U.S. Department of Justice

Federal Bureau of Prisons

State of the Bureau

2010
1

Federal Bureau of Prisons Fundamentals

MISSION

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, and that provide

work and other self‐improvement opportunities to assist offenders in becoming law‐abiding citizens.

CORE VALUES

Correctional Excellence: We are correctional workers first, committed to the highest level of performance.

Respect: We embrace diversity and recognize the value and dignity of staff, inmates, and the general public.

Integrity: We demonstrate uncompromising ethical conduct in all our actions.

VISION STATEMENT

The Federal Bureau of Prisons, judged by any standard, is widely and consistently regarded as a model of

outstanding public administration, and as the best value provider of efficient, safe, and humane 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 disturbances 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, educational, vocational and work programs,

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 discrimination. A positive working relationship exists where employees

maintain respect for one another. The workplace is safe, 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.

   
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Minimum Security: Called Federal Prison Camps (FPCs), these facilities

feature dormitory housing, limited or no perimeter fencing, and a relatively

low staff‐to‐inmate ratio. Some are located next to military bases, making it

possible for inmates to help serve the labor needs of the base. Many BOP

facilities have a small, minimum security camp adjacent to the main facility.

These satellite prison camps provide inmate labor to the main institution

and to off‐site work programs.

Low Security Federal Correctional Institutions (FCIs): Feature double‐

fenced perimeters with electronic detection systems, mostly dormitory or

cubicle housing, and a staff‐to‐inmate ratio that is somewhat higher than

that of FPCs.

Satellite Low Security Facilities: FCIs Elkton (OH) and Jesup (GA) each have

a small low security satellite facility adjacent to the main institution. FCI La

Tuna (TX) has a low security facility affiliated with, but not adjacent to, the

main institution.

Medium Security FCIs: Have strengthened (double‐fenced with electronic

detection systems) perimeters, mostly cell‐type housing, a higher staff‐to‐

inmate ratio than low security FCIs, and greater internal controls.

High Security 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 Facilities: Have special missions – e.g., detaining pretrial

offenders; treating inmates with serious or chronic medical problems; or

containing extremely dangerous, violent, or escape‐prone inmates. They

include Metropolitan Correctional Centers (MCCs), Metropolitan Detention

Centers (MDCs), Federal Detention Centers (FDCs), Federal Medical Centers

(FMCs), the Medical Center for Federal Prisoners (MCFP), the Federal Trans‐

fer Center (FTC), and the Administrative‐Maximum USP (ADX).

Federal Correctional Complexes (FCCs): Contain institutions with different

missions and security levels located in close proximity, allowing them to

gain cost efficiencies through shared services, enable staff to gain expe‐

rience at various security levels, and enhance emergency preparedness by

having additional resources readily available.    

Institution Security Levels

The Bureau (BOP) operates institutions at five different security levels (i.e., minimum, low, medium, high, and

administrative). Security levels are distinguished based upon such features as the type of inmate housing

within the institution; the presence of external patrols, towers, security barriers, or detection devices; internal

security features; and staff‐to‐inmate ratio.
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Total inmate population1:  210,227

Inmates in BOP institutions:  173,289

Inmates in privately‐managed, state or local secure facilities2

:    25,581

  Inmates in RRCs3

:    11,357 1

As of September 30, 2010 2

Includes inmates housed in facilities under contract with the BOP or with a government that has an Intergovernmental

Agreement with the BOP.    3

Includes inmates housed in residential reentry centers (RRCs) and on home confinement.

Inmate Population4

4

Data from BOP’s Office of Research and Evaluation as of

10/02/2010; percentages may not add to 100 due to

rounding.

Average Inmate Age:  39

Inmates by Gender

Male:    93.4%

Female:      6.6%

Inmates by Race

White:     57.6%

Black:     38.9%

Native American:     1.8%

Asian:          1.7%

Ethnicity Hispanic: 32.6%

Citizenship

United States:    74.0%

Mexico:     17.4%

Colombia:      1.3%

Cuba:        0.8%

Dominican Republic:    1.2%

Other/Unknown:     5.3%

Inmates by Security Level

Minimum: 17.3%

Low:    37.8%

Medium: 29.6%

High:    11.1%

Unclassified5

:    4.1%

5

Not yet assigned a security level.

Sentence Imposed

Less than 1 year:      1.6%

1‐3 years:     11.8%

3‐5 years:    14.4%

5‐10 years:      29.8%

10‐15 years:     20.6%

15‐20 years:       9.0%

More than 20 years:      9.7%

Life:            3.1%

Death:               57

Types of Offenses

Drug Offenses:  51.4%

Weapons, Explosives, Arson:  15.3%

Immigration:  11.0%

Robbery:   4.4%

Burglary, Larceny, Property Offenses:   3.5%

Extortion, Fraud, Bribery:   5.1%

Homicide, Aggravated Assault, and Kidnapping:   2.8%

Miscellaneous:   1.0%

Sex Offenses:   4.5%

Banking & Insurance, Counterfeit, Embezzlement: 0.4%

Courts or Corrections:   0.3%

Continuing Criminal Enterprise:   0.3%

National Security:   0.0%

   

    Staff Breakdown

Staff by Gender

Male:  72.4%    Female:  27.6%

Staff by Race/Ethnicity

White (Non‐Hispanic):    64.0%

African American:   21.2%

Hispanic:     11.2%

Asian:         2.1%

Native American:     1.4%

FY 2010 Statistics
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The Bureau faced many challenges with regard to its responsibility to confine inmates in facilities that are safe,

secure, humane and cost‐efficient. In Fiscal Year (FY10), the BOP’s inmate population increased to 210,227 (an

increase of 1,468 offenders over the population at the end of FY09). Overall, the Bureau's 116 institutions were at

37 percent (%) above rated capacity.

The new medium security Federal Correctional Institution (FCI)

McDowell (WV) and its satellite camp started accepting inmates in the

latter part of FY10. Additionally, construction was completed on two

new medium security FCls – one in Berlin, NH, and the other in

Mendota, CA. Construction continued on FCI Aliceville (AL), which will

be a secure facility for female offenders. During FY10, the BOP added

602 contract care beds in BOP‐operated privately managed secure or

community‐based facilities and local jails. The additional contract beds

proved especially useful for meeting the needs of criminal aliens. At FY‐

end, the BOP housed 173,289 Federal inmates, while the balance was

confined in contract facilities.

FCI McDowell, WV

The BOP’s comprehensive approach to inmate management helped ensure that, in FY10, no staff member lost his

or her life in the line of duty, and there were no escapes from secure facilities. Inmate homicides numbered 15;

and 11 inmates committed suicide.

To enhance the effectiveness of treatment efforts, Psychology Services staff developed a Mental Health Care level

classification system and entered the appropriate codes for all inmates in the BOP.

51.4

15.3

11

4.4

3.5

5.1

2.8

4.5

2

Percent of Inmate Population by Offense

Category at FY‐End

drug offenses

weapons, explosives, arson

immigration

extortion, fraud, bribery

sex offenses

robbery

burglary, larceny, property offenses

homicide, aggravated assault, kidnapping offenses

other

Inmate Population and Institution Management

Inmate demographics for FY10 very closely resemble those of FY09. Drug offenders continue to represent the largest

segment of the inmate population; the next largest group was sentenced for weapons, explosives and arson; followed

closely by immigration offenses. In FY10, 29.8 percent of inmates were serving sentences of 5‐10 years, 20.6 percent were

serving sentences of 10‐15 years, and 14.4 percent were serving sentences of 3‐5 years.
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Variousmeasureswereadoptedtoenhancesafetyandsecurityat

penitentiaries:e.g.,chemicalagentsweremademoreaccessible

tostaffforuseinemergencies;apostwasaddedtohousingunits

oneveningwatchandweekends;andgreaterrestrictionswere

imposedoninmatemovement,includingremaininglockeddown

followingthe10:00p.m.count.Newpatsearchprocedures

trainingvideosweremadeavailabletostafftoreinforcethe

consistentuseofproperproceduresrequiredunderdifferent

scenarios.

