Region

USP Beaumont
P.O. Box 26035

4550 Hebert Road
Beaumont, Texas 77720
409-727-8188

Fax: 409-626-3700

South Central Region

FCI Beckley
PO. Box 1280
Beaver, West Virginia
25813

304-252-9758

Fax: 304-256-4956
Mid-Atlantic Region

* BIG SPRING

FCI Big Spring
1900 Simler Avenue

Big Spring, Texas
79720-7799

915-263-6699

Fax: 915-268-6860

ae

South Central Region

Security Level: Low/Male
Judicial District: Eastern Texas

Population: 2,006
Staff 218

Security Level: Medium/Male
Judicial District: Eastern Texas

Population: 1,686
Staff: 191

Security Level: High/Male
(adjacent Minimum/Male Camp)
Judicial District; Eastern Texas

Population: USP: 1,351 Camp: 316
Staff: 296

Security Level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Southern

West Virginia

Population: FCI: 1,791 Camp: 348.
Staff: 385

Security Level: Low/Male
(adjacent Minimum/Male Camp)
Judicial District: Northern Texas

Population: FCI: 825 Camp: 131
Staff: 244

Location: See FCC Beaumont
(Administrative).

Location: See FCC Beaumont
(Administrative).

Location: See FCC Beaumont
(Administrative).

Location: Approximately 51 miles
southeast of Charleston, West
Virginia; and 136 miles northwest
of Roanoke, Virginia. The
institution’s street address is
1600 Industrial Park Road. The
area is served by airports in
Charleston and Beckley, Amtrak,
and commercial bus lines.

Location: Midway between
Dallas and El Paso, on the
southwest edge of Big Spring.
At the intersection of Interstate
20 and U.S. Highway 80. The
area is served by Midland/
Odessa Airport, a small munici-
pal airport, and commercial bus
lines.


20

as IHP hearing sites, including contracted

facilities where low security inmates are
housed. Sixteen additional sites facilitate
THP releases for inmates who have com-
pleted the IHP process. At facilities with
THP hearing programs, INS staff work on
site, reviewing files and administratively
completing many of the cases. The Ex-
ecutive Office for Immigration Review
conducts any necessary hearings, either
in person or by video conferencing,

At the end of the fiscal year, the total
number of beds provided by the BOP for
inmates in the IHP was 16,836. This in-
cludes 6,883 beds for those awaiting/
undergoing hearings. The remaining IHP
beds were allocated for inmates awaiting
deportation upon completion of their sen-
tences.

TM@ After the September 2001 attacks,
Bureau institutions located in New York
City, NY served as a primary point of con-
tact and liaison between area law enforce-
ment and Federal agencies on emergency
and crisis management issues. Partner-
ships with local law enforcement agen-
cies were enhanced through the collabo-
rative response to that tragic incident.

TM@ The BOP, USMS, and INS continue
to work together to ensure the safe and
efficient transportation of prisoners be-
tween the courts, institutions/detention
facilities, and on international deportation
flights. Through the Justice Prisoner and
Alien Transportation System (JPATS), an
interagency network of bus/van routes
and airlift flights, the BOP, USMS, and
INS managed 270,273 prisoner move-
ments in FY 2002.

In January 2002, the BOP implemented a
new bus route through the Mid-Atlantic
Region to facilitate the movement of
prisoners from the District of Columbia.
The weekly run has moved 944 prisoners
to and from the D.C. jail.

@ During FY 2002, the National Insti-
tute of Corrections (NIC) provided train-
ing to 12,469 executives, trainers, and
specialists working in state and local cor-
rections, and conducted six distance
learning video conferences, three dis-
tance learning events, and one E-learn-
ing pilot program. All together these pro-
grams were viewed by approximately
45,259 corrections professionals and
others nationwide. In addition, the Jails
Division within NIC conducted 19 part-
nership programs which were hosted by
various local agencies. These programs
were attended by 450 participants repre-
senting 229 local agencies. NIC also pro-
vided 357 responses to technical assis-
tance requests from state and local cor-

rections agencies.

NIC awarded 45 cooperative agreements
to support a variety of projects that will
advance State and local corrections and
corrections overseas. Of these, the Jails
Division awarded nine cooperative agree-
ments on a variety of projects that will
advance the professionalism of local cor-
rections agencies. These cooperative
agreements included training curriculum
updates, a mental health newsletter which
is distributed quarterly to more than 2,000
subscribers, training videos, document
development, and an American Jail
Association update of Whos Who in Jail
Management.

A significant amount of NIC’s training
and assistance focused on prison and jail
management and operations, leadership
in corrections, offender management,
facility development, mental health ser-
vices in jails and prisons, staff sexual mis-
conduct, community response to women
offenders, institutional culture, and chang-
ing offender behavior to promote public
safety. NIC continues to utilize new tech-
nology for the benefit of state and local
correctional agencies with the use of
satellite video broadcasting on a variety
of current topics in corrections.

@ NIC entered into a cooperative agree-
ment with the American University
Washington College of Law in July 2000
to provide training to correctional practi-
tioners on staff sexual misconduct with
inmates, to develop curricula and other
training materials on staff sexual miscon-
duct with inmates, and to host a meeting
to generate discussion and strategies
throughout the corrections system. Plans
are in place to continue two key programs:
Addressing Staff Sexual Misconduct with
Inmates and Investigating Allegations of
Staff Sexual Misconduct.

@ = NIC’s Special Projects Division
coordinated the planning efforts of
Caliber Associates and the Federal Part-
ners involved in the reentry program to
develop a Training and Technical Assis-
tance Conference for the 68 grantees of
the Serious and Violent Offender Re-
Entry Program. Five participants from
each grant site were invited. Over 500
individuals attended the conference held
September 29 through October 2, 2002.


26

Objective 5.18

To establish and implement a telehealth
network in the BOP that will provide the
necessary telecommunications infrastruc-
ture, equipment, and training to all BOP
institutions.

Objective 5.19

Enhance staff awareness of inmate un-
rest and potential institution emergency
situations through sound staff-inmate
communication, and ensure staff share
and utilize intelligence information gath-
ered from inmates to proactively prevent
situations from escalating into major
incidents.

Building Partnerships

Objective 6.01

Recognizing the cost and scarcity of
prison capacity as a resource, the BOP
will attempt to learn, as early as possible,
about Federal law enforcement initiatives
in order to estimate their impact on the
Federal prison population. Additionally,
the Bureau will provide its law enforce-
ment partners (the Judiciary, the Sentenc-
ing Commission, and Congress) informa-
tion about the prospective impact on
prison resources of law enforcement and
legislative initiatives.

Objective 6.02

Engage community resources in the
reintegration of offenders into the com-

munity through expansion of current
institution volunteer programs as well as

draw upon new, nontraditional services.

Objective 6.04

The Federal Bureau of Prisons and the
National Institute of Corrections will work
to build effective partnerships and link-
ages with Federal, State, and local crimi-
nal justice and correctional agencies and
organizations; to advance and shape
effective correctional practice and public
policy that respond to the needs of
corrections through collaboration and
leadership; and by providing assistance,
information, and training.

Counter-terrorism

The BOP will provide for public safety
and security by focusing on the
prevention, disruption, and response to
terrorist activities.

Specific objectives for this goal, added
for fiscal year 2003, are under
development.


22

organizations. The test phase allows for
adjustments prior to full implementation.

During the fiscal year, BOP and NIC
staff provided onsite assistance, through
Plan Colombia, to the Colombian Minis-
try of Justice and its corrections system.
NIC provided technical assistance and
training to the five U.S. commonwealths
and territories. Representatives from 31
foreign countries received briefings, tech-
nical assistance, and visits to Federal,
state, and local correctional agencies.

@ During FY 2002, the Bureau contin-
ued to maintain community relations
boards at most of its institutions. Com-
munity relations boards provide commu-
nication and support between the facility
and the local community and advance
public awareness and an understanding
of issues at BOP institutions.

@ Several BOP institutions hosted and
provided tours for Members of Congress,
Federal court judges, and a variety of
other dignitaries, community leaders, and
law enforcement officials to provide these
visitors with information about the
Bureau’s operations, programs, and ser-
vices,

M During the fiscal year, BOP institu-
tions continued to involve state, local,
and other Federal law enforcement agen-
cies in joint training activities and allowed
these agencies to use training areas in
Bureau facilities.

@ During fiscal year 2002, a number of
BOP institutions hosted Law Enforce-
ment Symposiums or Seminars that
brought together respresentatives from
Federal, state, and local law enforcement
and criminal justice agencies to discuss a
variety of issues, such as institution and
community security, emergency pre-
paredness, and gang management.

M At the end of FY 2002, there were
35,969 citizen volunteers who had either
applied to or were providing services in
BOP institutions, and 2,708 citizen vol-
unteers similarly associated with commu-
nity corrections centers. Volunteers pro-
vide a variety of services, such as edu-
cation, recreation, vocational training,
Alcohol Anonymous, Narcotics Anony-
mous, spiritual counseling, tutoring, help
with improving job skills and parenting
skills, and assistance with marriage and
family issues. The Bureau’s Life Connec-
tions pilot, implemented over the past 12
months, promotes the use of volunteers
as interfaith mentors.

@ Bureau staff are involved in a vari-
ety of volunteer programs and activities
in the community. The Bureau also par-
ticipates in the Connect America network,
a partnership initiative of the Points of
Light Foundation with over 100 national
organizations as affiliates. Staff support
and participate in the activities of faith-
based and community organizations,
blood drives, and community-based crime
prevention and drug intervention pro-

grams. Staffalso generously support the
Combined Federal Campaign Program,
aswell as collect toiletries for the home:
less, Staff additionally serve as mentors
and tutors in public schools across the
country.

@ The Bureau’s inmate volunteer pro-
grams include community service efforts
conducted in cooperation with local or-
ganizations. Carefully-sclected inmates
speak to students, juvenile offenders,
drug treatment program participants, and
members of community groups to give
them a first-hand understanding of the
consequences of drug use and crime.
Other inmate volunteer services include:
training dogs for the blind, renovating
dilapidated buildings, constructing
housing for the poor, repairing bicycles,
designing hats from scrap material for
terminally-ill children, collecting tabs from
soda cans for recycling and donation to
the Ronald McDonald House, knitting
and crocheting dolls and blankets for dis-
advantaged children or the elderly, and
cleaning up or beautifying roadsides,
parks, and other public grounds.


MDC Brooklyn
80 29th Street

Brooklyn, New York 11232
Phone: 718-840-4200

Fax: 718-840-5005
Northeast Region

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, Texas 77805-2197
979-823-1879

Fax: 979-775-5681

South Central Region

P.O. Box 999
Butner, North Carolina
27509

919-575-5000

Fax: 919-575-5023
Mid-Atlantic Region

FCI Butner
(Medium)

P.O. Box 1000

Butner, North Carolina
27509

919-575-4541

Fax: 919-575-6341
Mid-Atlantic Region

P.O. Box 1500

Butner, North Carolina
27509

919-575-3900

Fax: 919-575-4801
Mid-Atlantic Region

FCI Butner (Low)

Security level: Administrative/
Male/Female

Judicial District: Eastern

New York

Population: 2,635
Staff: 515

(adjacent Minimum/Female
Intensive Confinement Center)
Judicial District: Southern Texas

Population: FPC: 692 ICC: 103
Staff: 153

Security level: Low/Male
Judicial District: Eastern
North Carolina

Population: 1,347
Staff: 244

Security level: Medium/Adminis-

trative/Male

(adjacent Minimum/Male Camp)
Judicial District: Eastern

North Carolina

Population: FCI: 909 Camp: 320
Staff: 300

Security level: Administrative/
Male

Judicial District: Eastern
North Carolina

Population: 782
Staff: 416

Location: In the Sunset Park
section of Brooklyn, one of the
five boroughs of New York City.
The area is served by
LaGuardia, Kennedy, and
Newark Airports; Amtrak
(Pennsylvania Station); and
commercial bus lines (42nd
Street Port Authority).

Houston and 165 miles south of
Dallas. In the town of Bryan at
the intersection of Ursuline
Avenue and 23d Street. The
area is served by Easterwood
Airport in College Station, as
well as by commercial bus lines.

Location: Near the Research

Triangle area of Durham,
Ralcigh, and Chapel Hill, 5 miles
off Interstate 85 on old High-
way 75. The area is served by
the Raleigh-Durham Airport,
Amtrak, and commercial bus
lines.

Location: see FC] Butner (Low).

Location: see FCI Butner (Low).

35


behaviors. Upon completion of residen-
tial drug abuse treatment, aftercare treat-
ment services are provided in general
population and community corrections
centers to ensure an effective transition
from the institution program to the com-
munity.

During FY 2002, 17,924 inmates partici-
pated in a drug abuse education course.
Also during the year, the BOP provided
residential drug abuse treatment to 16,243
inmates at 50 institutions (bringing the
total to 93,443 inmates since 1990). An
additional 11,506 inmates participated in
non-residential drug treatment programs
and 13,107 inmates participated in transi-
tional drug abuse treatment in commu-
nity corrections centers during the fiscal

year.

HM During FY 2002, BOP psychologists
conducted 218,718 mental health intake
assessments and evaluations on offend-
ers committed to Bureau facilities. To
meet the mental health needs of offend-
ers, psychologists provided approxi-
mately 65,903 sessions of individual
therapy and crisis counseling. As part of
the BOP’s efforts to prevent inmate sui-
cides, 3,352 suicide risk assessments and
1,568 suicide watches were conducted.
Psychologists also attended to the needs
of offenders in special housing units and
completed 70,516 Special Housing Re-
views.

> The Bureau offers a number of psy-
chology treatment programs designed to
facilitate inmates’ adjustment both dur-
ing incarceration and upon release to the

community. These programs utilize a cog-
nitive behavioral treatment approach
aimed at improving inmates’ emotional
and behavioral responses to difficult situ-
ations and emphasize life skills and
prosocial values development. Each pro-
gram was developed with an evaluation

component to ensure the program effec-
tively meets its goals.

CODE is a unit-based treatment program
in high security institutions. The pro-
gram is designed to promote pro-social
behavior and address the needs of
inmates whose psychological problems
interfere with their ability to adjust satis-
factorily. CODE programs were under-
way at 11 U.S. penitentiaries in FY 2002
and 722 inmates were participating at the
end of the fiscal year.

E-CODE is an intensive, multi-phase
treatment program for maximum security
inmates. The program is intended to
teach inmates self-discipline and the value
of conforming to pro-social norms, and
to change negative thoughts and bchav-
iors that lead to incarceration-related
problems. The program is designed to
effectively manage and treat violent and
predatory inmates housed at USP Marion,
Illinois. It currently has 245 participants,
and 59 inmates have completed the pro-
gram.

The Bureau Responsibility and Values
Enhancement (BRAVE) program was ini-
tially implemented and continues to
operate at FC] Beckley, West Virginia.
Designed for young male offenders who
are serving their first significant term of

Federal incarceration (5 years or more),
the BRAVE program expanded in FY 2002
and is now also operational at FCI
Cumberland. Over 850 inmates have par-
ticipated in the program since its incep-
tion.