TheSoutheastRegion(SER)implementedbiweeklySpecial

InvestigativeServicevideoconferences.Eachinstitution=sspecial

investigativelieutenants,captains,associatewardens,andwar

densparticipate.Thisstrategyhasensuredaseamlessflowof

intelligenceandexpeditedfollowupactions.Asaresult,drug

interdictioneffortshavebeenmoreproductive;andseveral

instancesofcheckforging,fraudulentpropertyliens,and

imposterattorneyscamshavebeendetectedandhalted.

TheSpecialSearchTeam (SST)implementedatFCCColeman(FL)

inFY09hashadanongoingsignificantpositiveimpactonsecurity

andsafety.Overthepastyear,theSSTsconfiscatednumerous

contrabanditems,includingweapons,gallonsofintoxicants,drugs

(e.g.,individuallywrappedmarijuanapacks,packsofheroin,packs

ofcocaine)anddrugparaphernalia,cellphonesandcellphone

batteries.

Thisyear,theBOPaddedanotherSpecialManagementUnit

(SMU)attheUSPinFCCFlorence(CO),bringingthetotaltofive.

TheotherSMUsarelocatedatUSPLewisburg(PA)(operates

entirelyasaSMU);FCCsOakdale(LA)andAllenwood(PA);andFCI

Talladega(AL).Theseunitsconfineinmateswhoaredifficultto

manageintypicalhighsecurityinstitutions–e.g.,thosewho

participateinorhaveleadershiprolesingeographicalgroup/

gangrelatedactivityandthosewhoarehighlydisruptiveand

problematic.Preliminarydatafromthepastyearontheimpactof

Constructionofthenonlethal/

lethalfencesystemsatUSPsis

nearingcompletion;fivepro

jectsremain.Systemscanoper

ateinthreemodes:stun,non

activatedstandby,orwatch.

Sound correctional practices are the

foundation for the BOP's approach to

inmate management. These are supplemented by various other strategies and

tools, including the use of an objective 

security classification system and designation of inmates to the most appropriate

facility given their particular security,

health, and program needs; monitoring of

high risk inmates; the effective use of

technology; intelligence gathering, analysis, and information-sharing; and staff

training. It all starts with effective communication and interaction with inmates,

shown below. 
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SMUs reveal significant benefits to institution management at non‐SMU

sites: a reduction in contraband, a slight decrease in the number of lock‐

downs, and a pronounced decrease in the average number of days per

lockdown.

At FY‐end, the BOP housed 251 individuals with a history of or nexus to

international terrorism and 111 individuals with a history of or nexus to

domestic terrorism. No organized efforts or wide‐spread attempts at

radicalization and recruitment were identified. Close monitoring of

inmates is ongoing to ensure practical concerns are identified quickly and

managed successfully. The Counter‐Terrorism Unit plays a major role in

this regard. Intelligence analysis, sharing, and collaboration efforts (e.g.,

via the national and local Federal Bureau of Investigation [FBI] Joint

Terrorism Task Forces) yielded positive results in the areas of gang and

terrorism related activity.

One example of this success was acknowledged in June 2010, when the

FBI presented citations to eight FCI Milan (MI) staff, for their assistance

with the investigation of the Christmas Day Bomber.

During FY10, the Designation and Sentence Computation Center (DSCC)

processed 76,239 initial designations (assignment of an inmate to his/her

BOP facility), 44,340 redesignations (used to transfer inmates within the

BOP), and more than 1,200 amended orders in response to the changes

to the Sentencing Guidelines for crack cocaine offenses.

The BOP participated in several major emergency preparedness

exercises, including the National Institute of Justice's 14th annual Mock

Prison Riot at the former state penitentiary in Moundsville, WV;

Operation Castle Walls, which involved tactical training conducted at the

military’s Joint Regional Correctional Facility in Fort Leavenworth, KS; and

a U.S. Army emergency training exercise at Camp Swift in Bastrop, TX,

involving a Black Hawk helicopter going down during a wildfire. Several

FCI Bastrop Safety and Facilities staff participated in the latter exercise

that required emergency shut‐down of the helicopter’s engines and

extracting pilots. Institutions also conducted exercises to test the

effectiveness of their contingency plans, staff response, and interagency

collaboration. 

 

Operation Broken Wing (right), conducted at Denver

International Airport with the Denver Police Depart‐

ment, FBI, and U.S. Marshals Service (USMS) & other

partners, allowed participating agencies to test the use

of the Incident Command System and response

effectiveness. The scenario dealt with a hostage situa‐

tion occurring during an inmate transfer at an airport.

Photos below depict sound

correctional practices.

   

Use of proper procedures (L) & inmate

accountability (R)

     

Close inmate supervision

     

Pat search
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BOP safety staff took part in its first ever correctional fire brigade training class that was held at the University of

Maryland Fire and Rescue Institute in College Park, MD. The specialized training involved classroom instruction,

hands‐on demonstrations, and live fire evolutions. It covered key topics such as fire behavior, evacuation

procedures, self‐contained breathing apparatus, personal protection, fire extinguishers, hose lines, ventilation, and

fire response procedures. Each BOP participant earned national certification as interior structural fire brigade

members.

The Cell Phone Contraband Act of 2010 increased the penalties for Federal inmates who possess or use cell phones

and similar devices while incarcerated.  In light of the security threat contraband cell phones pose, the BOP has

been field‐testing new technologies with the potential to deter their use.    As of yet, no effective and reliable

solution has been found to work in a prison setting.

The Elderly and Family Reunification for Certain Non‐Violent Offenders pilot program mandated by the Second

Chance Act of 2007 concluded on September 30, 2010. While final figures were not yet available, during FY10, 45

inmates were placed on home detention as a result of acceptance into this pilot and 12 were released from home

detention after completing their sentence. The pilot will determine the value of removing certain elderly offenders

from BOP facilities and placing them on home detention until their prison terms expire.

The BOP hired 1,025 new employees in Fiscal Year 2010 (FY10), adding to its base staffing complement and to

assist in activating FCIs McDowell (WV) and Mendota (CA).   At the end of FY10, the BOP employed more than

38,000 staff. The Staff Training Academy in Glynco (GA) provided the Introduction to Correctional Techniques (ICT)

course to 2,471 new employees.

In an effort to recruit new employees to activate FCI McDowell (WV), the Mid‐Atlantic Region (MXR) adopted

various strategies that have proven to be very successful. Particularly noteworthy is its partnership with the Region

I Workforce Office of West Virginia (known as the WV Talent Team Partnership), which has been instrumental in

educating local job seekers about BOP positions. New hires from the local area usually account for 40‐50% of a

facility’s workforce. However, as a result of the WV Talent Team and MXR’s innovative use of social networks on

the internet, FCI McDowell far exceeded the BOP’s goal with 78%. MXR’s collaborative activities to create a diverse

pipeline of talent, streamline the hiring process, and provide online application assistance have proven to be well

worth the effort.

In FY10, the Management and Specialty Training Center (MSTC)

conducted 119 classes for 3,661 participants and 13 off‐site classes

for 632 participants. NIC hosted four live satellite/internet

broadcasts during FY10: Self‐Directed Essential Skills for New

Supervisors; Crisis Intervention Teams: An Effective Response to

Mental Illness in Corrections; Green in Corrections: Program,

Practice and People; and Effectively Managing Aging and Geriatric

Offenders. NIC also hosted the Training for Supervisors course,

which included the virtual instructor‐led training program “Unleash

Your Leadership Competency Potential for Supervisors.”

Senior level executives are involved in presenting the Principles of Leadership class, designed for supervisors.

Topics range from principle‐centered leadership and networking to doing the right thing in day‐to‐day activities,

labor management relations, and civil treatment for managers. This class supplements the BOP’s Leadership

Enhancement and Development (LEAD) program, which plays a significant role in succession planning.

Human Resources
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Psychology pre‐doctoral internships provide high quality training experiences for clinical and counseling

psychology graduate students.  In turn, the agency benefits by being able to recruit uniquely qualified, well‐trained

early career correctional psychologists for future employment. Approximately 44% of current BOP psychologists

completed their doctoral training in a BOP internship program. Based on the success at existing locations, new

internship programs were activated at FCI Terminal Island (CA), FCC Terre Haute (IN), and USP Hazelton/FCI

Morgantown (WV), for a total of 12 programs.

Inmate Skills Development (ISD): The National

Reentry Affairs Branch (NRAB), formerly the Inmate

Skills Development Branch, coordinates the BOP’s

reentry and skills development initiatives and serves

as the agency’s point of contact for partners. In FY10,

NRAB provided training and technical assistance to

representatives of the U.S. Sentencing Commission,

U.S. Parole Commission, Offices of Probation and

Pretrial Services (OPPS), homeless veterans programs,

residential reentry centers, correctional agencies, and

other community and government agencies. NRAB

conducted Offender Workforce Development (OWD) training in partnership with the National Institute of

Corrections (NIC), OPPS, state departments of corrections, and community partners. 

Achievements in support of the ISD include:

 Creation of full‐time Reentry Affairs Coordinator positions for all institutions and regional offices;

 Development of a Memorandum of Understanding between MDC Guaynabo (PR) and Puerto Rico’s

Administration for the Sustenance of Minors (ASUME) to improve collaboration between the BOP and the Of‐

fice of Child Support Services in Puerto Rico;

 Completion of Offender Employment Specialist (OES) training by most facilities with their local reentry

partners; and

 Ongoing improvements to the ISDS to enhance monitoring, automated information sharing, and compliance

with policy and legislative requirements.

Federal Prison Industries (FPI):

Commonly known by its trade name UNICOR, FPI is one of the BOP’s core correctional programs. Sanford Bates,

the first BOP Director and longest‐serving member of FPI’s Board of Directors, recognized FPI’s importance from

the outset. He stated: “Prisoners should work because it is economically necessary, socially advisable, and

because it represents the most important element in the general attempt to solve the problem of delinquency.”

This year FPI was substantially negatively affected by the slow economy, increased cost of raw materials and staff

salaries, legislation, and changing demand for specific war‐related items by the military. In FY10, it was necessary

to take additional cost reduction measures (factory closures, downsizing of operations, and staff reductions) at

select sites to stem the negative earnings.

At FY‐end, FPI operated 94 factories at 70 sites, compared to 101 factories at the end of FY09.    FPI went from

employing 23,152 inmates at the beginning of FY08 to 15,907 on September 30, 2010 – a significant decrease in

inmate workers.  UNICOR activities at two factories are particularly noteworthy:

Inmate Programs and Services

Prisons affect recidivism by helping inmates acquire the

skills needed to live crime‐free after their release to society.

Research confirms inmate programs can be effective in

reducing recidivism. And effective Inmate programs can

yield cost avoidance from reduced arrests, convictions,

incarceration, and supervision, as well as from lowered

incidents of victimization. Depending on BOP program

type, savings can range from $3.87 to $7.13 for every dollar

spent (Washington State Institute for Public Policy, 2001).
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 FCI Otisville (NY) was the first UNICOR operation to produce solar

panels. The panels were certified by the Underwriters Laboratory

(UL) in January 2010 after meeting its stringent requirements. The

factory is in full production with plans to produce about 24

megawatts of solar energy per year, which equates to 109,090 solar

panels. To that end, the factory operates three shifts per day, five

days a week. This UNICOR endeavor not only keeps “America

Green,” but also has also led to employing more inmates.

 The factory at FCC (USP) Pollock (LA) underwent a major reorganiza‐

tion over a five‐month period that resulted in a vast (69%) increase

in production. A color‐coded tub system moves work through the

factory, giving staff and inmates the ability to quickly identify and

remedy any problems in the line and reducing the amount of goods

on the floor, which saves money. The tub‐like production process

will be incorporated at other BOP textile factories.  

Apprenticeships and on‐the‐job training, available through occupational training/vocational training (OT/VT),

UNICOR, and institution job assignments, are proven important contributors to work readiness and reduced

Occupational Training/Vocational Training:

Programs provided at BOP institutions (including advanced occupational education [AOE] and apprenticeships)

take into account the needs of the inmate population, general labor market conditions, projected job market

growth areas, and institution labor force needs. Inmates acquire marketable skills that increase the likelihood

of successful post‐release employment.  Having career or work options that allow inmates to legally support

themselves and their families is critical to their becoming law‐abiding citizens.

R: Mechanical services

work detail

L:  Housing unit orderlies

on work detail

R: UNICOR factory at FCI

Sandstone (MN)

L: Solar panels produced by

FCI Otisville (NY) were

certified as UL‐approved.

All sentenced inmates are required to work,

except for those who for security, educa‐

tional, or medical reasons are unable to do so.

Institution work assignments provide inmates

an opportunity to acquire marketable skills,

as well as learn and practice sound work eth‐

ics and habits. Inmate jobs include plumber,

painter, food service worker, or grounds‐

keeper.
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recidivism. In September 2010, 11,135 inmates were actively involved in OT programs and inmates successfully

completed 15,546 OT courses.

In FY10, several new programs were added, including:  

 VT/OT: heating, ventilation, and air conditioning (HVAC) at

FCC Allenwood (PA), certified production technician at USP

Leavenworth (KS) and FCIs Oxford (WI) and Pekin (IL),

animal care at FCI Marianna (FL), forklift operator at FCI

Talladega (AL), and welding at FCC Yazoo City (MS)

 AOE: the Lassen Community College automotive program

covering chassis, electrical, and brakes at FCI Herlong (CA)

and an entrepreneur program at FCI Elkton (OH)

 Apprenticeships: food service cook and HVAC at USP

Atwater (CA); animal handler at FMC Devens (MA); solar

technician, sports official, teacher’s aide (level I), landscape

technician, chaplain service support, and personal trainer at

FCI Sheridan (OR)

L: Air handler

R: Animal trainer

Cosmetology

Information

Technology

instruction

FCI Ashland (KY) received the first welding simulator/virtual trainer of its type to be used in the BOP. The FCI

adopted this strategy to increase the number of inmates who can be trained in a short period of time.  Although

units come at a substantial initial cost, they easily pay for themselves as no consumable materials (steel,

electrodes, etc.) are used and no tools are involved. No harmful fumes are produced so there is no need for

upgraded ventilation systems.    As no steel or other waste is available from which to make weapons or other

contraband, the simulator offers a key advantage when working with higher security inmates. Down‐time is also

kept to a minimum.    In short, virtual training can translate into quick and successful job searches for releasing

inmates.

Bike restoration
11

BOP inmates who participate in educational programs are less likely to recidivate after release, as compared to

their non‐participating peers.  During FY10, more than 6,000 inmates successfully completed their GEDs. At year’s

end, 36% of the designated inmate population was enrolled in at least one educational program or class.