The Skills Program at FCI Coleman,
Florida, is for inmates who have cogni-
tive and social learning needs. Qualified
inmates are transferred to FCI Coleman
for this six-month program that begins
with an assessment of their educational
needs, learning problems, and level of
social functioning. The inmates partici-
pate in activities designed to increase edu-
cation levels, strengthen social skills, and
improve their ability to satisfactorily
adjust to a correctional environment. An
evaluation of the program indicates that
it increases participants’ ability to com-
plete their GEDs, increases participation
in the Inmate Financial Responsibility
Program, increases positive work reports
and evaluations, and decreases the num-
ber of incident reports that participants
reccive. There were 40 inmates partici-
pating in the Skills Program at the end of
FY 2002.

The Sex Offender Treatment Program
(SOTP) offered at FCI Butner (Medium),
North Carolina, is an intensive, residen-
tial therapeutic program for male sex
offenders. The SOTP has been in opera-
tion since 1990 but underwent significant
program enhancements in 1997. To date,
more than 427 inmates have completed
this program; and at the end of FY 2002,
there were 107 inmate participants.


Published annually by:
Federal Bureau of Prisons
U.S. Department of Justice

John Ashcroft, Attorney General
Kathleen Hawk Sawyer, Director

Thomas R. Kane, Assistant Director
Information, Policy, and Public Affairs Division

Linda Wines Smith, Chief
Office of Public Affairs

Enriqueta Tercilla, Chief
Communications and Archives Section

Office of Public Affairs
Federal Bureau of Prisons
320 First Street, NW.
Washington, DC 20534
202-307-3198

Bureau of Prisons website: www,bop.gov.

‘The Attorney General has determined that the publication
of this periodical is necessary in the transaction of public
business required by law and the Department of Justice.

Printed by:
Federal Prison Industries, Inc.
Federal Correctional Institution
Petersburg, Virginia


mately 200 position descriptions, saving
the field offices significant amounts of
time and eliminating redundancies. In July
2002, an internally-developed Payroll/
Personnel Desk Guide was issued to all
processing Human Resource offices to
address common problem areas and pro-
vide assistance with navigating through
the many facets of payroll processing and
personnel transactions.

TM BOP-HIRES, the Internet-based
hiring system implemented in 2001 for
Correctional Officer and hard-to-fill cat-
egory positions, has been a resounding
success. It has aided in the hiring of 1,865
new employees during fiscal year 2002.
It has also greatly broadened the
Bureau’s hiring pool: the number of Cor-
rectional Officer applicants increased to
approximately 56,000 in the first year
under BOP-HIRES, as compared to the
annual application submission under the
prior system, of approximately 10,000.
Additionally, the acquisition of hiring
lists was delegated to lower organization
levels, resulting in a significant increase
in the number of lists obtained by the hir-
ing offices as compared to that under the
prior system and an improved applicant
pool.

The hiring of hard-to-fill categories,
especially medical professionals, was also
enhanced by the development and imple-
mentation of BOP-HIRES. After one year
of implementation, over 3,600 candidates
applied to BOP-HIRES for Medical Officer,
Psychologist, and Nurse positions as
compared to just over 200 candidates
applying under the prior system.

@ In fiscal year 2001, the BOP success-
fully completed a pilot program testing
the automation of the pre-employment
reference checking process. Based on
the results, during FY 2002, the BOP
awarded a contract for an Internet avces-
sible pre-employment reference checking
system that promises to significantly
reduce the amount of time it takes to hire
new employees.

@ An Internet-based internal merit
promotion system, called BOP-CAREERS,
was introduced as a pilot for filling criti-
cal management positions in activating
institutions in the Mid-Atlantic Region.

BOP-CAREERS is being tested as an
online employment and career application
management system for non-bargaining
unit merit promotion positions and exter-
nal hiring of bargaining unit jobs. The
positions included to date are Superin-
tendent of Industries, Unit Manager,
Executive Assistant, Secretary, and
‘Nurse.

TM@ To enhance the employment of
professional staff, the Bureau developed
a Student Loan Repayment Plan for
newly-appointed or current employees
who, absent such an incentive, would be
difficult to recruit or retain. Implementa-
tion of the plan is pending negotiations

with bargaining unit representatives.

HAs part of an on-going effort to
recruit and retain well-qualified medical
staff for inmate care, a group recruitment
bonus program for nurses was initiated.

TM To monitor the sufficiency of quali-
fied staff available for vital management
positions and to identify any recruitment
or development needs, the BOP tracks the
careers as well as the career aspirations
of over 4,500 staff in mid- and upper-level
positions through the use of the Man-
agement Preference Profile System
(MPPS).
Bureau’s Executive Staffan online resume

This system provides the

which includes employees’ position
history with the BOP, career/position pref-
erences over the next ten years, mobility
status, and other pertinent information.
The MPPS also features a program mod-
ule that includes demographic analyses,
staff and retirement rosters, and the abil-
ity to generate lists of staff based on their
career preferences and location prefer-
ences.

TM In an effort to improve the payroll/
personnel processing function, as of
December 2001, all BOP institutions had
successfully converted to a new
Windows-based time and attendance
program, STAR (System for Time and At-
tendance Reporting). This new system
greatly eases the task of accounting for
hours of work and generating accurate
compensation.

@ During fiscal year 2002, the Bureau
continued to implement reengineering
strategies designed to improve the cffi-
ciency and effectiveness of its manage-
ment structure. For example, a pilot ex-
ploring non-traditional staffing patterns
for Level 1 medical care was implemented
at USP Lee during the fiscal year. The
pilot is progressing well with no concerns
noted.


32

FPC Alderson
Glen Ray Road, Box B
Alderson, West Virginia
24910

304-445-2901

Fax: 304-445-7736
Mid-Adantic Region

FCI Allenwood
(Low)

P.O. Box 1500

White Deer,
Pennsylvania 17887
570-547-1990

Fax: 570-547-0342
Northeast Region

FCI Allenwood
(Medium)

P.O. Box 2500

White Deer,
Pennsylvania 17887
570-547-7950

Fax: 570-547-7751
Northeast Region

FPC Allenwood
P.O. Box 1000

1049 Allenwood Camp Lane
vt Montgomery,

Pennsylvania 17752
570-547-1641

Fax: 570-547-7687
Northeast Region

USP Allenwood

P.O. Box 3500
White Deer,

p. Pennsylvania 17887
570-547-0963

Fax: 570-547-9201
Northeast Region

Security level: Minimum/Female
Judicial District: Southern
West Virginia

Population: 958
Staff: 176

Security level: Low/Male
Judicial District: Middle
Pennsylvania

Population: 1,375
Staff: 233

Security level: Medium/Male
Judicial District: Middle
Pennsylvania

Population: 1,438
Staff: 296

Security level: Minimum/Male
Indicial Nistrict: Middle
Pennsylvania

Population: 574
Staff: 95

Security level: High/Male
Judicial District: Middle
Pennsylvania

Population: 1,047
Staff: 356

Location: In the foothills of the
Allegheney Mountains, 270 miles
southwest of Washington, DC,
12 miles south of Interstate 64,
off State Highway 3. The area is
served by airports in Lewisburg
and Beckley, as well as Ruanuke,
Virginia. It is also served by
Amtrak and commercial bus lines.

Location: 197 miles north of
Washington, DC, and 11 miles
south of Williamsport,
Pennsylvania, 2 miles north of
Allenwood, on U.S. Routel5.
The area is served by the
Williamsport-Lycoming County
Airport and commercial bus
lines.

Location: See FCI Allenwood
(Low).

Washington, DC, and 7 miles
south of Williamsport,
Pennsylvania. The area is
served by the Williamport-
Lycoming County Airport and
commercial bus lines.

Location: See FCI Allenwood

(Low).


NIC Headquarters
Prison Division/Community

Corrections Division/Special Projects/
Office of Correctional Job Training and

Placement

320 First Street, N.W.
Washington, DC 20534
800-995-6423 Fax: 202-307-3361

NIC Jails Division/Academy
1960 Industrial Circle
Longmont, Colorado 80501
800-995-6429 Fax: 303-682-0469

NIC Information Center

1860 Industrial Circle, Suite A
Longmont, Colorado 80501
800-877-1461 Fax: 303-682-0558

29


educational, vocational and work pro-
grams, inmates are well prepared for a
productive and crime free return to
society. The Bureau is a model of cost-
efficient correctional operations and

programs.

Our talented, professional, well trained,
and diverse staff reflect the Bureau's
culture and treat each other fairly, Staff
work in an environment free from discrimi-
nation. A positive working relationship
exists where employees maintain respect
for onc another, The workplace is safc,
and staff perform their duties without fear
of injury or assault. Staff maintain high
ethical standards in their day-to-day
activities. Staff are satisfied with their
jobs, career opportunities, recognition,
and quality of leadership.

Customer Service Plan

Executive Order 12862 titled “Setting
Customer Service Standards” (Septem-
ber 11, 1993) requires each agency to
develop service standards in order to
carry out the principles of the National
Performance Review.

Customer Service
Standards

The Federal Bureau of Prisons protects
society by confining offenders in the
controlled environments of prisons and
community-based facilities that are safe,
humane, cost-efficient, and appropriately
secure. As part of the agency’s commit-
ment to maintaining a healthy partner-
ship with the community, the BOP will:

@ In the event of an inmate escape
from a Federal institution, notify Federal
and local law enforcement officials
immediately and furnish them with the
details of the escape and the identity of
the escapee.

TM Atleast 5 days prior to releasing an
inmate with a prior conviction for a drug
trafficking crime, a crime of violence, or
certain sexual offenses, notify the appro-
priate State and local law enforcement
officials.

TM Notify victim(s) or witness(es) of the
following inmate activities within the
specified time frames:

Q Initial designation: 60 days.
Q_ Death: 30 days.

Q_ Parole hearing: 30 days prior to
the hearing.

Q_ Release to the community: 30

days prior to the release.

Q_ Furlough: as early as possible
before the actual furlough
date (by telephone if
necessary).

Q > Transfer to a halfway house:
upon acceptance by the halfway

house.

Q Compassionate release: during
consideration.

Q Escape: immediately.


Bureau of Prisons Fundamentals

Mission Statement

The Federal Bureau of Prisons protects
society by confining offenders in the
controlled environments of prisons and
community-hased 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.

Cultural Anchors/
Core Values

@ Bureau Family

The Bureau of Prisons recognizes that
staff are the most valuable resource in
accomplishing its mission, and is com-
mitted to the personal welfare and pro-
fessional development of each employee.
A concept of “family” is encouraged
through healthy, supportive relationships
among staff and organization responsive-
ness to staff needs. The active partici-
pation of staff at all levels is essential to
the development and accomplishment of
organizational objectives.

@ Sound Correctional Management

The Bureau of Prisons maintains cffcc-
tive security and control of its institu-
tions utilizing the least restrictive means
necessary, thus providing the essential
foundation for sound correctional man-
agement programs.

| Correctional Workers First

All Bureau of Prisons staff share a com-
mon role as correctional worker, which
requires a mutual responsibility for main-
taining safe and secure institutions and
for modeling society’s mainstream values
and norms.

@ Promotes Integrity

The Bureau of Prisons firmly adheres to a
set of values that promotes honesty and
integrity in the professional efforts of its
staff to ensure public confidence in the
Bureau’s prudent use of its allocated

resources.
TM@ Recognizes the Dignity of All

Recognizing the inherent dignity of all
human beings and their potential for
change, the Bureau of Prisons treats in-
mates fairly and responsively and affords
them opportunities for self-improvement
to facilitate their successful re-entry into
the community. The Bureau further rec-
ognizes that offenders are incarcerated
as punishment, not for punishment.

TM@ Career Service Orientation

The Bureau of Prisons is a career-oriented
service, which has enjoyed a consistent
management philosophy and a continu-
ity of leadership, enabling it to evolve as
a stable, professional leader in the field
of corrections.

@ Community Relations

The Bureau of Prisons recognizes and
facilitates the integral role of the commu-
nity in effectuating the Bureau's mission,
and works cooperatively with other law
enforcement agencies, the courts, and

other components of government.
@ High Standards

The Bureau of Prisons requires high stan-
dards of safety, security, sanitation, and
discipline, which promote a physically
and emotionally sound environment for
both staff and inmates.

Vision Statement

The Federal Bureau of Prisons, judged
by any standard, is widely and consis-
tently regarded as a model of outstand-
ing public administration, and as the best
value provider of efficient, safe and hu-
mane correctional services and programs
in America. This vision will be realized
when...

The Bureau provides for public safety by
assuring that no escapes and no distur-
bances occur in its facilities. The Bureau
ensures the physical safety of all inmates
through a controlled environment which
meets each inmate’s need for security
through the elimination of violence,
predatory behavior, gang activity, drug
use, and inmate weapons. Through the
provision of health care, mental, spiritual,


18

The Habilitation Program offered at FCI
Butner (Medium), North Carolina, targets
inmates who display behavioral problems
stemming from adjustment difficulties or
mental health issues. At the end of FY
2002, there were 22 inmates cnvolled in

the program.

The Axis II program at MCFP Springfield,
Missouri, was implemented to treat high
security inmates with behavior disorders
in order to help them adjust to imprison-
ment and avoid misconduct. At the end
of FY 2002, 16 inmates were enrolled in

the program.

Housed at FCI Dublin, New Pathways is
a trauma treatment program for female
inmates. The objectives of the program
are to treat the trauma symptoms and to
assist female inmates in developing the
skills necessary for independence and
sound decision-making.

The Values Program involves group coun-
seling and other activities that help
promote prosocial values and reinforce
positive behaviors in order to improve
relationships and enhance adjustment to
the community. Two Values Programs are
in operation at FCI Greenville, Illinois; one
of these programs is residential. Similar
Residential Values Programs also oper-
ate at FC] Beaumont (Medium), Texas,
and at the main institution (Medium) and
the satellite camp at FCI Marianna,
Florida.

@ Other innovative programs that
demonstrate the broad range of Bureau
programming options are the following:

FCI Coleman (Low) recently began anew
program called Focused Re-entry Exem-
plifies Excellence (FREE). The program is
designed to assist inmates in the transi-
tion from living confined to living free in
society. Although the initial group of par-
ticipants is limited to 15 from the
institution’s current population, subse-
quent groups in the FREE program will
expand to 30 and be open to eligible
inmates throughout the BOP. U.S. Pro-
bation worked closely with the Bureau’s
Psychology Services and unit manage-
ment staff in developing the course
criteria.

The K.C. Model program operates in
high-security prisons and targets those
inmates who are becoming disciplinary
problems/management concerns and are
at risk of being transferred to a more
restrictive setting. The program is in place
at USP Leavenworth, Kansas, and USP
Florence, Colorado. The K.C. Model
program promotes more positive and
prosocial behavior and provides many
opportunities for inmate self-improve-

ment.

@ During FY 2002, BOP chaplains,
assisted by approximately 8,400 contrac-
tors and volunteers, provided more than
285,000 religious services programs for
inmates. Approximately half of these were
worship services for adherents of the 31
faith groups represented among BOP
inmates. Programs and services were
accommodated for inmates belonging to
the Asatru, Islamic, Jewish, Moorish Sci-
ence Temple of America, Nation of Islam,
Native American, Protestant, Rastafarian,

Roman Catholic, and other faith groups.
Seminars and retreats were sponsored by
Buddhists, Cursillo, Islamic groups,
Kairos, Koinonia, Marriage Enrichment
groups, Prison Fellowship, and Yoke-
fellows. Other events included revivals,
Alternatives to Violence seminars, and

choral and other musical presentations.