   

Drug Education: Teaches the basics regarding substance use and its effects; also identifies inmates who need

further programming who are then referred for appropriate treatment.

Education:

To address literacy and other academic needs of the inmate population, education programs range from Adult

Basic Education to high school level classes. Basic literacy skills – reading and writing – make it possible for ex‐

offenders to complete job applications, understand instruction manuals, and communicate with prospective

employers and co‐workers. Thus, educational programs play a significant role in enhancing an inmate’s potential

for success after release.

Substance Abuse Treatment:

The agency’s comprehensive substance abuse treatment strategy has evolved over time, incorporating

treatment advances as indicated.  It includes the four major components described below.

FY10’s Golden Apple Award winners for excellence in

academics, OT, and recreation: FCIs Dublin (CA), Gilmer (WV),

Otisville (NY), and Texarkana (TX); USP Leavenworth (KS); and

FCC Yazoo City (MS). Evaluations consider the degree to which

each program and its resources meet or exceed community

standards and their ability to address the diverse needs of its

inmate population.

Under the auspices of Education Departments,

recreational programs and leisure skills activities,

including physical conditioning and sports, are

overseen by staff.

Golden Apple

winners: (L) FCI

Dublin (CA) & (R)

USP Leavenworth

(KS)

Above: Golden Apple Award winner FCI Texarkana (TX)
12

Non‐Residential: This 12‐week cognitive behavioral therapy (CBT) program is for inmates with shorter sentences

and those not eligible for, or waiting on, residential drug abuse program (RDAP) placement; it improves rational

thinking and communication, helps inmates identify issues related to their criminal lifestyles, and enhances

awareness of strategies that can facilitate adjustment to institution and community settings.

Residential Drug Abuse Program (RDAP): The BOP is required by statute to provide substance abuse treatment for

eligible inmates (18 U.S.C. §3621(e)).

 CBT programming wrapped into a modified therapeutic community model teaches inmates what it is like to live

in a community that supports and reinforces positive social behaviors.

 Inmates are housed together in a separate unit reserved for drug treatment, which consists of intensive half‐

day programming (5 days/week for 9 months), with the balance spent in education, work skills training, and/or

other programming.

 Aftercare services provided upon successful completion of RDAP while the inmate is in the prison’s general

population, and later at the residential reentry center (RRC); treatment in a community corrections facility is

mandatory and the inmate must be able to complete all program components.

 RDAPs are maintained at capacity.

The demand for treatment is substantial as certain non‐violent inmates with a need for substance abuse

treatment who volunteer for RDAP are eligible to be released early (up to 12 months) from prison.  All inmates

who meet eligibility requirements are considered for placement about 36 months prior to release. Participation

is prioritized so that inmates receive treatment toward the end of their sentence. This timing allows sufficient

time for program completion (including 6 months in an RRC), with inmates earning, on average, an early

release of 7‐8 months.

Transitional Drug Abuse Treatment (TDAT):

 Ensures continuity of care upon transfer to an RRC and is a critical treatment component as the transition

period is the most vulnerable time for an inmate to relapse into drug use and/or criminal behavior.

 Regional TDAT staff work with their network of community‐based service providers to deliver treatment to

inmates in an RRC or on home confinement, monitor progress to ensure each inmate receives a level of

treatment/management similar to that provided in BOP facilities, and collaborate with U.S. Probation staff to

establish a continuum of care to assist the inmate leaving BOP custody and moving to supervised release.

The BOP’s 62 RDAPs assist inmates

with a moderate to serious substance

abuse problem.

RDAP has been shown to reduce

recidivism and relapse to drug use.
13

During FY10, 47,885 inmates participated in a drug abuse

education course; 14,507 inmates received non‐residential

treatment; 18,868 inmates participated in RDAP; and 16,912

participated in TDAT at RRCs. Of those offenders participating

in non‐residential treatment, 13,634 successfully completed

the program and 16,038 successfully completed RDAP.

(Program success numbers may not coincide with the number

of FY10 participants as these figures cross over FYs.)

Noteworthy FY10 developments included USP Marion (IL)

developing non‐residential drug abuse programming to address

the unique needs and issues of Native American inmates and

implementation of a medical RDAP at MCFP Springfield (MO).

Religious Programs and Services:

During FY10, BOP chaplains, assisted by 223 contractors and 7,025 volunteers, provided a broad range of

religious services and programs to the different faith traditions represented within the inmate population. In all,

21 distinct religious faith groups were served.

The 18‐month Life Connections Program (LCP) – the BOP’s

residential, faith‐based reentry program – helps participants address

critical life issues within the context of their personal faith or value

system. During FY10, the Religious Services Branch issued policy

guidance on implementing mandates of the Second Chance Act as

they relate to connecting inmates with mentors at institutions and

with faith‐based or community organizations at their release

destinations. The goal is to improve outcome of community

reintegration efforts. At FY‐end, the LCP had worked with 1,601

mentoring organizations and graduated 1,401 inmate participants.

The LCP alone was supported by 34 contractors and 170 volunteers.

Based on the LCP, the Threshold faith‐based, nonresidential program

addresses the reentry needs of inmates with less than two years

remaining on their sentence and involves community mentoring as

well.    From 2009 to 2010, the number of sites offering Threshold

more than doubled, bringing the total to 60 nationwide. Training is

provided to chaplains who facilitate the program; and Getting

Started with Threshold training is available for new sites.

Faith‐based reentry center

at FCI McKean (PA)  

Top: Chaplain visits FCI Dublin (CA)

inmates in a housing unit
14

      

In FY10, Psychology departments BOP‐wide conducted 385,777 mental health assessments/evaluations, 46,057

individual sessions, and 1,030 crisis intervention sessions.  They also attended to the needs of offenders in special

housing units. Psychologists conducted suicide risk assessments and oversaw suicide watches; forensic

psychologists completed 1,870 court‐ordered forensic evaluations – a 55.7% increase over FY09.

Sex Offender Treatment

Each region operates Sex Offender Management Programs (SOMP). These programs provide treatment and spe‐

cialized management services to inmates who meet the admission criteria, with the goal of reducing the incidence

of sexual re‐offending and preventing violence and other misconduct in the institution. SOMPs offer either high

intensity residential or moderate intensity non‐residential sex offender treatment programs. SOMP institutions

may impose correctional management plans on sex offenders who engage in risk‐relevant behavior.  New SOMPs

at FCIs Elkton (OH) and Englewood (CO) were authorized in FY10 and will activate in FY11.

The Certification Review Branch (CRB) initiates review of each sex offender case 18 months from projected release.

This allows sufficient time to determine whether civil commitment should be recommended and to complete all

legal proceedings prior to the projected release date.

Correctional systems rely on contractors and citizen

volunteers to supplement the services each agency

provides. More than 7,000 volunteers augment services

provided at BOP institutions by staff chaplains.

     

Additional Programs and Services:

Specialized treatment programs focus on improving inmates’ emotional and behavioral responses to difficult

situations and developing life skills and pro‐social values. Evidence‐based, cognitive‐behavioral interventions

are used to address various issues, including cognitive and social learning deficits, mental illness, and

adjustment to incarceration for first‐time young offenders.

Psychologists provide individual and group

therapies as needed; unit team counselors

also run a variety of counseling groups.

In addition to operating well‐established

programs on an ongoing basis, program‐

ming opportunities were expanded in

FY10. The Resolve Program was added at

FCIs Waseca (WI), Greenville (IL), and Pekin

(IL) to provide psycho‐educational and

group counseling to female offenders with

a history of trauma‐related mental illness;

and a specialized management/treatment

program for offenders with mental illness

was started at FCI Milan (MI).
15

On May 17, 2010, the U.S. Supreme Court ruling in U.S. v. Comstock upheld the constitutionality of the sex

offender civil commitment statute (' 4248) allowing civil commitment of a federal prisoner who is a sex offender.