As part of mandatory training, 80 chap-
Jains participated in 24 hours of instruc-
tion on the religious beliefs and practices
of Muslims, Nation of Islam, and the
Moorish Science Temple of America.
Three different faiths were highlighted in
similar training last year. Next year, the
Bureau will continue to provide this
specialized training, with a focus on reli-
gious groups having indigenous Ameri-
can roots. In addition, 16 chaplains
attended a 32-hour training program for
new chaplains during the year.

The Religious Services Branch provided
technical expertise to many State depart-
ments of corrections concerning such
issues as: religious diets; common prac-
tices of various faiths; and academic, pro-
fessional, and endorsement requirements
for staff chaplains. Additionally during
FY 2002, the Religious Services Branch
issued a Technical Reference Manual
describing the religious beliefs and prac-
tices of inmates. The reference manual
was made available to all corrections agen-
cies through the National Institute of Cor-
rections.

During the fiscal year, the Religious Ser-
vices Branch activated three demonstra-
tion re-entry programs in various regions


of FY 2002, an increase of 9 percent.

Approximately 26,000 inmates were re-
ferred to community corrections centers
(CCCs) from institutions during FY 2002;
about 90 percent successfully completed
the program. About 50 percent partici-
pated in the home confinement program
during their CCC placement.

Human Resource
Management:

The BOP will have a competent, diverse
workforce operating within a profes-
sional work environment prepared to
meet the current and future needs of the
organization.

@ The BOP hired 2,837 new employees
in FY 2002 to keep pace with the activa-
tion of new facilities that will confine the
expanding inmate population. This
brought the total BOP staff complement
to 33,577 by the end of the fiscal year.

M@ During the fiscal year, 2,954 employ-
ees attended the Introduction to Correc-
tional Techniques course at the Staff
Training Academy in Glynco, Georgia;
734 attended specialty training in secu-
rity-related functions conducted at vari-
ous institutions. The Management and
Specialty Training Center (MSTC) in
Aurora, Colorado conducted 239 residen-
tial classses, 6 workgroups, 13 off-site
classes, and hosted 3 non-Bureau related
courses. The MSTC provided on-site
training for 5,757 participants.

@ During fiscal year 2002, the Staff
Training Academy produced video and

DVD training programs and partnered
with the Federal Law Enforcement Train-
ing Center (FLETC) to provide an on-line
university program that provided over
850 courses to BOP staff. In addition, the
Staff Training Academy, MSTC, and the
Training and Staff Development Branch
reviewed current classroom courses and
identified courses to convert to distance
learning programs in fiscal year 2003. This
new direction will assist the Bureau in
providing relevant training in a timely
manner, avoid travel and per diem costs,
and provide a broader spectrum of train-

ing topics available to all staff.

@ = With implementation of the Leader-
ship Enhancement and Development
(LEAD) program, the Bureau launched its
new succession planning strategy. The
LEAD program provides training and de-
velopmental activities linked specifically
to leadership competencies identified as
necessary to be effective at the highest
levels of the Bureau. During FY 2002, 200
Bureau staff members were selected from
institutions, regions, and the Central
Office to participate in the program. The
LEAD program has a unique structure
which provides training according to the
level of the participants. Phase I has pro-
gramming suited to fit those at the GS 9,
11, and 12 levels; Phase II meets the needs
of GS 13 and 14 participants; and Phase
III is suited to meet the needs of GS 15,
CEO, and SES-level staff. During FY 2002,
all LEAD participants received a 360-de-
gree Leadership Competency Assessment
and Phase I participants attended the
Leadership Forum in Washington, DC, as
well as Leader’s Influencing, Negotiating,

and Communicating Skills (LINCS) train-
ing in Aurora, Colorado. Phase II and III
participants attended a range of classes
selected from course providers, includ-
ing the MSTC, National Institute of Cor-
rections (NIC), Office of Personnel Man-
agement, Aspen Institute, and the Center
for Creative Leadership.

TM@ Given the rapid growth of the
Bureau, the Southeast Region has imple-
mented a supplemental Associate
Warden Training and Orientation to
facilitate development of new Associate
Wardens.
training for three days, self-directed

This consists of facilitated

training for four months, and peer
mentoring for a period of one year. The
first facilitated session was held at the
Southeast Regional Office in July 2002.

TM In fiscal year 2002, the BOP awarded
a contract for a Training Management
System (TMS) to automate many em-
ployee development functions. The sys-
tem will help in the administration of train-
ing and the management of training
The
potential benefits of this automated train-

resources across the Bureau.

ing include field access to a variety of
computer-based training curricula, a dis-
tance learning library, and an automated
tracking system for Mandatory Training
Standards.

TM@ During FY 2002, the Bureau contin-
ued to streamline several human resource
functions and provide assistance to the
human resource staff in institutions. The
standardization of the classification pro-
cess was expanded to include approxi-


24

Objective 2.10

Develop and enhance Labor Management
Relations (LMR) in the Bureau of Prisons
with improved training initiatives.

Security and Facility
Management

Objective 3.01

Comprehensive management of an infec-
tion control program utilizing prevention,
detection, and treatment infection con-
trol principles.

Objective 3.02

Increase the completion rate to 100 per-
cent for all Life Safety recommendations
(5,976) identified prior to FY 1993.

Objective 3.03

Maintain an effective Crisis Management
Training (CMT) program through the de-
velopment and maintenance of enhanced
response systems and training programs.

Objective 3.04

Decrease toxic chemical use and hazard-
ous waste generation.

Correctional
Leadership and
Effective Public
Administration

Objective 4.01

The BOP will continue to focus on reduc-
ing costs by utilizing the most efficient
and cost-effective methods to perform
every task. This will be accomplished by
reducing costs and ensuring good re-
source management for all functions and
programs. We will be able to accomplish
this through continued emphasis on fi-
nancial planning, analyzing workload and
staffing requirements, using consolidated
and shared services, increasing the use
of technology, and refining the processes
ofthe BOP.

Objective 4.05

Reduce the average time it takes to issue
policy to § months for changes that do
not require rules and 11 months for
changes that do require rules.

Objective 4.07

Reduce the charge back costs of the
Workers’ Compensation Program by:

1. Developing and implementing a
recordkeeping system for work-related
injury/illness that includes Workers’ Com-
pensation data and refined accident clas-
sification data. The program will enable
data analysis for both staff and inmate
injury/illness.

2. Active management of cases by
agency personnel to contain/reduce
costs.

Objective 4.08

Ensure information is protected and con-
trolled through education and compli-
ance with applicable security regulations
and policy.

Objective 4.09

The BOP will strive to maintain the high-
est standards of employee conduct.
Through ongoing analysis of sustained
misconduct, various groups of staff will
be targeted for preventative training to
heighten awareness and develop strate-

gies for reducing misconduct.
Objective 4.10

Eliminate the introduction of drugs and
drug paraphernalia into institutions
through the use of programs, technol-
ogy, administrative, and legal sanctions.

Objective 4.11

Support and protect all rights and inter-
ests of crime victims/witnesses in the
community including correctional staff
and their families. Provide victims/wit-
nesses with information regarding gen-
eral correctional procedures and the
victim/witness program policies.


U.S, Departmentiof Justice
Pédéral Burean Of Prisons

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“PEKIN|

PETERSBURG ©

‘FCI Petersburg

FCI Pekin

P.O. Box 7000

Pekin, Illinois
61555-7000
309-346-8588

Fax: 309-477-4685,
North Central Region

FPC Pensacola

110 Raby Avenue
Pensacola, Florida
32509-5127
850-457-1911

Fax: 850-458-7295
Southeast Region

FCI Petersburg
(Low)

P.O. Box 90026

Petersburg, Virginia

23804

804-733-7881

Fax: 804-863-1510
Mid-Atlantic Region

(Medium)

P.O. Box 90042
Petersburg, Virginia
23804

804-504-7200

Fax: 804-504-7204
Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Female

Camp)
Judicial District: Central Illinois

Population: FCI: 1,271 Camp: 241
Staff: 303

Security Level: Minimum/Male
Judicial District: Northern
Florida

Population: 487
Staff: 83

(adjacent Minimum/Male Camp)
Judicial District: Eastern Virginia

Population: FCI: 1,156 Camp:

Judicial District: Eastern Virginia

Population: FCI: 1,200
Staff: 272

Location: Located on Route 29
South in Pekin, approximately
10 miles south of Peoria, 180
miles southwest of Chicago,
and 180 miles northeast of St.
Louis. The area is served by the
Greater Peoria Regional Airport,
Amtrak, and commercial bus
service to Peoria.

Location: 175 miles west of
Tallahassee and 50 miles east of
Mobile, Alabama, on Saufley
Field. Off Interstate 10. The
area is served by Pensacola
Municipal Airport, Amtrak, and
and commercial bus lines.

Location: 25 miles southeast of
Richmond. From Interstate 95,
take Exit 54 (Temple Avenue/
Highway 144), proceed east
approximately 3 miles, then tum
left on River Road. The area is
served by airports in Petersburg
and Richmond, Amtrak, and
commercial bus lines.

Location: 25 miles southeast of
Richmond. From Interstate 95,
take Exit 54 (Temple Avenue/
Highway 144), proceed east
approximately 3 miles, then turn
left on River Road. The area is
served by airports in Petersburg
and Richmond, Amtrak, and
commercial bus lines.

PHILAQELP!

mae

FDC Philadelphia
P.O. Box 572

Philadelphia, Pennsylvania
19105

215-521-4000

Fax: 215-521-7220

Northeast Region

Security Level: Administrative/
Male/Female

Judicial District: Eastern
Pennsylvania

Population: 1,070
Staff: 253

Location: In downtown
Philadelphia. The area is served
by Philadelphia International
Airport, Amtrak, and commerical
bus lines.

47


which has been in effect since March
1998.

Security and Facility
Management:

The BOP will maintain its facilities in
operationally sound conditions and in
compliance with security, safety, and
environmental requirements.

TM@ During FY 2002, the BOP’s total in-
mate population grew by over 6,800 in-
mates. Despite this growth, there were
no major disturbances at any of the BOP’s
institutions; and no staff member lost his
or her life in the line of duty.

Two Bureau institutions (MCC New
York and MDC Brooklyn) continued to
face many daily challenges in the after-
math of the September 11, 2001, terrorist
attacks involving logistics, communica-
tions, and inmate-related issues. Each
institution was managed effectively
throughout the crisis and in response to
the unique challenges they subsequently
faced.

@ During FY 2002, Bureau institutions
continued to maintain arrangements with
State and local law enforcement agencies
and other emergency services. The
Bureau continued its practice of conduct-
ing after-action reviews following any
security breakdown and implementing the
corrective actions necessary to help pre-
vent future security problems. The
Bureau improved monitoring of inmates
through a heightened emphasis on
staff supervision and communication,

enhanced intelligence-gathering, and the
increased use of closed-circuit cameras
and video-recording.

TM@ While prevention has an enormous
impact on the safety and security of BOP
institutions, preparation for actual emer-
gencies is also critical. The BOP contin-
ues to take a proactive approach to crisis
management through training programs
designed for its Special Operations
Response Teams (SORTs), Disturbance
Control Teams (DCTs), Crisis Support
Teams (CSTs), and Hostage Negotiation
Teams (HNTs). BOP facilities conducted
preparedness exercises under mock emer-
gency situations to test the effectiveness
of their emergency plans, staff response,
and interagency cooperation.

The Bureau held intensive, week-long
crisis management/emergency prepared-
ness maneuvers and training. During
these exercises, wardens, associate war-
dens, captains, and SORT, DCT, CST, and
HNT leaders received training in com-
mand and control operations during a cri-
sis situation. During FY 2002, the North-
east and Mid-Atlantic Regions held their
first joint Crisis Management Training
session. Participating teams received
extensive training in tactics, negotiations,
critical incident management, and special-
ized emergency management techniques.

Last year, the Bureau adopted the Rapid
Start software used by the Federal
Bureau of Investigation (FBI) for incident
data management during an emergency.
The software has enhanced management
of emergency situations, communica-

tions, and the exchange of information
with the FBI.

TM@ The Bureau continued the instruc-
tion of Tactical Team leaders with several
sessions of the Tactical Leadership
Development Program. Additionally, new
crisis management training programs were
established for both institution executive
staff and crisis management team leaders
(SORT, DCT, HNT, CTS, and Captains).
Under the titles of “Executive Critical In-
cident Management” and “Critical Inci-
dent Response,” several classes were
conducted at the Management and Spe-
cialty Training Center (MSTC). Four ses-
sions of each program will be conducted
annually to enhance the level and
national content integrity of these impor-
tant crisis response skill programs.

TM The Bureau has a well-designed
urine surveillance program to detect,
deter, and control illegal drug use in
Federal prisons. In fiscal year 2002, the
random testing of 82,337 inmates resulted
in a positive test rate of 0.9 percent.

TM@ The Bureau continues to utilize Ion
Spectrometry devices at 32 institutions.
The devices have proven to be useful
tools in preventing drugs from getting
into BOP facilities. A new Ion spectrom-
etry device model, already pilot-tested,
has been approved for expanded Bureau
purchase. The new model simultaneously
detects explosives and narcotics and has
an extended range of contraband detec-
tion (including the explosive triacetone
triperoxide or TATP, Barbitals, and Am-
phetamine Sulfate), along with other fea-



The Inmate Systems Management (ISM)
pilot at FCI Morgantown realigned the
ISM department by assigning receiving
and discharge functions to Correctional
Services and realigning other staff duties,
thus climinating a managerial position.
Preliminary findings indicate that the ISM
pilot program is successful in that all vi-
tal functions of the program continue to
be accomplished despite the increased
workload in the records office.

@ During calendar year 2001, the
Bureau experienced the lowest separation
rate (5.7 percent) in the twenty years that
this data has been tracked, At the end of
fiscal year 2002, the separation rate
increased to 7.01 percent due to the
Bureau’s loss of over 500 staff members
to the Federal Aviation Administration’s
Air Marshals program.

TM ~The Bureau implemented several
new initiatives in the area of recruitment
during FY 2002. A national recruitment
brochure was published detailing the
requirements for obtaining a position with
the BOP. Staff at all field locations and
regional offices provide these brochures
to potential applicants at all job fairs and
recruitment events. The Bureau will soon
publish a “Large Agency Brochure” pro-
viding a detailed synopsis of Bureau
institutions and regional offices.

A CD ROM and video cassette tape
depicting in detail the nuances of work-
ing in a correctional environment was ini-
tiated this fiscal year. Utilizing this tech-
nology at recruitment events will provide

potential applicants the opportunity to

experience a virtual reality tour. The
potential applicant will take a tour from
the front door of a typical institution,
through all of the security procedures,
and into the grounds of a federal prison.
This virtual reality tour of a prison is
expected to reduce negative perceptions
regarding the corrections profession and
strengthen the applicant pool.

TM@ The Mid-Atlantic Region continues
to utilize its Regional Recruitment Task
Force to assist communities in preparing
to receive BOP facilities into their local
areas and to help identify and eliminate
negative perceptions on the part of new
hires and community residents.

TM@ During FY 2002 the Bureau contin-
ued to promote its Diversity Management
Program to ensure BOP institutions and
offices reflect the diversity of our coun-
try and offer a safe and humane environ-
ment for staff and inmates. To evaluate
the effectiveness of its diversity manage-
ment training, surveys were sent to a se-
lect number of staff Bureau-wide, with a

second evaluation phase set to follow.

H To assist in resolving workplace dis-
putes, the Bureau enhanced its alterna-
tive dispute resolution program and its
Ombudsman program. The Ombudsman,
provides employees with a confidential
and neutral resource to informally resolve

work-related concerns or problems.

In an effort to reduce the number of for-
mal Equal Employment Opportunity
(EEO) complaints, the Mid-Atlantic region
is piloting a program at six institutions

titled “Use of Conflict/Dispute Resolu-
tion to Resolve Issues.” The objective
of the pilot is to encourage staff that
would otherwise contact an EEO Coun-
selor to contact a Dispute Resolution
Specialist to resolve the issue in a quick,
cost-effective manner that is satisfactory
to all parties involved.

TM@ In fiscal year 2002, the Labor Man-
agement Relations Branch (LMR) began
a major training/information sharing
initiative for roughly 2,000 institution
Executive Staff, managers, and supervi-

sors.

During the fiscal year, LMR staff
provided training to managers and super-
visors at six institutions. Staff also pro-
vided numerous training meetings,
including for Wardens, New Wardens,
Captains, Inmate Systems Managers,
Food Service Administrators, and Human
Resource Managers and at Leadership
training.

Staff from LMR developed a training pack-
age for local delivery by Human Resource
Management staff on an as needed
basis. To date, most institutions have
used this package to deliver training to
their supervisors and managers.

@ During this fiscal year, top managers
from the Burcau of Prisons and national
officials from the American Federation of
Government Employees, Council of
Prison Locals, began the negotiation ofa
master collective bargaining agreement
for the agency. Once finalized, this agree-

ment will replace the existing agreement


60


USP Lompoc
3901 Klein Boulevard
Lompoc, California 93436
805-735-2771

Fax: 805-737-0295
Western Region

FCI Loretto
P.O. Box 1000
Loretto, Pennsylvania 15940
814-472-4140

Fax: 814-472-6046
Northeast Region

MDC Los
Angeles

535 N. Alameda Street

Los Angeles, California 90012

213-485-0439
Fax: 213-253-9520

Western Region

FCI Manchester
P.O. Box 3000,

Manchester, Kentucky 40962
606-598-1900

Fax: 606-599-4115
Mid-Atlantic Region

FCI Marianna
3625 FCI Road
Marianna, Florida 32446
850-526-2313

Fax: 850-718-2014

5 Southeast Region

Security level: High/Male
(adjacent Minimum/Male Camp)

Judicial District: Central Califor-
nia

Population: USP: 1,139 Camp:

Staff: 492

(adjacent Minimum/Male Camp)
Judicial District: Western
Pennsylvania

Population: FCI: 1,091 Camp:
133
Staff: 225

Security level: Administrative/
Male/Female

Judicial District: Central Califor-
nia

Population: 1,046
Staff: 273

Security Level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Eastern
Kentucky

Population: FCI: 1,244 Camp: 432
Staff: 329

Security level: Medium/Male
(adjacent Minimum/Female

Judicial District: Northern
Florida

Population: FCI: 1,266 Camp:
297
Staff: 346

Location: See FCI Lompoc.

Location: In southwest
Pennsylvania between Altoona
and Johnstown, 90 miles east of
Pittsburgh. Off Route 22,
between Interstate 80 and the
Pennsylvania Tumpike via
Route 220. The area is served
by Pittsburgh Airport, Amtrak,
and commercial bus service.

Location: In downtown Los
Angeles, off the Hollywood
Freeway (Highway 101) on the
corner of Alameda and Aliso
Streets. The area is served by
Los Angeles International
Airport, Amtrak, and commercial
bus service.

Location: 75 miles south of
Lexington off Interstate 75, and
28 miles east of London on the
Daniel Boone Parkway. On
Route 8 (Fox Hollow Road), off
State Highway 421. The area is
served by airports in Lexington,
Kentucky, and Knoxville,
Tennessee.

Location: In the Florida
panhandle, 65 miles west of
Tallahassee and 5 miles north of
the town of Marianna. Off
Highway 167. The area is
served by airports in Tallahas-
see; Dothan, Alabama (35 miles
northwest of the facility); and
Panama City (54 miles south).

43


Bureau of Prisons Facilities

his section provides a brief pro-
file of each of the 102 institutions
that the Bureau operated as of
September 30, 2002.

Security Level

The Bureau operates institutions of five
different security levels in order to con-
fine offenders in an appropriate manner.
Security levels are based on such features
as the presence of external patrols, tow-
ers, security barriers, or detection de-
vices; the type of housing within the in-
stitution; internal security features; and
the staff-to-inmate ratio. Each facility is
designated as either minimum, low,
medium, high, or administrative.

Minimum Security

Minimum security institutions, also
known as Federal Prison Camps (FPCs),
have dormitory housing, a relatively low
staff-to-inmate ratio, and limited or no
perimeter fencing. These institutions are
work- and program-oriented, and many
are located adjacent to larger institutions
or on military bases, where inmates help
serve the labor needs of the larger insti-
tution or the base.

Low Security

Low security Federal Correctional Insti-
tutions (FCIs) have double-fenced perim-
eters, mostly dormitory or cubicle hous-
ing, and strong work and program compo-
nents. The staff-to-inmate ratio in these
institutions is higher than in minimum-
security facilities.

Medium Security

Medium security FCIs have strengthened
perimeters (often double fences with elec-
tronic detection systems), mostly cell

type housing, a wide variety of work and

treatment programs, an even higher staff-
to-inmate ratio than low security FCIs,
and even greater internal controls,

High Security

High security institutions, also known as
United States Penitentiaries (USPs), have
highly secured perimeters (featuring walls
or reinforced fences), multiple- and single-
occupant cell housing, the highest staff-
to-inmate ratio, and close control of
inmate movement,

Administrative

Administrative facilities are institutions
with special missions, such as the deten-
tion of pretrial offenders, the treatment of
inmates with serious or chronic medical
problems, or the containment of extremely
dangerous, violent, ar escape-prone
inmates. Administrative facilities include
Metropolitan Correctional Centers
(MCCs), Metropolitan Detention Centers
(MDCs), Federal Detention Centers
(FDCs), and Federal Medical Centers
(FMCs), as well as the Federal Transfer
Center (FTC), the Medical Center for
Federal Prisoners (MCFP), and the
Administrative-Maximum (ADX) U.S.
Penitentiary. Administrative facilities are
capable of holding inmates in all security
categories.

Correctional Complexes

Anumber of BOP institutions are parts of
Federal Correctional Complexes (FCCs).
At FCCs, institutions with different mis-
sions and security levels are located in
close proximity to one another. FCCs in-
crease efficiency through the sharing of
services, enable staff to gain experience
at institutions of many security levels,
and enhance emergency preparedness by
having additional resources within close
proximity.

Intensive Confinement
Centers

USP Lewisburg, USP Lompoc, and FPC
Bryan operate Intensive Confinement
Center (ICC) programs for minimum
security nonviolent offenders with no
significant history of prior incarceration.
Similar to military-style “boot camps,”
ICCs feature physical training, labor-
intensive work assignments, education,
vocational training, substance abuse
treatment, and life skills programs in a
highly-structured and disciplined, no-frills
environment.

Satellite Camps

A number of BOP institutions have a
small, minimum security camp adjacent to
the main facility. These camps, often
referred to as satellite camps, provide
inmate labor to the main institution and
to off-site work programs, FCI Memphis
has a non-adjacent camp that serves simi-
lar needs,

Satellite Low Security
Facilities

FCI Elkton and FCI Jesup each have a
small low security satellite facility adja-
cent to the main institution. FCI La Tuna
has a low security facility affiliated with,
but not adjacent to, the main institution.

Population
Population refers to the number of
inmates the institution housed on

September 30, 2002.

Staff

Staff refers to the number of employees
at an institution on September 30, 2002.


48

FCI Phoenix
37900 N. 45th Avenue
Phoenix, Arizona
85086

623-465-9757

Fax: 623-465-5199
Western Region

P.O. Box 1000

1000 Airbase Road
Pollock, Louisiana 71467
318-561-5300

Fax: 318-561-5344.
South Central Region

FY FCI Ray Brook
P.O, Box 300

Old Ray Brook Road

Ray Brook, New York 12977
518-891-5400

Fax: 518-891-7334
Northeast Region

FMC Rochester
P.O. Box 4600

2110 East Center Street
Rochester, Minnesota
55903-4600

507-287-0674

Fax: 507-287-9601

North Central Region

FCI Safford
P.O. Box 820

Safford, Arizona 85548
928-428-4600)

Fax: 928-348-1331
Western Region

Security Level: Medium/Male
(adjacent Minimum/Female

Judicial District: Arizona

Population: FCI: 1,302 Camp: 173
Staff: 332

Security Level: High/Male
(adjacent Minimum/Male Camp)
Judicial District: Western
Louisiana

Population: USP: 1,414 Camp: 96
Staff 391

Security Level: Medium/Male
Judicial District; Northern
‘New York

Population: 1,285
Staff: 264

Security Level: Administrative/
Male
Judicial District: Minnesota

Population: 801
Staff: 426

Security Level: Low/Male
Judicial District: Arizona

Population: 819
Staff: 170

downtown Phoenix. Off Inter-

state 17, Pioneer Road exit. The
area is served by Phoenix Sky
Harbor International Airport,
several regional airports, Amtrak
(in Tucson), and commercial bus
lines.

Location: In central Louisiana
between highways 165 and 167,
approximately 12 miles north of
Alexandria. The area is served
by Alexandria International
Airport and commercial bus
lines.

Location: In upstate New York,
midway between the villages of
Lake Placid and Saranac Lake.
Off Route 86. The area is served
by the Adirondack and Albany
Airports; the airport in Montreal,
Canada;and the Burlington,
Vermont, Airport; Amtrak in
Plattsburgh and Albany; and
commercial bus li

Location: In southeastern

Minnesota, 2 miles east of
downtown Rochester. Off Fourth
Street. The area is served by the
Rochester Airport and commer-
cial bus lines.

Location: In southeastern
Arizona, 127 miles northeast of
Tucson, 165 miles east of
Phoenix. Off Highway 191,

7 miles south of the town of
Safford. The area is served by
airports in Tucson and Phoenix,
Amtrak in Phoenix and Tucson,
and commercial bus lines.


30



FY 2002: The Year in Review

Introduction

The Federal Bureau of Prisons (BOP) uses
a strategic planning approach to manage-
ment. Strategic planning is driven by the
BOP’s Mission and Vision Statements,
which are supported by six broad correc-
tional goals. Each of the six goals is
supported by specific objectives. The
Bureau’s Executive Staff holds regular
planning sessions to ensure that the
agency’s strategic goals continue to meet
the needs of society and reflect the major
issues that face the agency, the vision
and mission of a modern correctional
system, and the challenges confronting
the Bureau both today and for years to

come.

The following is an overview of the
Bureau’s FY 2002 accomplishments,
arranged according to the Bureau’s six
national goals.

Population
Management:

The BOP will proactively manage its
offender population to ensure safe and

secure operations.

@ During FY 2002, the Bureau’s inmate
population increased by 4.4 percent, from
156,572 to 163,436. Of this total, 137,527
were housed in facilities operated by the
BOP, 15,799 were confined in secure
privately-managed facilities and secure
facilities operated by State and local gov-
ernments, and 10,110 were housed in con-
tract halfway houses or were under home
confinement.

Through its ongoing construction

and expansion program, the Bureau
added 4,837 beds.
crowding rate increased from 32 percent

The Bureau’s total

to 33 percent above capacity during FY
2002. (Crowding at high-security and
medium-security institutions was signifi-
cantly higher at 41 percent and 58
percent, respectively.)

TM@ Two new facilities were activated
during FY 2002. They were a United
States Penitentiary in Lee, Virginia and a
Federal Correctional Institution in Peters-
burg, Virginia. The function of the FCI in
Edgefield, South Carolina is currently
under conversion from a high security to
amedium security facility.

TM@ As of September 30, 2002, the Bu-
reau had 28 facilities in various stages of
the planning, design, and construction
process. Of these, 9 were high security
United States Penitentiaries, 16 were
medium security Federal Correctional
Institutions, and 3 were secure facilities
for female inmates.

@ Asa tool to manage its growing
population, including the sentenced
criminal alien population, the Bureau
continues to house Federal inmates in
State and local facilities through the use
of intergovernmental agreements (IGAs).
Approximately 7,120 inmates were con-
fined pursuant to IGAs at the end of FY
2002.

@ Approximately 8,600 inmates are
confined in facilities under contract be-
tween the Bureau and various private
corrections providers. The Bureau

awarded a contract to Corrections Cor-
poration of America in May 2002 for the
confinement of 1,524 low security sen-
tenced criminal aliens. This facility, lo-
cated in McRae, Georgia, is expected to
begin receiving inmates in early 2003 aud
will provide Institution Hearing Release
beds (used to facilitate hearings on the
part of the Immigration and Naturaliza-
tion Service) for inmates from Colombia
Such
contract facilities help the Bureau man-
age its population and are especially use-
ful for meeting the needs of low security
specialized populations like sentenced
criminal aliens.

and Central American countries.

TM@ The BOP has actively encouraged
non-citizen inmates to apply for interna-
tional treaty transfers to their home
countries. This allows foreign national
inmates to serve their prison terms in
facilities nearer their families while, at
the same time, decreasing the U.S.
Government’s cost of housing non-
citizen offenders.

In FY 2002, under the auspices of the
Department of Justice Prisoner Exchange
Program, the BOP worked with the Office
of Enforcement Operations and the U.S.
Marshals Service to return 345 foreign
inmates from BOP facilities to 18 different
countries and 94 American citizens from
foreign prisons to the United States.
Transferred inmates will complete their
sentences in their home countries.

@ The number of offenders in commu-
nity corrections centers grew from 7,889
at the end of FY 2001 to 8,599 at the end


@ = The NIC Information Center pro-
vided direct assistance and documents
to approximately 11,000 correctional
policymakers, practitioners, elected offi-
cials, and others interested in corrections
issues. Approximately 37,000 documents
were disseminated to meet these requests.
The NIC website received approximately
535,000 visits during FY 2002 and over
143,000 visitors downloaded documents,
which include the NIC program applica
tion forms. The NIC Information Center
is responsible for maintaining 19 sepa-
rate listservs, with a total of 2,824 mem-
bers. This task involves managing both
public and private listservs, which are
e-mail bulletin boards for professionals
in all correctional disciplines.

M@  InFY 2002, NIC continued to sup-
port a number of corrections executive
and practitioner networks (including
website-based networks) allowing for the
sharing of information, problem-solving,
the transfer of technology, and improve-
ments in strategic management. These
groups included administrators of large
jails, deputy directors of state prison sys-
tems, and executives of state probation
and parole systems. NIC also facilitated
a “corrections exchange” - a network of
approximately 800 corrections officials
that interacted and discussed a variety
of correctional issues and practices.