To meet civil commitment mandates, the Sex Offender Certification Review Branch completed more than 6,000

case reviews during FY10; a total of 18 cases were certified by the Certification Review Panel, but no inmates were

committed under 18 U.S.C. ' 4248.

Health Service Delivery

The BOP’s health care system continues to be affected by increased costs of medical care, difficulty maintaining

a competent and credentialed health care workforce, a higher number of older inmates with complex medical

and mental health conditions requiring costly treatments and expensive medications, an aging infrastructure

with outdated clinic and hospital plants, and more. Despite these challenges, some of which also are common in

non‐correctional health care systems, the BOP is recognized as a leader in correctional medicine.

Several factors contribute positively to health care delivery in the BOP, including the agency’s medical

classification scheme, used for making designations appropriate to each inmate’s health care needs; clinical

practice guidelines; and additional (utilization) review on cases that may require specialty consultations.

Essential medical, dental, and psychiatric

services are provided in a manner consistent

with accepted community standards

In FY10, the Health Services Division (HSD) restructured its National

Governing Board to achieve more effective oversight of strategic

planning and performance. Comprised of executive and senior

management leaders from several Central Office divisions and all

regions, the Board meets twice a year. Five committees guide HSD’s

management of inmate health care delivery to maximize use of

resources, manage medical staff, implement health information

systems and biotechnology, ensure quality and safe clinical care

through evidence‐based practices and risk management, formally

measure outcomes and processes, and communicate agency best

practices to all BOP facilities and external correctional health care

systems.  These changes are expected to improve the effectiveness of

health care, streamline decision‐making, and increase cost‐

efficiencies.

The agency continues to improve health care delivery by maximizing the benefits gained from using technology in

the areas of telehealth (e.g., telenutrition) and teleradiology. Numerous enhancements were made to the BOP’s

Electronic Medical Record (BEMR), improving clinical documentation (e.g., templates to guide clinicians), security,

and data reporting. A national dental waiting list was implemented to ensure that inmates who transfer do not

lose their position on the wait list.

Supporting Inmate Transition

The Inmate Transition Branch coordinated 88 mock job fairs across the BOP during FY10. Almost 5,100 inmates and

more than 1,100 employers and representatives from community organizations and agencies participated. Mock

job fairs benefit both the inmate, who gets an opportunity to improve his/her interviewing skills and increase the

chances for finding employment, and employers, who gain valuable insight into the possibilities of hiring ex‐

offenders.
16

BOP volunteers contribute to the mission of the BOP in many important ways. They

support staff and serve as role models, reinforcing the pro‐social values that are critical

for reentry success. Their activities and interventions help reduce the potential for reci‐

divism in releasing inmates, and they constructively occupy inmates, ensuring

institutions operate more safely. In fact, for some inmates, the volunteer may be their

only link to society.   

The range of services volunteers provide is as diverse as the population the BOP serves.

These include educational, parenting, recreational, and specific release preparation

programs for inmates – from training in nutrition, employment, and personal

finance/consumer skills to smoking cessation, Alcoholics Anonymous, and visitation

support.  

Inmates can use employment resource centers (ERCs) available at all BOP facilities (and at most camps) to access

career and work‐related materials. ERCs help inmates explore career options, prepare for job searches, write

résumés and cover letters, and compile the documentation required by prospective employers. And through

community service and public works projects in their local municipalities, inmates exercise personal control and

responsibility for developing their own skill sets, while giving back to their communities.  

Residential Reentry Centers (RRCs)

The BOP releases approximately 45,000 inmates back to U.S. communities each year. Most inmates (about 80%)

who are released are transferred to RRCs (halfway houses) to serve the last few months of their sentences in struc‐

tured settings in the community prior to completing their Federal sentence. Many of these inmates are transferred

to home detention during the last portion of their RRC stay. Inmates released through RRCs are more likely to be

gainfully employed and therefore less likely to recidivate as compared to inmates who are released from a prison

directly to the community. RRCs provide a supervised environment and the types of support services ex‐offenders

need (e.g., job placement, counseling) to facilitate the transition into the community. During FY10, BOP community

corrections field offices processed more than 40,000 referrals for RRC placement from both BOP facilities and U.S.

Probation. At FY‐end, 9,036 inmates were in RRCs and 2,321 inmates were on home confinement.

Building Partnerships

BOP partnerships with federal, state, and local law enforcement; criminal justice agencies; social service, faith‐

based, and other community organizations; and stakeholders committed to protecting society play a major role in

helping the Bureau carry out its mission successfully.  One example of a very productive partnership comes from

FCC Coleman (FL), which along with representa‐

tives from local, state, and other federal agen‐

cies, received the 2010 National Project Safe

Neighborhoods Outstanding Overall Partnership/

Task Force Award for their collective contribu‐

tions to the Tampa/Hillsborough Comprehensive

Anti‐Gang Initiative (CAGI).  The FCC has been an

active member of CAGI since its inception. Tampa/Hillsborough was one of 12 sites selected to pilot this holistic

approach to gang violence.  The coordinated effort has resulted in successful prosecutions.

To create a support network to facilitate reintegration of

offenders into their local communities means getting the

right parties involved, providing training so everyone is

focused on a specific objective, communicating, and following

up to ensure the work happens.

Volunteer at FMC Rochester

(MN) works with inmates
17

BOP institutions across the country worked closely with U.S. Probation staff and other partners to enhance the

effectiveness of existing partnerships and reentry strategies. A few examples of the many local reentry task forces,

summits, and conferences that served as venues for this work include the Kentucky Blue Grass Reentry Taskforce,

Southern Illinois Reentry Group seminar, Orange County Reentry Taskforce, Pennsylvania Community Resource

seminar, and Texas Association of Reentry Professionals seminar. In FY10, FDC Philadelphia (PA) reached an

agreement with Our Place (in Washington, DC) to provide supplemental case management services for returning

DC female offenders.

The BOP’s ongoing commitment to the U.S. military continued with the Employer Support of the Guard and

Reserve organization acknowledging several staff for their tremendous support to U.S. troops. And FCC Terre

Haute (IN) received a certificate of appreciation for its contributions – 11,100 minutes of “talk time” for soldiers

and their families – to the Cell Phones for Soldiers organization.

BOP staff support and contribute generously to their communities. They participate in local charitable activities

and community service, including tutoring and mentoring children and at‐risk youth, school supply drives, the

Combined Federal Campaign, and the Feds Feed Families Food Drive. Staff also brought their generosity and

expertise to bear in support of Haiti’s recovery following the devastating January 2010 earthquake.

Technical Assistance: NIC provides technical assistance to improve operations at federal, state, and local levels.

Examples include using research to improve the outcomes and processes of correctional facilities, and assessing

and applying the characteristics of high‐performing organizations to corrections using evidence‐based practices.

Ongoing initiatives resulted in NIC conducting security audit training in Delaware, Louisiana, Colorado, and Illinois;

presenting emergency preparedness training in partnership with Sam Houston University in Houston, TX; and

releasing a 20‐minute video, New Jail Planning: Getting it Right, which discusses the major steps in the facility

development model.

NIC training activities in support of correctional systems and jails throughout the U.S. and its territories were well‐

attended. Over the course of FY10, more than 81,500 individuals benefited from NIC’s training expertise. The top

five activities based on enrollment were the 3‐hour satellite/internet broadcasts, e‐learning programs, regional

training, technical assistance training, and instructor‐led training.  NIC’s website and Information Center provided a

range of support to the field, from customized research assistance to distribution of electronic training programs.