During FY 2002, NIC’s Office of Cor-
rectional Job Training and Placement
(OCITP) provided Offender Workforce
Development Specialist (OWDS) training
to corrections professionals from 15 dif-
ferent states. The purpose of this train-

ing was to (1) increase the skill level of
offender workforce practitioners and (2)
provide training instruction to partici-
pants so that they may train other
offender employment service providers.
During the 156-hour competency-based
training, participants completed a num-
ber of modules including Barriers, Action
Plan Development and Implementation,
Assessment, and Career Theory. Based
on self-report questionnaires, participants
were found to have a 28 percent skill level
increase on average for these and other
modules during the three weeks of train-
ing.

@ In FY 2002, NIC continued to pro-
vide information and technical assistance
to help states in their consideration of
whether to enact new legislation (titled
the Interstate Compact for Adult Offender
Supervision) to replace the outdated
(1935) and deficient Interstate Compact
for the Supervision of Parolees and Pro-
bationers. The compact provides statu-
tory authority for regulating the transfer
of adult parole and probation supervision
across state boundaries. The replacement
legislation was developed in partnership
with the Council of State Governments.
By the end of the fiscal year, 38 states (3
more than necessary) had enacted the
new compact and implementation plan-
ning was underway.

M NIC’s work with the Office of Justice
Programs (OJP) lead to a cooperative
agreement on Technical Assistance for
Development of Correctional Facilities on
Native American Reservations with Jus-
tice Planners International signed in No-

vember 2001. The work performed under
this agreement has aided tribal officials
in the planning, design, and construction
of, and transition to new detention facili-
ties. Additionally, assistance is being pro-
vided to the 19 tribes that have received
Federal funds for construction of correc-
tional facilities through OJP grant pro-
grams. Four additional construction
grants have been, or soon will be,
awarded.

W@ During FY 2002, significant work was
accomplished with four states (Georgia,
Kansas, Rhode Island, and New Jersey)
through a cooperative agreement with the
Center for Effective Public Policy. This
initiative was titled “Policy Driven
Responses to Parole Violations.” The
purpose was to explore how frequently
persons on parole violate their parole, de-
termine agencies’ responses, understand
how frequently such violations move into
a formal revocation process, and deter-
mine the percentage of parolees that are
returned to prison. Through this analy-
sis, each state developed a work plan to
improve its response to violations.

M@ During FY 2002, NIC’s project “Tran-
sition From Prison to the Community” de-
veloped a model approach for the transi-
tion of offenders from prison to the com-
munity, The project is now in its initial
testing phase in two states, Missouri and
Oregon. The test phase will assist NIC
and its cooperative agreement partner,
Abt. Associates, Inc., in evaluating those
processes which the model describes as
the key elements for developing a transi-
tion process for state correctional

21


Statistics by Inmate Security Level*

BOP-
MIN LOW MED HIGH WIDE

Sentence Imposed (% of Population)**

Under | year 1202 8% ose 15% ee 0.8% 0...0.3% 0... 1.4%

1-3 years 12.2%... 3.1% ..11.9%
3-5 years . 15.6%., a - 14.3%
5-10 years ... + 30.4% .. 30.1% .. 20.9% ..29.7%

10-15 years
15-20 years
Over 20 years
Life sentence .

+ 21.0% .. 17,6%.. 15.5% .. 18.9%
« LL.2%.. 11.3% ....9.5%
+ 14.0%... 19.5% ..10.3%
21%. 4.0%

Offense (% of Population)

Drug offenses + 45.2%. 26.3% ..56.2%

Robbery .... 11.0%.
Property offenses so 41% see 4.4% oe 6.
Extortion, bribery, fraud ... LT% wel.

ws 3.6%.
- 16.8% ., 16.3% .. 11.5%
+ 17.3%.. 11.7% .. 11.6%

Homicide, aggravated assault, kidnapping

Arms, explosives, arsor

All others

* Inmate Security Level categorizes inmates on security needs based on a combination of back-
ground factors (such as severity of offense, length of incarceration, prior commitments, and history
of violence or escape), institutional adjustment, and public safety factors. An inmate’s security
level is used as a guide in making a designation, but it does not always match the security level of
the institution in which he or she is confined. The 0.1 percent of inmates with life sentences and a
security level designation of “minimum” have eared this designation based on sustained good
conduct over a long period of time. None of these inmates is assigned to a minimum security level
institution; they are all in secure facilities.

** Does not include inmates sentenced to death.


38

FPC Duluth

6902 Airport Road
|_° P.O.Box 1400
Duluth, Minnesota 55814
218-722-8634
Fax: 218-733-4701
North Central Region

501 Gary Hill Road

P.O. Box 723

Edgefield, South Carolina
29824

803-637-1500

Fax: 803-637-9840
Southeast Region

Eglin AFB, Florida 32542-7606
850-882-8522

Fax: 850-729-8190

Southeast Region

FCI El Reno
P.O. Box 1000
Highway 66 West

El Reno, Oklahoma
73036-1000
405-262-4875

Fax: 405-262-6266
South Central Region

FCI Elkton
8730 Scroggs Road
P.O. Box 89

Elkton, Ohio 44415
330-424-7448

Fax: 330-424-7075
Northeast Region

Security level: Minimum/Male
Judicial District: Minnesota

Population: 583
Staff 100

Security level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: South Carolina

Population: FCI: 994 Camp: 421
Staff: 390

Location: On the southwestern

tip of Lake Superior, halfway
between Minneapolis-St. Paul
and the U.S.-Canadian border,
7 miles north of Duluth, off
Highway 53 at Stebner Road.
The area is served by Duluth
International Airport and
commerical bus lines.

Carolina and Georgia, northeast
of Augusta. The FCI is located
approximately 30 miles northeast
of I-20, on Highway 25. The area
is served by airports in Augusta,
Georgia, and Columbia, South
Carolina.

Judicial District: Northern
Florida

Population: 781
Staff 124

Security level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Western
Oklahoma

Population: FCI: 1,219 Camp: 161
Staff 363

Security level: Low/Male
(satellite Low/Male Facility)
Judicial District: Northern Ohio

Population: FCI: 1,849 FSL: 565
Staff: 351

Location: In the Florida pan-
handle, 65 miles east of
Pensacola, on Eglin Air Force
Base. The area is served by
Okaloosa County Air Terminal,
Pensacola Regional Airport, and
commerical bus lines.

Location: 30 miles west of
Oklahoma City, From Interstate
40, take exit 119 (Old Highway
66). Proceed 1.5 miles to the
institution on the right. The
area is served by Will Rogers
World Airport in Oklahoma City.

Location: In Northeastern Ohio,
less than an hour from Pitts-
burgh, Youngstown, and
Canton. The area is served by
the international airport in
Pittsburgh and regional airports
in Youngstown and Canton,
Amtrak, and commercial bus
lines.


FCI Englewood
9595 West Quincy Avenue
Littleton, Colorado 80123
303-985-1566

Fax: 303-763-2553

North Central Region

FCI Estill
100 Prison Road

P.O. Box 699

Estill, South Carolina 29918
803-625-4607

Fax: 803-625-5635
Southeast Region

FCI Fairton

P.O. Box 280

Fairton, New Jersey 08320
856-453-1177

Fax: 856-453-4186
Northeast Region

ADX Florence
P.O. Box 8500

Florence, Colorado 81226
719-784-9464

Fax: 719-784-5290

North Central Region

FCI Florence
P.O. Box 6500

Florence, Colorado 81226
719-784-9100

Fax: 719-784-9504

North Central Region

Security level: Medium/Admin

trative/Male (adjacent Minimumy/

Male Camp)
Judicial District: Colorado

Population: FCI: 881 Camp: 118
Staff: 341

Security level: Mediun/Male
(adjacent Minimum/Male Camp)
Judicial District: South Carolina

Population: FCI: 1,204 Camp: 271
Staff: 299

Security level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: New Jersey

Population: FCI: 1,365 Camp: 99
Staff: 346

Security level: Administrative
Maximum/Male
Judicial District: Colorado

Population: 417
Staff: 325

Security level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Colorado

Population: FCI: 1,262 Camp: 442
Staff: 312

15 miles southwest of
Denver, off Interstate 285. The.
area is served by the Denver
International Airport, Amtrak,
and commercial bus lines.

Location: In Hampton County,
off State Road 321, about 3 miles
south of Estill. The area is
served by air and rail in Savan-
nah, Georgia, and Charleston,
South Carolina. The area is
served directly by commercial
bus service.

Location: 50 miles southeast of
Philadelphia and 40 miles west of
Atlantic City. Off State Highway
55, at 655 Fairton-Millville Road.
The area is served by airports in
Philadelphia, Atlantic City, and
Millville; Amtrak in Philadelphia
and Atlantic City; and commer-
cial bus service.

Location: On State Highway 67,
90 miles south of Denver, 45
miles south of Colorado
Springs, and 40 miles west of
Pueblo. The area is served by
airports in Denver, Colorado
Springs, and Pueblo; Amtrak in
Denver and La Junta; and
commerical bus lines.

Location: See ADX Florence.

39


54

Dallas CCM Office

4211 Cedar Springs Road, Suite 100
Dallas, TX 75219

214-224-3522, Fax: 214-224-3367
Districts: Oklahoma, Northern Texas

Denver CCM Office

1961 Stout Street, Room 441
Denver, CO 80294
303-844-5179, Fax: 303-844-6189
District: Colorado

Detroit CCM Office

211 Fort Street, Suite 620, 6th Floor
Detroit, MI 48226

313-226-6186, Fax: 313-226-7327
Districts: Eastern/Western Michigan,
Northern Indiana

El Paso CCM Office

4849 North Mesa Street, Suite 208

El Paso, TX 79912

915-534-6326, Fax: 915-534-6432
Districts: New Mexico, Western Texas

Houston CCM Office

515 Rusk Avenuc, Room 12016
Houston, TX 77002
713-718-4781, Fax: 713-718-4780
Districts: Southern Texas

Kansas City CCM Office

Gateway Complex, Tower II

400 State Avenue, Room 131

Kansas City, KS 66101-2405
913-551-1117; Fax: 913-551-1120
Districts: Northern/Southemn Iowa,
Kansas, Nebraska, Western Missouri

Long Beach CCM Office

501 West Ocean Boulevard, Suite 3260
Long Beach, CA 90802-4221
562-980-3536, Fax: 562-980-3543
District: Central California

Miami CCM Office

401 North Miami Avenue

Miami, FL 33128-1830

305-536-5705, Fax: 305-536-4024
Districts: Puerto Rico, Virgin Islands,
Southern Florida

Minneapolis/St. Paul CCM Office

300 South 4th Street, Suite 1210
Minneapolis, MN 55415

612-664-5560, Fax: 612-664-5569
Districts: North Dakota, South Dakota, *

Minnesota

Montgomery CCM Office

2350 Fairlane Drive, Suite 110
Montgomery, AL 36116

334-223-7464, Fax: 334-223-7012
Districts: Alabama, Mississippi, Northen
Florida

Nashville CCM Office

801 Broadway, Room 599

Nashville, TN 37203

615-736-5148, Fax: 615-736-5147
Districts: Eastern/Middle/Western
Tennessee, Eastern/Western Kentucky

New Orleans CCM Office

Hale Boggs Building

501 Magazine Street, Suite 1211

New Orleans, LA 70130

504-589-2371, Fax: 504-589-2378
Districts: Louisiana, Arkansas, astern
Texas

New York CCM Office

26 Federal Plaza, Room 36-110

New York, NY 10278

212-264-9520, Fax: 212-264-9516
Districts: Eastern/Southern New York,
New Jersey

Orlando CCM Office

3659 Maguire Blvd., Suite 100
Orlando, FL 32803
407-648-6049, Fax: 407-648-6058
District: Middle Florida

Philadelphia CCM Office

U.S. Customs House, 7th Floor
Second and Chestnut Streets
Philadelphia, PA 19106

215-521-7300, Fax: 215-521-7486
Districts: Eastern/Middle Pennsylvania

Phoenix CCM Office

234 N. Central Avenue, Suite 425
Phoenix, AZ 85004-2212
602-379-4947, Fax: 602-379-4061
Districts: Southern California, Arizona

Pittsburgh CCM Office

William S. Moorehead Federal Building
1000 Liberty Avenue, Room 831
Pittsburgh, PA 15222

412-395-4740, Fax: 412-395-4730
Districts: Northern/Western New York,
Western Pennsylvania


Bureau of Prisons Offices

hile the primary business of

the Bureau of Prisons is

operating correctional
facilities, certain administrative, policy
development, support, training, technical
assistance, and program review functions
are carried out by the Central Office, six
regional offices, and the BOP’s training
centers

Central Office

The headquarters, or Central Office, of
the Bureau of Prisons is located at
320 First Street, NW, Washington, DC
20534. The Central Office is divided into
eight divisions and the National Institute
of Corrections.

The Administration Division develops
and administers the Bureau’s budget,
oversees financial management, and is
responsible for the Bureau's capacity
planning initiatives, site selection activi-
ties, construction and acquisition of new
Bureau institutions, and facilities manage-
ment programs.

The Correctional Programs Division
(CPD) develops activities and programs
designed 10 appropriately classify in-
mates, eliminate inmate idleness, and de-
velop the skills necessary to facilitate the
successful reintegration of inmates into
their communities upon release. Programs
include psychology and religious ser-
vices, drug abuse treatment, programs for
special needs offenders and females, and
case management. The Division also pro-
vides national policy direction and daily
operational oversight of institution cor-
rectional services; intelligence gathering;

the management of inmates placed in the

Federal Witness Security Program; inmate
transportation; receiving and discharge
and inmate sentence computations; emer-
gency preparedness; inmate discipline;
and the coordination of treaty transfer of
inmates with other countries. The Divi-
sion coordinates the agency’s Victim/
Witness Program and ensures the collec-
tion of court-ordered obligations through
the Inmate Financial Responsibility Pro-
gram. Additionally, during FY 2002, the
Community Corrections and Detention
Division was incorporated into CPD. As
aresult, CPD now has responsibility for a
variety of functions in the areas of con-
tract community corrections centers,
community corrections field offices, fed-
erally-sentenced juveniles, community-
based drug treatment, and secure priva-
tized prisons. Division staff are respon-
sible for policy development and techni-
cal support to field staff who monitor con-
tract compliance and coordinate the
Bureau’s community corrections and
privatization and detention efforts.

The Health Services Division manages
the health care programs of the Bureau
and ensures that Federal inmates receive
essential medical, dental, and psychiatric
services. The Division is also respon-
sible for the Bureau’s safety, environmen-
tal and food services programs,

The Human Resource Management Divi-
sion is responsible for recruitment, selec-
tion, training, and development of Bureau
staff members, as well as employee pay and
position management, security and back-
ground investigations, labor/management
relations, diversity management, and equal
employment opportunity services.

The Industries, Education, and Vocational
Training Division oversees Federal
Prison Industries, also known by its
trade name UNICOR. UNICOR is a
wholly-owned Government corporation
that provides employment and training
opportunities for inmates confined in Fed-
eral correctional facilities. The Division
also has managerial oversight of the
Bureau’s education, recreation, and vo-
cational training programs; and of the
Inmate Placement and Voluntcer Manage-
ment programs.

The Information, Policy, and Public
Affairs Division is responsible for
managing the Bureau's information
resources (including SENTRY, BOPNET,
Sallyport, and internet), research and
evaluation programs, security technol-
ogy programs, public affairs, legislative
affairs, and policy review.