Leadership training opportunities provided by NIC included such courses as Executive Excellence, Correctional

Leadership Development, and Executive Training for New Wardens. NIC granted 42 state/local cooperative

agreement awards supporting several training activities, including working with mental illness in corrections,

training for correctional industries directors, and

providing technical assistance on PREA to partici‐

pating agencies.

Training Programs: During FY10, the BOP hosted

and provided training to a variety of foreign

officials, including:

 Delegates from the Department of Judicial Assistance and Foreign Affairs Ministry of Justice for the People’s

Republic of China as part of the U.S. Legal and Criminal Justice Program that is coordinated by DOJ’s Office of

Overseas Prosecutorial Development, Assistance, and Training;

 Representatives of the Government of Mexico – including the Undersecretary for Federal Penitentiaries and

Commissioner and General Coordinator for Prevention and Social Re‐adaptation – in conjunction with staff

from the U.S. Department of State’s U.S. Embassy in Mexico City;

 Representatives of Mexico’s penitentiary system at FCC Beaumont (TX) at the request of the State Department

and with assistance from NIC;

The BOP’s impact on international corrections is apparent

from the many instances of training and support it offers

criminal justice systems from other countries.
18

 The two highest ranking officials from Brazil’s prison system during a visit arranged by the State Department at

FCI Cumberland (MD); and

 The Russian Federation’s Minister of Justice, two Ministry of Justice Counselors, and the Third Secretary of the

Russian Embassy, who visited FCI Fort Dix (NJ).

Briefings were tailored to the audience. Topics were broad in scope and included BOP responsibilities,

organizational structure, financial management and the budget process at all agency levels, prison types and

construction, institution management (programs and services), the cost of incarceration and programming, FCC

operations, and correctional leadership.

In conjunction with the U.S. Embassy’s Office of the Rule of Law (ROL) Coordinator, the BOP sent a select few staff

to Baghdad on temporary duty to advise on detentions and corrections, access to justice, and other ROL problems

in Iraq. One is currently Program Manager to DOJ’s International Criminal Investigative Training Assistance

Program, which assists the Government of Iraq and specifically the Ministries of Justice (MOJ) and Labor and Social

Affairs. That individual supervises the almost 50 advisors who monitor MOJ correctional facilities throughout the

country and advises Iraqi Corrections Services on humane and modern prison management practices.   Another

BOP staff member serves as the ROL Advisor and Liaison to MOJ.

Finally, as part of a joint effort with the U.S. Departments of Defense and State, BOP staff participated in a prison

assessment conducted in Maldives.

Fiscal Stewardship

The BOP earned an unqualified, or clean, audit opinion on its FY10 consolidated financial statements for the 12th

consecutive year; and for the first time in 10 years, no audit deficiencies were cited in the auditor’s report on

Internal Control over Financial Reporting and Report on Compliance and Other Matters. Federal Prison Industries

(FPI) also earned unqualified, or clean, audit opinions, as it has since its creation in 1934.

Examples of fiscal responsibility:

 BOP: Three private prison contracts were awarded to replace expiring contracts. The competition process

for the new awards will achieve a cost‐avoidance in excess of $17.1 million over the life of the 10‐year

contracts.

 FPI: Use of Lean Six Sigma as FPI’s continuous improvement methodology (in the 215 projects evaluated

using this methodology and completed in FY10) is expected to yield savings of more than $13 million.

The BOP’s Inmate Financial Responsibility Program collected more than $8.65 million in court‐ordered

obligations, most of which is distributed by DOJ’s Crime Victims Fund as compensation to victims for losses

resulting from crime or to victims’ assistance and support groups.

Technological Enhancements

The BOP’s commitment to improving technological capabilities across all areas of the organization continues and

significant enhancements were made during FY10.  One of the most significant is TRULINCS, which allows inmates

limited use of electronic messaging to communicate with friends and family. TRULINCS was implemented at 49

facilities during FY10, raising to 100 the number of BOP institutions with this application.

Other applications, such as the TRUFONE Voice Verification application (implemented at 68 sites during FY10 and

in place at 95 facilities by FY‐end) and Commissary Sales Unit fingerprint recognition (initially deployed for testing

at four FCIs and rolled out to five additional sites by early September 2010), will enhance security and monitoring

capabilities at BOP institutions.

Stewardship of the Public’s Trust & Taxpayer Funds
19

Supporting the Environment

The BOP continues to works towards reducing its use of natural

resources through the Energy Saving Performance Contract (ESPC)

mechanism permitted by Executive Order (EO) 13423 and the Energy

Policy Act (EPAct). Over the last three years, ESPCs have been initiated

at 22 institutions. Measures being implemented at four sites – FCIs Big

Spring (TX) and Englewood (CO) and FCCs (FCI) Petersburg (VA) and

Victorville (CA) – are in the final stages of construction. Many of the 28

energy conservation measures (ECMs) for these sites are already

operational. ECMs involve water management; sub‐metering; control

upgrades; wind, solar photovoltaic, solar thermal, biomass, and geo‐

thermal energy; lighting, HVAC, and plumbing upgrades; and the use of

electric vehicles. These measures have already significantly reduced

resource consumption (water and energy) and greenhouse gas

emissions. Projected cost avoidance from the combined ECMs is

expected to exceed $2.8 million annually, with CO2 emissions reductions

projected to total 24,705,781 pounds (lbs.)/year.

ECMs are also helping the agency meet the requirements of federal

energy‐related statutory laws and regulations. For example, the

Petersburg biomass boiler will generate the equivalent of 14.3 million

kilowatt‐hour (kWh) of renewable energy, comparable to 70% of the

facility’s electric consumption. Big Spring’s current energy use

represents a 33% drop from its baseline, and Victorville’s current energy

use represents a 28% drop from its baseline.  Englewood’s new two‐acre

solar field will supply hot water for domestic water use for the entire

institution. It is expected to reduce electricity use by 300,000 therms

and yield a cost savings of more than $125,000.

FCI Fairton (NJ) unveiled its 400‐kW solar field project, which was part of a larger energy conservation initiative

that addresses the facility’s energy, lighting, water, heating, and cooling systems. To date, upgrades have included

the installation of a solar field on three acres, replacement of 700 toilets to reduce water flow, installation of

lights, and a new high‐efficiency, fully automated chiller that will reduce energy consumption. The combined

projects are expected to reduce the FCI’s energy and water use by 27% and 42%, respectively, producing an esti‐

mated annual cost avoidance of more than $800,000. Solar panels for this project were made at the FCI Otisville

(NY) UNICOR factory.  Fairton camp inmates were involved in the installation and will be trained in maintenance.

The Administration Division’s (ADM) Facilities Management Branch assisted DOJ in developing a Strategic

Sustainability Performance Plan, which established a baseline for greenhouse gas emissions and greenhouse gas

L, top to bottom: Examples of the BOP’s commitment to reduce the

use of natural resources and its environmental footprint: solar fields

as an alternative energy source, rain harvesting, gardening for self‐

sufficiency, and recycling.
20

reduction goals. The plan was finalized in June 2010, and approved by the Office of Management and Budget

(OMB). The plan can be viewed at www.justice.gov/jmd/ep/docs/strategic‐sustain‐performance‐plan.pdf.

Regional offices demonstrated their commitment to protecting the environment by supporting various

conservation measures that were adopted at several of their institutions in FY10 – including rain harvesting and

water recycling; use of low‐flow controls; upgrades to water fixtures, energy‐efficient lighting, and

energy management systems and controls; use of hybrid vehicles, bio‐diesel fuel, tricycles for ground

transportation, synthetic oils, and Energy Star equipment and appliances; and wind‐power research. Each of these

efforts – even the most rudimentary involving use of push reel mowers – yielded cost avoidance from reduced

energy use and materials expenditures, and helped reduce the BOP’s carbon footprint.