The Office of General Counsel provides
legal advice, assistance, and representa-
tion to Bureau officials in the areas of
legislative and correctional issues, com-
mercial law, inmate litigation, administra-
tive and discrimination complaints, eth-
ics issues, equal employment opportu-
nity law, Freedom of Information Act and
Privacy Act issues, and labor law.

The Program Review Division provides
oversight of BOP program performance
through the development of strategic
planning initiatives and through the ad-
ministration of program reviews that
measure program performance; assess
the strength of internal control systems;
and evaluate compliance with laws, regu-
lations, and standards. It coordinates the
Bureau’s response to audits conducted

27


Citizenship

United States

Mexico

Colombia ...
Dominican Republic
Cuba...
Jamaica ...
Other ......

Type of Commitments

US. Code .
D.C. Superior Court ....
Parole Violation ...

Probation Violation ,.
State, territorial ...

Median Months Expected to Be Served

All offenses sou
Drug offenses .
Robbery ...
Burgulary, larceny, and property offenses...
Extortion, fraud, and bribery......
Homicide, aggravated assault, kidnapping
Weapons, explosives, arson......
Banking and insurance, counterfeit, embezzelment offenses . 19
Immigration ..
Courts or corrections
National security ....
Continuing criminal enterprise

Sex offenses...
Inmate Security Level

-- 20.6%

36.1%
29.7%
13.6%

57


In fiscal year 2002, several institutions of the Federal
Bureau of Prisons reached milestones that are a reminder
of this agency’s long history of dedicated public service.
The United States Penitentiary at Atlanta, GA, celebrated
its 100" anniversary and the Federal Correctional Institu-
tion at La Tuna, TX celebrated its 70" anniversary. The
Bureau’s mission is to help protect public safety by ensur-
ing that offenders serve their sentences of imprisonment
in facilities that are safe, humane, cost-efficient, and
appropriately secure. The second yet equally critical part
of our mission is to help break the cycle of crime by provid-
ing programming opportunities to inmates to increase the
likelihood of successful re-entry into their communities.

This ycar thc Bureau continued its support of our Nation’s
response to terrorism by confining a number of those
detained in relation to terrorist acts and working
collaboratively with other law enforcement agencies on
related matters. Additionally, we increased security mea-
sures and vigilance at our institutions to reinforce our
Nation’s state of readiness.

Our Nation’s counterterrorism activities during fiscal year
2002 noticeably affected the Bureau’s human resources.
We experienced the temporary loss of reservists on our

staff to the military and additional staff transfers to new
Federal agencies. Yet despite strained resources and the
growth of the Federal inmate population, Bureau employ-
ees, as always, rose to the challenge to ensure we fulfilled
our mission. In fact, last year the Bureau further increased
the number of programs available to assist inmates in
acquiring the skills they need to adopt and maintain a crime-
free lifestyle after release. Our institutions have also
expanded the range of programs and activities that help
inmates contribute positively to the local communities,
even while they serve their sentences. The Bureau’s
success is, in large part. a direct consequence of the hard
work and dedication to duty of its workforce and its
collective commitment to serve the American public, char-
acteristics that are obvious ou a day-to-day basis but even
more noteworthy during difficult circumstances.

As in the past, the Bureau remains well-prepared to meet
its responsibilities to the American public and respond to
whatever challenges or circumstances it may confront. The
American spirit is indeed alive and well in the employees of
the Federal Bureau of Prisons.

ean Aaa owryed

Kathleen Hawk Sawyer


46

OAKDALE

FCI Oakdale
P.O. Box 5050

Oakdale, Louisiana 71463
318-335-4070

Fax: 318-215-2688

South Central Region

FDC Oakdale
P.O. Box $060

Oakdale, Louisiana 71463,
318-335-4466

Fax: 318-215-2046

South Central Region

FTC Oklahoma
City

P.O. Box 898802

7410 South MacArthur Blvd.
Oklahoma City, Oklahoma
73189-8802

405-682-4075

Fax: 405-680-4055

South Central Region

FCI Otisville
P.O. Box 600

Otisville, New York 10963
845-386-5855

Fax: 845-386-1527
Northeast Region

FC! Oxford
Box 500

Oxford, Wisconsin
53952-0500
608-584-5511

Fax: 608-584-6371
North Central Region

Security Level: Medium/Male
Judicial District: Western
Louisiana

Population: 1,288
Staff: 311

Security Level: Administrative/
Male (adjacent Minimum/Male

Camp)
Judicial District: Western
Louisiana

Population: FDC: 749 Camp: 83
Staff: 230

Security Level: Administrative/

Male/Female
Judicial District: Western
Oklahoma

Population: 1,248
Staff: 291

Security Level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Southern

New York

Population: FCI: 1,044 Camp: 122
Staff: 313

Security Level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Western
Wisconsin

Population: FCI: 959 Camp: 183
Staff: 305

Location: In central Louisiana,
35 miles south of Alexandria and.
58 miles north of Lake Charles.
Off of State Highway 165 on
Whatley Road. The area is
served by Alexandria Interna-
tional Airport (10 miles from the
facility) and by commercial bus
lines.

Location: See FCI Oakdale.

Location: 3 miles west of
Interstate 44 and 4 miles south
of Interstate 40. Located at and
served by the Will Rogers World
Airport. Also served by commer-
cial bus lines.

Location: In southeastem part of
New York state, near the
Pennsylvania and New Jersey
borders, and 70 miles northwest
of New York City. The area is
served by several airports; the
closest is Stewart International
in Newburgh, New York. Bus and
train service connect Otisville to

New York City,

Location: In central Wisconsin.
60 miles north of Madison. Off 1-
39 at the intersection of County
Road G and Elk Avenue. The
area is served by Dane County
Regional Airport, and commercial

bus service in Portage and
Wisconsin Dells.


44

MEMPHIS

USP Marion
4500 Prison Road

P.O. Box 2000

Marion, Illinois 62959
618-964-1441

Fax: 618-964-1895
North Central Region

FCI McKean
P.O. Box 5000
Bradford, Pennsylvania
16701

814-362-8900

Fax: 814-363-6822
Northeast Region

FCI Memphis
1101 John A. Denie Road
Memphis, Tennessee 38134-
7690

901-372-2269

Fax: 901-380-2462
Mid-Atlantic Region

FCI Miami
15801 S.W. 137th Ave.
Miami, Florida 33177
305-259-2100

Fax: 305-259-2160
Southeast Region

FDC Miami

PO. Box 019118

33 NE. 4th Street

Miami, Florida 33101-9118
305-577-0010

Fax: 305-536-7368
Southeast Region

Security level: High/Male
(adjacent Minimuny/Male Camp)
Judicial District: Southern Illinois

Population: USP: 448 Camp: 341

(adjacent Minimun/Male Camp)
Judicial District: Western
Pennsylvania

Population: FCI: 1,312 Camp: 312

Security level: Medium/Male
(satellite Minimum/Male Camp)
Judicial District: Western

Population: FCI: 1,253 Camp: 282

Security Level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Southern Florida

Population: FCI: 1,214 Camp: 268

Sceurity level: Administrative/
Male/Female
Judicial District: Southern Florida

Population: 1,442

Location: 300 miles from
Chicago, 120 miles from St.
Louis, 9 miles south of Marion.
Off 1-57 via Highway 148 north,
east on Little Grassy Road.
The area is served by the
Williamson County Airport.

Location: In northwest Pennsyl-
vania between Bradford and
Kane. 90 miles south of Buffalo.
Off Route 59, 1/4 mile east of the
intersection of State Route 59
and U.S. Route 219. The area is
served by Buffalo Airport and
Bradford Airport.

Location: In the northeast
section of Memphis near the
intersection of Interstate 40 and
Sycamore View Road. The area is
served by Memphis Interna-
tional Airport, Amtrak, and
commercial bus lines,

Location: In southwest Dade
county, 30 miles from downtown
Miami. Offthe Florida Turnpike
(Homestead Extension, 152nd
Street exit, 2.5 miles to 137th
Street (south). The area is
served by Miami International
Airport, Amtrak, and commercial
bus lines.

Location: East of Miami Interna-
tional Airport in downtown
Miami. Located at the corner of
NE. 4th Street and

N. Miami Avenue. The area is
served by Miami International
Airport, Amtrak, and commercial
bus lines.


demonstrated that it continues to perform
its public administration functions in an
effective and fiscally responsible manner.

@ During FY 2002, the BOP continued
to provide information to the public
through its website (www.bop.gov) on
the Internet. During this time period, the
Bureau’s website received almost 28.5
million hits during 3.1 million visits by
over 1.35 million different visitors.

Almost all BOP Program Statements
(policies) are posted on the Bureau's
website, providing the public with faster,
easier access while reducing costs asso-
ciated with responding to individual
Freedom of Information Act (FOIA)
requests. The BOP website also contains
an electronic FOIA request form, which
allows citizens to transmit their FOIA
requests electronically.

@ During FY 2002, the Inmate Locator
was placed on the Bureau’s public
website, allowing individuals and other
criminal justice system components to
search for the location of specific inmates.
Prior to this, an inmate’s location was pro-
vided through a written request to the
FOIA office or through telephonic re-
quests to the Bureau’s Inmate Locator or
the Office of Public Affairs. The website
availability of this information resulted in
an overall decrease in FOIA requests to
the Bureau, from approximately 25,000
FOIA requests in FY 2001 to approxi-
mately 14,500 FOIA requests in FY 2002.
The requests received now represent
more complex, time-consuming requests
for documentation.

WM During the fiscal year, the Bureau’s

Medical Director continued to issue and
revise Clinical Treatment Guidelines, pro-
viding the latest information on the pre-
vention, detection, and treatment of sev-
eral diseases, including diabetes, hyper-
tension, coronary artery disease, HIV,
hepatitis, tuberculosis, asthma, depres-
sion, and detoxification. The guidelines,
based on _nationally-accepted standards
of care, were made available to State and
local correctional agencies through the
National Institute of Corrections website.

TM@ During FY 2002, the BOP worked
closely with the FBI’s Convicted Offender
Program to collect DNA samples for
inmates, as required by the DNA Analy-
sis Backlog Elimination Act of 2000. The
BOP collected more than 8,600 samples.

TM@ During fiscal year 2002, the Bureau
worked closely with the Joint Commis-
sion on Accreditation of Healthcare
Organizations (JCAHO) concerning the
accreditation of health care delivery
throughout the Bureau. In FY 2002, 31
Bureau institutions were surveyed and
accredited by JCAHO.

During the fiscal year, the Bureau
continued implementation of a modified
cook/chill food service program in which
institution food service departments use
blast chillers and re-therm cabinets in
conjunction with existing equipment to
prepare, serve, and store food items. Blast
chillers rapidly cool food to reduce the
potential of food-borne illnesses and to
extend shelf life.
rapidly heat food to appropriate tempera-

Re-therm cabinets

tures, ensuring a quality serving with

lower utility costs.

@ = The Bureau continues to actively
explore strategies that could potentially
yield cost-reductions while simulta-
neously improving inmate services. For
example, a CD ROM pilot was imple-
mented at FMC Butner’s law library and
on their medical/surgical floor which es-
tablished a network CD-ROM library with
6 dummy terminals. This will save estab-
lishing three separate law libraries with
an expected cost savings of $1,282 per
year. Staff work has been significantly
reduced by providing all inmates with the
materials available in the main law librar-
ies. Library staff did not have to audit
the libraries and prepare the semi-annual
inventories, and there were no costs for
lost or damaged books. Inmate requests
for library materials have been signifi-
cantly reduced.

TM@ Leadership in corrections includes
acknowledging and dealing with prob-
lems. With the Bureau’s rapid growth,
there are more inexperienced staff in the
agency’s workforce than in the past. All
staff are advised of and are expected to
know the laws, regulations, and BOP
policies guiding their conduct. Still, a
very small percentage of staff become
involved in misconduct.

The BOP has zero tolerance for staff
misconduct. The most difficult challenge
for the Bureau has involved abuse of
authority, and in particular, the sexual
abuse of inmates.


Statistical Data, FY 2002

Federal Inmates

Total, September 30, 2002
In Bureau Institutions ..

In Contract Facilities*

* Includes Federal inmates confined in privately-operated prisons, detention centers, community
corrections centers, and juvenile facilities and Federal inmates in correctional facilities and detention

centers operated by State and local governments.

90.7%
9.3%

Sentenced ..

Unsentenced

Inmate Characteristics (All Facilities)

Average Age .....

Gender

Male... 93.0%
Female 7.0%
Race

White .... 56.1%
Black . 40.7%

Other .

Ethnicity

31.8%

Hispanic ....
Non-Hispanic

- 68.2%



2002, a total of 4,934 inmates completed
their GED. Most of these inmates com-
pleted the program using a new GED test
that requires more rigorous skills and
experience in writing and math, and is

consequently more difficult to pass.

Occupational training programs provide
inmates with marketable skills to increase
their chances of successful post-release
employment. BOP research has found
that inmates who participated in voca-
tional training or apprenticeship training
programs while incarcerated were signifi-
cantly less likely to recidivate than
inmates who did not participate in these
programs. In FY 2002, the Bureau pro-
vided or supported approximately 361 oc-
cupational training programs, 501 appren-
ticeship programs, and 130 advanced oc-
cupational education programs for in-
mates, On any given day, more than 9,000
inmates were actively participating in
occupational training/apprenticeship
programs. During the fiscal year, inmates
completed over 10,000 occupational train-

ing courses

The focus on education services to
inmates with special learning problems or
disabilities remains a high priority for the
Bureau. Since July 1997, more than 100
special education teachers have received
intensive training in diagnostic assess-
ment and methods for accommodating
inmates with disabilities. As part of the
special learning needs effort, the Bureau
also has emphasized and increased spe-
cial GED test accommodation requests.
There were 45 special GED test accom-
modations in FY 2002, up from 27 in FY
2001.

@ Most
parenting programs that provide inmates
with opportunities to learn more about
children, child development, and family

Bureau facilities have

skills. A new initiative began in 2002 to
address family litcracy issues. The Read-
ing is Fundamental (RIF) program, whose
mission is to develop and deliver literacy
programs that encourage young children
to read regularly, was instituted at six
Bureau facilities: FMC Fort Worth, Texas;
FCI Danbury, FCI
Victorville, California; FCI Jesup, Geor-
gia; USMCFP Springfield, Missouri, and
FMC Lexington, Kentucky. The children
of inmates participating in the parenting

Connecticut;

program at these facilities receive as many
as three books during the year from RIF.
RIF funded 75 percent of the cost of the
books and the remaining 25 percent came
from Inmate Trust Funds. In addition to
the RIF program, Hope House, a Wash-
ington DC-based non-profit organization,
established the Father to Child Reading
Program at FCI Cumberland, Maryland.
In this program, inmates read children’s
books into a tape recorder. The tape, a
signed book, and a picture of the inmate
are mailed home to the inmate’s child,
allowing fathers to read to their children
via the recording.

Hope House also sponsored the Father
to Child Summer Camp program at FCI
Cumberland. Fourteen children spent five
consecutive mornings visiting with their
incarcerated fathers. Teachers guided the
children and inmates through crafts,
drama, games, and creative writing activi-
ties.

TM@ The Bureau’s Inmate Placement
Program coordinated 65 mock job fairs in
49 Federal prisons during FY 2002.
Approximately 2,000 inmates and 900
company recruiters and local agency staff
participated. During the year, four insti-
tutions held their first mock job fair. Over
8,500 Federal prisoners and more than
3,500 community partners have been
involved in the mock job fairs since the
program’s establishment in October 1996.

@ In order to reduce the number of
inmates who return to drug abuse and
criminal lifestyles following release, the
Bureau has a comprehensive substance
abuse treatment program. The Bureau
offers drug abuse education programs, a
variety of non-residential programs (for
inmates in the general population), and
community transition programs.

Additionally, the Bureau operates residen-
tial drug abuse treatment programs at 50
of its institutions for the 34 percent of
Federal inmates with such a need. Eli-
gible inmates who participate are housed
together in a separate housing unit of the
prison that is reserved for drug abuse
treatment. The residential program pro-
vides intensive treatment for a minimum
of four hours daily, five days per week.

The remainder of each day is spent in edu-
cation, work skills training, and other in-
mate programs. Residential drug abuse
programs are typically nine months in
length and provide a minimum of 500
hours of drug abuse treatment. Treat-
ment is cognitively based, focuses on the
inmate’s behavior and criminal thinking,
and targets the inmate’s drug-using




846 NE, 54th Terrace

Coleman, Florida 33521-1029

352-689-6000
Fax: 352-689-6012
Southeast Region

USP Coleman

Judicial District: Middle Florida

Population: 1,628
Staff: 287

Location: see FCC Coleman
(Administrative).

FCI Cumberland
14601 Burbridge Road, SE.
Cumberland, Maryland

21502-8274
301-784-1000

Fax: 301-784-1008
Mid-Atlantic Region

FCI Danbury
Route 37

33 1/2 Pembroke Road
Danbury, Connecticut
06811-3099
203-743-6171

Fax: 203-312-5110
Northeast Region

FMC Devens
P.O. Box 880

Ayer, Massachusetts 01432

978-796-1000
Fax: 978-796-1118
Northeast Region

FCI Dublin

5701 8th Street, Camp Parks
Dublin, California 94568

925-833-7500
Fax: 925-833-7555,
Western Region

Security level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Maryland

Population: FCI: 1,237 Camp: 268
Staff: 305

Security level: Low/Female
(adjacent Minimum/Female
Camp)

Judicial District: Connecticut

Population: FCI: 1,092 Camp: 235
Staff: 258

Security level: Administrative/
Male (adjacent Minimum/Male
Camp)

Judicial District: Massachusetts

Population: FMC; 1,080 Camp: 125
Staff: 417

Security level: Low/Female and
Administrative/Male (adjacent
Minimuny/Female Camp)
Judicial District: Northern
California

Population: FCI: 1,217 Camp: 302
Staff: 280

Location: In western Maryland,
130 miles northwest of Washing-
ton, DC, 6 miles south of
Interstate 68, off State Route 51
South. The area is served by the
Cumberland regional airport,
Amtrak, and commercial bus
lines.

Location: In southwestern
Connecticut, 70 miles from New
York City, 3 miles north of
Danbury on State Route 37. The
area is served by Westchester
County Airport (45 minutes
away), New York City airports
(90 minutes away), and
commerical bus lines.

Location: In north central

Massachusetts, approximately
39 miles west of Boston and 20
miles north of Worcester on the
decommissioned military base of
Fort Devens. Off of Route 2, exit
37B. Take the first right, and the
the institution is 1/2 mile on the
right.

Location: 20 miles southeast of
Oakland. Off Interstate 580
(Hopyard/Dougherty Road exit,
proceed east to the Camp Parks
Army Base). The area is served
by the San Francisco and
Oakland airports and by
commercial bus lines.


Reduce the number of annual work

related injuries and claims.

Inmate Programs and
Services

Objective 5.01

Provide productive work, education,
occupational training, and recreational
activities which prepare inmates for
employment opportunities and a success-
ful reintegration upon release, and which
have a clear correctional management
purpose which minimizes inmate idleness.
Increase the participation of inmates in
community service to foster good com-
munity relations and decrease inmate
idleness,

Objective 5.04

Provide health care in the BOP that incor-
porates continued restructuring and the
following reengineering initiatives: ac-
cess to care, primary care provider teams
(PCPTs), scope of services (clinical treat-
ment guidelines), and user fees. Other
Health Services reengineering objectives
are incorporated in other BOP objectives.

Objective 5.05

Provide residential drug abuse treatment
for all inmates with a substance use dis-
order (as defined by the Bureau), who
volunteer for treatment and encourage
treatment participation. Provide program

completers (who are otherwise eligible)

with quality drug abuse treatment when
transferred to a CCC.

Objective 5.07

Ensure all BOP facilities housing female
offenders offer programs which effec-
tively meet the physical, social, educa-
tional, and psychological needs of the
population.

Objective 5.09

Develop a comprehensive system to
address the needs of mentally ill inmates.
This system includes identification,
diagnosis, treatment, and stabilization;
stratification of levels of care; and
mainstreaming of appropriate inmates
within the institutions and their
community.

Objective 5.10

Ensure reasonable accommodations ex-
ist for all recognized faith groups.

Objective 5.11

Prevent inmates from engaging in orga-
nized gang/group activities or continu-
ing criminal activity during incarceration
through an emphasis on training, intelli-
gence gathering, and sanctions (identifi-
cation, detection, and deterrence).

Objective 5.12

Develop a multifaceted approach that in-
capacitates inmate gang leaders in the

BOP and reduces the negative influence
of violent, predatory, and gang-affiliated
populations in Bureau institutions, The
strategy will include program opportuni-
ties for disruptive, violent, and gang-
affiliated populations that reduce violent,
predatory behavior by emphasizing pro-
social values and self-discipline.

Objective 5.15

Provide inmate health care through a
mission-specific health care system. In-
mate health care Bureauwide will be en-
hanced by matching inmate medical and
mental health needs to institutions which
put to best use their in-house and com-
munity resources.

Objective 5.16

Design, implement, and evaluate quality
cost-effective correctional behavior
management and treatment programs for
inmates that effect positive change, im-
prove mental health, and assist offender
reentry into the community.

Objective 5.17

Implement an electronic medical record
(EMR) system which incorporates all
medical, psychiatric, psychological, and
disability information about individual
inmates, The EMR will incorporate infor-
mation currently maintained separately in
paper medical records, the Psychology
Data System (PDS), the Correctional
Institution Pharmacy System (CIPS), and
the SENTRY SMD/MDS data base.

25


On September 11, 2001, terrorists attacked the United States
with the intent to destroy our nation and our freedom.
Under the leadership of President George W. Bush,
America has responded boldly and decisively on behalf of

all peace-loving people to prevent terrorism, to preserve
freedom, and to protect the American people.

The thousands of men and women who work for the
Department of Justice, including the employees of the
Federal Bureau of Prisons (BOP), have given selflessly of
their time and energy to turn the tragedies of September 11
into triumphs for our country. These men and women are
committed to an overriding priority: safeguarding the
American people from further acts of terrorism. The
Department of Justice has been coordinating public safety
efforts nationwide and working to help ensure international
security. At the same time, the Department continues the
largest, most comprehensive criminal investigation in world
history to bring to justice the terrorists involved in the
attacks of September 11. Of course, as always, the
Department devotes substantial resources to combat other
forms of crime that affect our society, ranging from
corporate fraud to weapons violations and illegal drugs.

In keeping with its tradition of excellence, the BOP has
risen to the occasion to meet the unique challenges of
confining individuals convicted of, or detained for,
terrorist acts. At the same time, the BOP successfully
continues to meet its mission of safely incarcerating and
managing inmates serving sentences imposed by the
federal courts, individuals awaiting trial on federal
charges, and persons detained by the Immigration and
Naturalization Service. The BOP further contributes to
public safety by providing programs designed to help
inmates develop the skills they will need to lead a crime-
free lifestyle following release from prison.

The BOP is comprised of over 34,000 employees dedicated
to serving the Department of Justice, the courts, and the
citizens of this country. The BOP continues to meet the
substantial demands and challenges that many law
enforcement agencies face today, in an effective and
efficient manner, through the dedication, commitment and
professionalism of its staff. I invite you to use the State of
the Bureau 2002 to become better acquainted with the
Federal Bureau of Prisons.

BANAT

John Ashcroft


SCHHYLKI

ee

MCC San Diego
808 Union Street

San Diego, California 92101-
6078

619-232-4311

Fax: 619-595-0390

Western Region

FCI Sandstone
2300 County Road 29
Sandstone, Minnesota 55072
320-245-2262

Fax: 320-245-0385

North Central Region

FCI Schuylkill
P.O. Box 700
Minersville, Pennsylvania
17954

570-544-7100

Fax: 570-544-7224
Northeast Region

FCI Seagoville
2113 North Highway 175
Seagoville, Texas 75159
972-287-2911

Fax: 972-287-5466,

South Central Region

Security Level: Administrative/
Male/Female

Judicial District: Southern
California

Population: 848
Staff: 263

Security Level: Low/Male
Judicial District: Minnesota

Population: 892
Staff: 232

(adjacent Minimum/Male Camp)
Judicial District: Middle Penn-
sylvania

Population: FCI: 1,218 Camp:
301
Staff: 323

Security Level: Low/Male and
Administrative/Male (adjacent
Minimum/Male Camp)

Judicial District: Northern Texas

Population: 1,154 Camp: 113
Staff: 299

Location: In downtown San.
Diego, adjacent to the Federal
courthouse. The area is served
by the Lindberg Field Airport,
Amtrak, and commercial bus
lines.

Location: 100 miles northeast of
Minneapolis/St. Paul and 70
miles southwest of Duluth. Off
Interstate 35 (Sandstone exit,
follow Highway 23 to Route 123
east). The institution is 2 miles
from the intersection. ‘I'he area
is served by commercial bus
lines.

Location: 100 miles northwest
of Philadelphia and 46 miles
northeast of Harrisburg. West
of Interstate 81, off State
Highway 901. The area is
served by Harrisburg Interna-
tional Airport, Amtrak in
Harrisburg, and commercial bus
lines.

Location: 11 miles southeast of
Dallas, off Highway 175 (Hawn
Freeway). The area is served by
the Dallas-Fort Worth Interna-
tional Airport, Amtrak in Dallas
and Fort Worth, and commercial
bus lines.

FDC SeaTac
P.O. Box 13901
Seattle, Washington
98198-1091
206-870-5700

Fax: 206-870-5717
Western Region

Security Level: Administrative/
Male/Female

Judicial District: Western
Washington

Population: 702
Staff: 226

Location: 12 miles south of
Seattle, and 16 miles north of
Tacoma, | mile west of Inter-
state 5 (200th Street exit). The
SeaTac International Airport is 1
mile from the facility. Amtrak
and commercial bus lines also
serve the area. The street
address is 2425 South 200th
Street.

49


FCI Ashland
P.O. Box 888

State Route 716
Ashland, Kentucky
41105-0888
606-928-6414

Fax. 606-928-1854
Mid-Atlantic Region

601 McDonough Blvd., SE.
Atlanta, Georgia 30315-0182
404-635-5100

Fax: 404-331-2137
Southeast Region

USP Atwater
P.O. Box 019000

#1 Federal Highway
Atwater, California 95301
209-386-4620

Fax: 209-386-4719
Western Region

FCI Bastrop
Box 730

1341 Highway 95 North
Bastrop, Texas 78602
512-321-3903

Fax: 512-304-0117
South Central Region

FCC Beaumont

(Administrative)
PO. Box 26015

4550 Hebert Road
Beaumont, Texas 77720
409-727-8187

Fax: 409-626-3401

South Central Region

(adjacent Minimum/Male Camp)
Judicial District: Eastern
Kentucky

Population: FCI: 1,150 Camp: 287
Staff 309

tive/Male (adjacent Minimum/
Male Camp)
Judicial District: Northern Georgia

Population: USP: 2,103 Camp: 500
Staff: 656

Security level: High/Male
(adjacent Minimum Male Camp)
Judicial District: Eastern California

Population: USP: 1,255 Camp: 124
Staff: 393

Security Level: Low/Male (adja-
cent Minimum/Male Camp)
Judicial District: Western Texas

Population: FCI: 1,279 Camp: 168
Staff: 254

FCC Beaumont’s administrative
facility provides various
administrative services to the
Beaumont Complex.

Staff: 175

Location: In the highlands of
northeastern Kentucky, 125 miles
east of Lexington and 5 miles
southwest of the city of
Ashland. Off State Route 716,

1 mile west of U.S. 60.

Location: In southeast Atlanta, at
the junction of Boulevard and
McDonough Boulevard. Off
Interstate 20 (south on Boulevard)
or Interstate 285 (north on
Moreland Ave, left on McDonough
Blvd.). The area is served by the
Hartsfield International Airport,
Amtrak, and commercial bus lines.

Location: On a portion of the
former Castle Air Force Base:
Approximately 130 miles from San
Francisco. The area is served by
Fresno Yosemite International
Airport, Sacramento International
Airport, Modesto City/County
Airport (Harry Sham Field), Amtrak,
and commercial bus lines.

Location: 30 miles southeast of
Austin, 8 miles south of Elgin,
and 8 miles north of Bastrop. Off
Highway 95. The area is served
by the Austin-Bergstrom
International Airport in Austin
(25 miles from the facility).

On the Texas Gulf coast,
about 90 minutes from Houston.
FromU.S. 10, take Route 69 and
exit at Florida Avenue. Turn right
on West Port Arthur Road and
right on Knauth Road. The area is
served by the Southeast Texas
Regional Airport, Amtrak, and
commercial bus lines.

33


42

USP Leavenworth Sccurity level: High/Male

1300 Metropolitan
Leavenworth, Kansas 66048
913-682-8700

Fax: 913-682-0041

North Central Region

LEE

USP Lee

P.O. Box 900

Jonesville, VA 24263-0900
276-546-0150

Fax: 276-546-9115
Mid-Atlantic Region

USP Lewisburg
RD.#5

Lewisburg, Pennsylvania
17837

570-523-1251

Fax: 570-522-7745
Northeast Region

XINGTS

FMC Lexington
3301 Leestown Road
Lexington, Kentucky 40511
859-255-6812

Fax: 859-253-8821
Mid-Atlantic Region

FCI Lompoc
3600 Guard Road
Lompoc, California 93436
805-736-4154

Fax: 805-736-7163
Western Region

(adjacent Minimum/Male Camp)
Judicial District: Kansas

Population: USP: 1,694 Camp: 426
Staff: 533

Security level: High/Male
(adjacent Minimum/Male Camp)
Judicial District: Westem Virginia

Population: USP: 911 Camp: 112
Staff 411

Security level: High/Male
(adjacent Minimum/Male Camp
and Intensive Confinement Center)
Judicial District: Middle
Pennsylvania

Population: USP: 1,113 Camp: 360
ICC: 130
Staff: 534

Security Level: Administrative/
Male (adjacent Minimum/Female
Camp)

Judicial District: Eastern
Kentucky

Population: FMC: 2,081 Camp: 199
Staff: 527

Security level: Low/Male
(adjacent Intensive Confinement
Center)

Judicial District: Central
California

Population: FCI: 1,054 ICC: 120
Staff: 240

Location: 25 miles north of
Kansas City. On Highway 73.
The area is served by Kansas
City International Airport (15
miles from the facility).