Many prison facilities maintain active recycling programs that reduce the amount of waste entering local landfills

and lessen consumption of energy and other resources. Recycling reduces air and water pollutants, and creates

institution job assignments for inmates that enable them to acquire a specific trade and related skills. In one region

alone, rain water harvesting programs yielded almost 2.56 million gallons of water that was in turn used by the

institution (e.g., for horticulture vocational training, gardens) to reduce water consumption.

The comprehensive recycling program at FCC Victorville (CA) diverted more than 2 million pounds of recyclable

materials (all ferrous and non‐ferrous metals, textiles/clothing, plastic, oils, cardboard, tires, and more) from local

landfills in FY10. The FCC is also using bio‐diesel fuel (obtained through a recycling initiative that turns used

cooking oil into fuel) to operate all tractors, various generators, and other previously gas‐powered equipment. This

initiative alone removes approximately 8,400 pounds of liquid waste each month from the landfill stream. The end

result of the FCC's recycling program has been a significant reduction in the complex's waste management

expenditures. By successfully partnering with local recycling service providers, the FCC has become one of the

leading recycling centers in the community; it has been recognized as an official recycling center by the State of

California. The program currently employs 60 inmate workers. FCC Victorville received the Outstanding Recycle

Program Award from the California Resource Recovery Association, a non‐profit organization that promotes waste

reduction, reuse, recycling, pollution prevention, and composting.

Oversight  

Internal  Oversight

Program Review refers to the BOP’s primary internal system of control with examinations by organizationally

independent, trained BOP subject matter experts. Each institution discipline is evaluated to identify strengths and

weaknesses of a particular program/activity and compliance with applicable policies, regulations, and American

Correctional Association (ACA) standards.

Results: 456 reviews total; 78.9% with good or superior ratings

The Administrative Remedy Program is the BOP’s internal grievance process through which an inmate may request

consideration or review of any issue related to his/her conditions of confinement.

Results:

 28,486 requests answered by all institutions across security levels; 4.5% granted

 16,554 appealed to the region and answered; 3.9% granted

 5,457 appealed to Central Office and answered; 1.5% granted

External Accreditation

 At FY‐end, 99.5% of all BOP facilities were accredited by ACA. Particularly noteworthy is the fact that FCI Terre

Haute (IN) (originally the USP) – the first BOP facility accredited under ACA standards – has been continuously

accredited since 1979.

 All Health Services departments at eligible BOP facilities are accredited by The Joint Commission.  Care Level 1

facilities are excluded because they serve healthy inmates.
21

Facility Name Physical Address City State Zip Telephone Fax Region Security Level JuAlderson FPC Glen Ray Rd - Box A Alderson WV 24910 304-445-3300 304-445-3320 MXR Minimum SouAllenwood FCC 

NER Mi

 Low FCI 

Rt 15, 2 mis. N of Allenwood White Deer 

PA 

17887 570-547-1990 570-547-1740 Low 

Medium FCI 17810 570-547-7950 570-547-7751 Medium USP Rt 15, 2 mis. N of Allenwood Allenwood 17810 570-547-0963 570-547-9201 High 

Ashland FCI St. Route 716 Ashland KY 41105 606-928-6414 606-929-4395 MXR Low EAtlanta USP 601 McDonough Blvd SE Atlanta GA 30315 404-635-5100 404-331-2403 SER Medium NAtwater USP 1 Federal Way Atwater CA 95301 209-386-0257 209-386-4635 WXR High EBastrop FCI 1341 Hwy 95 N Bastrop TX 78602 512-321-3903 512-304-0117 SCR Low Beaumont FCC 

Beaumont TX 77705 SCR 

 Low FCI 5560 Knauth Rd 409-727-8172 409-626-3500 Low 

Medium FCI 5830 Knauth Rd 409-727-0101 409-720-5000 Medium USP 6200 Knauth Rd 409-727-8188 409-626-3700 High 

Beckley FCI 1600 Industrial Rd Beaver WV 25813 304-252-9758 304-256-4956 MXR Medium SouBennettsville FCI 696 Muckerman Rd Bennettsville SC 29512 843-454-8200 843-454-8219 SER Medium Big Sandy USP 1197 Airport Rd Inez KY 41224 606-433-2400 606-433-2577 MXR High EBig Spring FCI 1900 Simler Ave Big Spring TX 79720 432-466-2300 432-466-2576 SCR Low Brooklyn MDC 80 29th St Brooklyn NY 11232 718-840-4200 718-840-5001 NER Admin EBryan FPC 1100 Ursuline Ave Bryan TX 77803 979-823-1879 979-821-3316 SCR Minimum Butner FCC 

Old NC Hwy 75 Butner NC 27509 MXR Eas

 Low FCI 919-575-5000 919-575-5023 Low 

Medium I FCI 919-575-4541 919-575-5023 Medium Medium II FCI 919-575-8000 919-575-8020 Medium FMC 919-575-3900 919-575-4801 Admin 

Canaan USP 3057 Easton Turnpike Waymart PA 18472 570-488-8000 570-488-8130 NER High MiCarswell FMC Naval Air Station - J St Bldg 3000 Fort Worth TX 76127 817-782-4000 817-782-4875 SCR Admin Chicago MCC 71 W Van Buren St Chicago IL 60605 312-322-0567 312-347-4012 NCR Admin N

BOP Institutions & Offices
22

Facility Name Physical Address City State Zip Telephone Fax Region Security Level JuColeman FCC 

846 NE 54th Ter Coleman FL 33521 SER 

Low FCI 352-689-4000 352-689-4008 Low 

Medium FCI 352-689-5000 352-689-5027 Medium I USP 352-689-6000 352-689-6012 High II USP 352-689-7000 352-689-7012 High 

Cumberland FCI 14601 Burbridge Rd SE Cumberland MD 21502 301-784-1000 301-784-1008 MXR Medium Danbury FCI Route 37 Danbury CT 06811 203-743-6471 203-312-5110 NER Low Devens FMC 42 Patton Rd Ayer MA 01432 978-796-1000 978-796-1118 NER Admin Dublin FCI 5701 8th St - Camp Parks Dublin CA 94568 925-833-7500 925-833-7599 WXR Low NoDuluth FPC 4464 Ralston Dr Duluth MN 55811 218-722-8634 218-733-4701 NCR Minimum Edgefield FCI 501 Gary Hill Rd Edgefield SC 29824 803-637-1500 803-637-9840 SER Medium El Reno FCI 4205 Hwy 66 W El Reno OK 73036 405-262-4875 405-319-7626 SCR Medium WElkton FCI 8730 Scroggs Rd Elkton OH 44432 330-420-6200 330-420-6436 NER Low Englewood FCI 9595 W Quincy Ave Littleton CO 80123 303-763-4300 303-763-2553 NCR Low Estill FCI 100 Prison Rd Estill SC 29918 803-625-4607 803-625-5635 SER Medium Fairton FCI 655 Fairton-Millville Rd Fairton NJ 08320 856-453-1177 856-453-4015 NER Medium Florence FCC 