Location: 8 miles east of
Jonesville, off of U.S. 58 at the
intersection of State Route 638.
The area is served by the Tri-
Cities Regional Airport in the
Kingsport, Bristol, Johnson City,
‘Tennessee area.

Location: In central Pennsylva-
nia, outside the town of
Lewisburg, 200 miles north of
Washington, DC, and 170 miles
west of Philadelphia. Six miles
south of Interstate 80, and two
miles off U.S. Route 15. The area
is served by Williamsport
Airport.

Location: Seven miles north of
Lexington on U.S. Highway 421
The area is served by Blue Grass
Field Airport and commercial bus
service.

Location: 175 miles northwest of
Los Angeles, adjacent to
Vandenberg Air Force Base. The
area is served by Santa Barbara
Airport (60 miles south), Santa
Maria Airport (25 miles north),
Amtrak, and commercial bus
service.


28

by the U.S. General Accounting Office
(GAO) and the Office of the Inspector
General (OIG), as well as the American
Correctional Association’s accreditation
of Bureau institutions.

Regional Offices

The Bureau of Prisons has six regional
offices, which directly oversee the opera-
tions of the facilities within their respec-
tive regions of the country.

Staff in the regional offices include a
regional director and deputy regional
director, as well as administrators in such
areas as human resource management,
education, health services, financial man-
agement, unit/case management, correc-
tional services, inmate discipline, psy-
chology services, chaplaincy services,
facilitics development and operations,
legal services, computer services, inmate
systems, safety, food service, and com-
munity corrections. The staff maintain
close contact with institution staff in all
facets of Bureau operations.

Regional office staff provide management
and technical assistance to institution
and community corrections personnel.
They conduct specialized training pro-
grams; give technical assistance to State
and local criminal justice agencies; and
contract with community agencies to
provide offender placement in community
corrections centers.

Mid-Atlantic Regional Office

10010 Junction Drive, Suite 100-N
Annapolis Junction, Maryland 20701
301-317-3100 Fax: 301-317-3119

North Central Regional Office
Gateway Complex Tower II, 8th Floor
4th and State Avenue

Kansas City, Kansas 66101-2492
913-621-3939 Fax: 913-551-1130

Northeast Regional Office

U.S. Custom House, 7th Floor
2nd and Chestnut Streets
Philadelphia, Pennsylvania 19106
215-521-7300 Fax: 215-597-1893

South Central Regional Office
4211 Cedar Springs Road
Dallas, Texas 75219
214-224-3389 Fax: 214-224-3420

Southeast Regional Office
3800 Camp Creek Parkway, SW.
Building 2000

Atlanta, Georgia 30331-6226
678-686-1200 Fax: 678-686-1229

Western Regional Office

7950 Dublin Boulevard, 3rd Floor
Dublin, California 94568
925-803-4700 Fax: 925-803-4802

Staff Training Centers

Training is an integral part of Burcau of
Prisons employee development. Intro-
ductory training is conducted at the
Bureau’s Staff Training Academy in
Glynco, Georgia. Specialized profes-
sional training is conducted at the Man-
agement and Specialty Training Center
in Aurora, Colorado.

Staff Training Academy

Federal Law Enforcement Training Center
Building 21

Glynco, Georgia 31524

912-267-2711 Fax: 912-267-2983

Management and Specialty Training
Center

791 Chambers Road

Aurora, Colorado 80011

303-340-7800 Fax: 303-340-7968

National Institute of
Corrections

The National Institute of Corrections
(NIC) provides technical assistance,
training, and information to State and
local correctional agencies throughout
the country. NIC has six divisions or of-
fices (Jails, Prisons, Community Correc-
tions, Academy, Special Projects, and the
Office of Correctional Job Training and
Placement) and it operates a clearing-
house known as the NIC Information
Center. NIC provides training to State
and local correctional personnel and to
Bureau employees at its Academy in
Longmont, Colorado.


tures that make this model much easier to
use, The device is transportable and is
carried like a small suitcase. Therefore,
persons, vehicles, packages, mail, con-
tainers, identification cards, and drivers’
licenses can be tested to detect narcotics

and explosives,

TM@ During FY 2002, the Bureau contin-
ued its efforts to prevent inmates from
engaging in criminal activities while
incarcerated. A major focus was placed
on reducing inmate telephone abuse.

The inmate telephone system (ITS II)
enhances security by improving monitor-
ing capabilities and providing numerous
administrative controls over inmate tele-
phone calls, and the system reduces the
cost of telephone service for inmates.
During fiscal year 2002, institutions
reported 6,726 incidents of inmate mis-
conduct for abuse of telephone privileges.

The BOP records all inmate telephone
calls (except those protected by attorney-
client privilege). The Bureau randomly
monitors social telephone calls and pays
particular attention to certain inmates who
have a high likelihood of abusing their
telephone privileges. The BOP has a pro-
cess in place through which Federal
prosecutors and law enforcement officials
can notify the agency regarding “inmates
of greatest concern” so that the agency
can provide extra scrutiny of these
offenders’ telephone calls, mail, visiting,
and financial transactions.

The BOP continued its limitation on tele-
phone use by inmates in Federal prisons.
This enhances security by decreasing the
ability of inmate groups to monopolize
telephone access and by increasing the
proportion of calls the Bureau is able to

monitor.

@ = The Bureau’s intelligence staff con-
tinue to work with other Federal, State,
and local law enforcement staff to iden-
tify threats to institution security and
reduce crime in the community. The BOP
continues to maintain an Intelligence
Section in the Central Office, as well as
the Sacramento Intelligence Unit in Sac-
ramento, California, with intelligence
officers working with the Safe Streets
Task Forces in numerous metropolitan
areas. The agency has intelligence staff
detailed to both the Counterterrorism and
Violent Crimes Major Offenders Centers
at FBI Headquarters, as well as at the
National Drug Intelligence Center. In
addition to identifying the activities of
inmates coming into or in BOP custody,
the Intelligence Officers are pursuing
active liaison relationships with the FBI
Joint Terrorism Task Forces throughout
the country. Recently, the BOP assumed
a position within the National Joint Ter-
rorism Task Force as well. The inter-
agency intelligence-sharing continues
and has proven beneficial to gaining
valuable intelligence regarding gang ao
tivity, drug trafficking, and terrorism.

Correctional

Leadership and
Effective Public
Administration:

The BOP will manage its operations and
resources in a competent and effective
manner which encourages creativity and
innovation in the development of exem-
plary programs, as well as excellence in
maintaining the basics of correctional
management. The BOP continually
strives toward improvements in its effec-
tive use of resources and its efficient

delivery of services.

M@ During FY 2002, the Bureau began
consolidating the oversight and admin-
istration of all of its contract facilities
under the direction of its Central Office.
This approach, which involves a reduced
on-site Bureau presence supported by
teams of monitors who review all contract
facilities on a regular basis, is expected to
greatly enhance the effectiveness of con-
tract administration and the consistency
with which the Bureau treats its contracts,

@ In FY 2002, $8.4 million in court-
ordered obligations was collected from
inmates through the Inmate Financial Re-
sponsibility Program (IFRP). The IFRP
requires inmates to make payments from
their trust fund account (including insti-
tution earnings) to satisfy court-ordered
fines, restitution, child support, and other
monetary judgements. Most of the funds
were distributed through the Crime Vic-
tims Fund in the Department of Justice as


50

FPC Seymour

Johnson

Caller Box 8004
Goldsboro, North Carolina
27533-8004

919-735-9711

Fax: 919-735-0169
Mid-Atlantic Region

FCI Sheridan
P.O. Box 8000

27072 Ballston Road
Sheridan, Oregon
97378-9601
503-843-4442

Fax: 503-843-3408
Western Region

MCFP
Springfield
P.O. Box 4000

1900 West Sunshine

Springfield, Missouri 65801-
4000

417-862-7041
Fax: 417-837-1711
North Central Region

FCI Talladega
565 East Renfroc Road
Talladega, Alabama 35160
256-315-4100

Fax: 256-315-4495
Southeast Region

501 Capital Circle, NE.
Tallahassee, Florida
32301-3572
850-878-2173

Fax: 850-216-1299
Southeast Region

FCI Tallahassee

Security Level: Minimum/Male
Judicial District: Eastern
North Carolina

Population: 552
Staff: 92

Security Level: Medium/Male
and Administrative/Male
(adjacent Minimum/Male Camp)
Judicial District: Oregon

Population: FCI: 1,394 Camp: 473
Staff: 365

Security Level: Administrative/
Male

Judicial District: Western
Missouri

Population: 1,227
Staff 625

Security Level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Northern
Alabama

Population: FCI: 1,051 Camp: 379
Staff: 315

Security Level: Low/Female,
Administrative/Male
Judicial District: Northern Florida

Population: 1,287
Staff: 309

Location: Near Goldsboro, North
Carolina, on Seymour Johnson
Air Force Base. Off Interstate
highways 40 and 95 and U.S. 70.
The area is served by Raleigh/
Durham International Airport
and Kinston Airport, Amtrak in
Raleigh and Durham, and
commercial bus lines.

Location: In northwestern

Oregon, 90 minutes south of
Portland. Off Highway 18 on
Ballston Road. The area is
served by Portland International
Airport, Amtrak in Portland and
Salem, and commercial bus lines.

Location: At the corner of
Sunshine Street and the Kansas
Expressway. Off Interstate 44.
The area is served by the
Springfield/Branson Municipal
Airport and commercial bus
lines.

Location: In northeast Alabama,
50 miles east of Birmingham and
100 miles west of Atlanta,
Georgia. Off the 275 bypass on
Renfroe Road.

Location: Three miles cast of
downtown Tallahassee. On
Highway 319 at its intersection
with Park Avenue. The area is
served by Tallahassee Regional
Airport, Amtrak, and commercial
bus lines.


52

FCI Victorville
P.O. Box 5400

Adelanto, California 92301
760-246-2400

Fax: 760-246-2621

Western Region

FCI Waseca
P.O. Box 1731

1000 University Drive, SW.
Waseca, Minnesota 56093
507-835-8972

Fax: 507-837-4547

{| North Central Region

FPC Yankton
Box 680

Yankton, South Dakota
57078

605-665-3262

Fax: 605-668-1116
North Central Region

FCI Yazoo City
2225 Ialcy Barbour Parkway
P.O. Box 5050

Yazoo City, Mississippi
39194

662-751-4800

Fax: 662-751-4905

Southeast Region

Security Level: Medium/Male
(adjacent Minimum/Female

Camp)
Judicial District: Central
California

Population: FCI: 1,699 Camp: 183
Staff: 347

Judicial District: Minnesota

Population: 1,034
Staff: 223

Security Level: Minimum/Male
Judicial District: South Dakota

Population: 635
Staff: 107

Security Level: Low/Male
(adjacent Minimum/Male Camp)
Judicial District: Southern
Mississippi

Population: FCI: 1,949 Camp: 125.
Staff: 294

Security Level: Low/Male

Location: In San Bernardino
County, approximately 85 miles
northwest of Los Angeles, on
Interstate 15, The area is served
by Ontario International Airport,
Amtrak, and commerical bus
lines.

Location: In southern Minne-
sota, 75 miles south of Minne-
apolis on Interstate 35; 13 miles
west of Owatonna on State
Highway 57. The area is served
by airports in Minneapolis and
Rochester.

Location: In southeastern South
Dakota, 60 miles northwest of
Sioux City, lowa, and 85 miles
southwest of Sioux Falls, South
Dakota, off U.S. Highway 81.
The area is served by airports in
Sioux City and Sioux Falls.

Location: 36 miles north of

Jackson, Mississippi, off
highway 49, The area is served
by most major carriers at the
airport in Jackson. Yazoo City
also is served by Amtrak and
commercial bus lines.


Federal law expressly criminalizes sexual
activity between correctional workers and
inmates in Federal prisons and establishes
penalties for those who engage in this
type of behavior. BOP policy prohibits
staff members from showing partiality
toward or becoming emotionally, physi-
cally, financially, or sexually involved with
inmates. Although only a minute portion
of the almost 34,000 people who work for
the BOP have ever been involved in this
type of behavior with inmates, it is an
issue that the BOP takes very seriously.
Whenever an allegation of any staff mis-
conduct is made, the Bureau investigates
the matter promptly, vigorously, and thor-
oughly. Criminal prosecution is pursued
or administrative action is taken where
appropriate.

Six allegations of sexual abuse of inmates
reported during FY 2002 were sustained.
Two involved female BOP employees,
one involved a contract employee work-
ing at a BOP facility, and three involved
contract/halfway house employees.
None of the employees with a sustained
allegation were convicted of criminal
violations. Of the six subjects against
whom charges were sustained, all

resigned or were terminated.

Inmate Programs and
Services:

The BOP provides services and pro-
grams to address inmate needs, provid-
ing productive use-of-time activities, and
facilitating the successful reintegration
of inmates into society, consistent with

community expectations and standards.

TM@ The Bureau of Prisons’ most impor-

tant correctional program is Federal Prison
Industries (FPI).
(1) employ and provide job skills training
to as many inmates as possible to help
them prepare for a productive, crime-free

FPI’s mission is to:

return to the community after release;
(2) contribute to the safety and security
of Federal prisons by keeping inmates
constructively occupied; (3) produce
market-priced, quality goods for sale to
the Federal Government; (4) operate ina
self-sustaining manner; and (5) minimize
any negative impact on private business
and labor.

During fiscal year 2002, FPI activated four
new factories at the following locations:
USP Atwater, California; USP Coleman,
Florida; USP Lee, Virginia; and FCI Pe-
tersburg, Virginia. There are now 111 FPI
factories located at 71 BOP facilities. FPI’s
sales for FY 2002 were $679 million, com-
pared to $584 million in FY 2001 and $546
million inFY 2000.

At the end of FY 2002, FPI employed
21,778 inmates, representing roughly 25
percent of the sentenced, medically-able
Federal inmate population. Inmates who
work in FPI learn marketable job skills,
develop a strong work ethic, and are less
likely to recidivate. Additionally, inmates
who work in FPI are less likely to engage
in prison misconduct. Inmates who work
in FPI and who have court-ordered fines,
family support, and victim restitution
must contribute 50 percent of their earn-
ings toward these obligations, During
FY 2002, inmates who worked in FPI con-

tributed over $3 million of their earnings
toward meeting their financial obligations.

Research has shown that inmates who
work in FPI are less likely to revert to crimi-
nal behavior and are more likely to be
gainfully employed following release
from prison. The Post-Release Employ-
ment Project study compared inmates who
worked in prison industries with similar
inmates who did not work in FPI. The
research found that inmates who worked
in Federal Prison Industries were signifi-
cantly less likely to recidivate than
inmates who did not participate - as much
as 12 years after their release. In addi-
tion, minority groups that are at the great-
est risk for recidivism benefitted more
from industrial work participation and
vocational training than their non-
minority counterparts.

@ At the end of fiscal year 2002, 36
percent of the inmate population was en-
rolled in one or more education programs
on any given day. The participation rate
for female inmates was 46 percent.

General Educational Development (GED)
program enrollments continued to
increase significantly in FY 2002. This
was attributed partly to the influence of
the Violent Crime Control and Law En-
forcement Act and the Prison Litigation
Reform Act (both of which link good con-
duct time credits to GED participation).
In September 2002, there were nearly
20,000 students enrolled in the GED pro-
gram, This represents a doubling of
enrollment levels from those prior to the
laws being implemented. In fiscal year