5880 Hwy 67 S Florence CO 81226 NCR 

Medium FCI 719-784-9100 719-784-9504 Medium 

USP 719-784-9454 719-784-5157 High ADMAX USP 719-784-9464 719-784-5290 Admin 

Forrest City FCC 

1400 Dale Bumpers Rd Forrest City AR 72335 870-494-4496 SCR E

Low FCI 870-630-6000 Low 

Medium FCI 870-494-4200 Medium 

Fort Dix FCI 5756 Hartford & Pointvile Rd Fort Dix NJ 08640 609-723-1100 609-724-7557 NER Low Fort Worth FCI 3150 Horton Rd Fort Worth TX 76119 817-534-8400 817-413-3350 SCR Low Gilmer FCI 201 FCI Ln Glenville WV 26351 304-626-2500 304-626-2609 MXR Medium NorGreenville FCI 100 US Hwy 40 Greenville IL 62246 618-664-6200 618-664-6372 NCR Medium SGuaynabo MDC Hwy 28 (@ intersection of Rd 

165) 

Guaynabo PR 00965 787-749-4480 787-775-7824 SER Admin Puer
23

Facility Name Physical Address City State Zip Telephone Fax Region Security Level JuHazelton USP 1640 Sky View Dr Bruceton Mills WV 26525 304-379-5000 304-379-5039 MXR High NorHerlong FCI 741-925 Access Rd A-25 Herlong CA 96113 530-827-8000 530-827-8024 WXR Medium EHonolulu FDC 351 Elliott St Honolulu HI 96819 808-838-4200 808-838-4507 WXR Admin Houston FDC 1200 Texas Ave Houston TX 77002 713-221-5400 713-229-4200 SCR Admin Jesup FCI 2600 Hwy 301 S 

Jesup GA 31599 

912-427-0870 912-427-1125 

SER 

Medium 

S

FSL 2680 Hwy 301 S 912-427-0870 912-427-1125 Low 

La Tuna FCI 8500 Doniphan Rd Anthony 

TX 

79821 915-791-9000 915-791-9758 

SCR 

Low 

FSL Ssg Sims Rd - Bldg 11636 El Paso 79906 915-564-2100 915-564-2291 Low 

Leavenworth USP 1300 Metropolitan Leavenworth KS 66048 913-682-8700 913-578-1010 NCR Medium Lee USP Lee County Industrial Park Hickory Flats Rd Pennington Gap VA 24277 276-546-0150 276-546-9115 MXR High WLewisburg USP 2400 Robert F Miller Dr Lewisburg PA 17837 570-523-1251 570-522-7745 NER High MiLexington FMC 3301 Leestown Rd Lexington KY 40511 859-255-6812 859-253-8821 MXR Admin ELompoc FCC 

Lompoc CA 93436 WXR C

FCI 3600 Guard Rd 805-736-4154 805-736-1292 Low 

USP 3901 Klein Blvd 805-735-2771 805-736-1292 Medium 

Loretto FCI Rural Route 276 Loretto PA 15940 814-472-4140 814-472-6046 NER Low WeLos Angeles MDC 535 N Alameda St Los Angeles CA 90012 213-485-0439 213-253-9510 WXR Admin CManchester FCI 805 Fox Hollow Rd Manchester KY 40962 606-598-1900 606-599-4115 MXR Medium EMarianna FCI 3625 FCI Rd Marianna FL 32446 850-526-2313 850-718-2014 SER Medium NMarion USP 4500 Prison Rd Marion IL 62959 618-964-1441 618-964-2058 NCR High SMcCreary USP 330 Federal Way Pine Knot KY 42635 606-354-7000 606-354-7190 MXR High EMcDowell FCI 101 Federal Dr Welch WV 24801 304-436-7300 304-436-7318 MXR Medium McKean FCI Rt 59 & Big Shanty Rd Lewis Run PA 16738 814-362-8900 814-363-6821 NER Medium WeMemphis FCI 1101 John A Denie Rd Memphis TN 38134 901-372-2269 901-384-5462 MXR Medium WMiami FCI 15801 SW 137th Ave Miami FL 33177 305-259-2100 305-259-2160 SER Low SMiami FDC 33 NE 4th St Miami FL 33132 305-577-0010 305-536-7368 SER Admin SMilan FCI 4004 E Arkona Rd Milan MI 48160 734-439-1511 734-439-0949 NCR Low EMontgomery FPC Maxwell Air Force Base Montgomery AL 36112 334-293-2100 334-293-2326 SER Minimum 
24

Facility Name Physical Address City State Zip Telephone Fax Region Security Level JuMorgantown FCI 446 Greenbag Rd - Route 857 Morgantown WV 26501 304-296-4416 304-284-3600 MXR Minimum NorNew York MCC 150 Park Row New York NY 10007 646-836-6300 646-836-7751 NER Admin SoOakdale FCC 

Oakdale LA 71463 SCR W

 FCI 1507 E Whatley Rd 318-335-4070 318-215-2688 Low 

FDC 2105 E Whatley Rd 318-335-4466 318-215-2185 Admin 

Oklahoma City FTC 7410 S Macarthur Blvd Oklahoma City OK 73169 405-682-4075 405-680-4043 SCR Admin WOtisville FCI Two Mile Dr Otisville NY 10963 845-386-6700 845-386-6727 NER Medium SoOxford FCI County Rd G & Elk Ave Oxford WI 53952 608-584-5511 608-584-6315 NCR Medium WPekin FCI 2600 S 2nd St Pekin IL 61554 309-346-8588 309-477-4685 NCR Medium Pensacola FPC 110 Raby Ave Pensacola FL 32509 850-457-1911 850-458-7291 SER Minimum NPetersburg FCC 

Hopewell VA 23860 MXR 

Low FCI 1100 River Rd 804-733-7881 804-863-1510 Low 

Medium FCI 1060 River Rd 804-504-7200 804-504-7204 Medium 

Philadelphia FDC 700 Arch St Philadelphia PA 19106 215-521-4000 215-521-7220 NER Admin EasPhoenix FCI 37900 N 45th Ave Phoenix AZ 85086 623-465-9757 623-465-5199 WXR Medium Pollock FCC 

1000 Airbase Rd Pollock LA 71467 318-561-5300 318-561-5391 SCR W

FCI Medium 

USP High 

Ray Brook FCI 128 Ray Brook Rd Ray Brook NY 12977 518-897-4000 518-897-4216 NER Medium NoRochester FMC 2110 E Center St Rochester MN 55904 507-287-0674 507-287-9601 NCR Admin Safford FCI 1529 W Hwy 366 Safford AZ 85546 928-428-6600 928-348-1331 WXR Low San Diego MCC 808 Union St San Diego CA 92101 619-232-4311 619-595-0390 WXR Admin SoSandstone FCI 2300 County Rd 29 Sandstone MN 55072 320-245-2262 320-245-0385 NCR Low Schuylkill FCI I-81 & 901 W Minersville PA 17954 570-544-7100 570-544-7224 NER Medium MiSeagoville FCI 2113 N Hwy 175 Seagoville TX 75159 972-287-2911 972-287-5466 SCR Low SeaTac FDC 2425 S 200th St Seattle WA 98198 206-870-5700 206-870-5717 WXR Admin WeSheridan FCI 27072 Ballston Rd Sheridan OR 97378 503-843-4442 503-843-6645 WXR Medium Springfield MCFP 1900 W Sunshine St Springfield MO 65807 417-862-7041 417-837-1717 NCR Admin WTalladega FCI 565 E Renfroe Rd Talladega AL 35160 256-315-4100 256-315-4495 SER Medium N
25

Facility Name Physical Address City State Zip Telephone Fax Region Security Level JuTallahassee FCI 501 Capital Cir NE Tallahassee FL 32301 850-878-2173 850-671-6105 SER Low NTerminal Island FCI 1299 Seaside Ave San Pedro CA 90731 310-831-8961 310-732-5325 WXR Low CTerre Haute FCC 

Terre Haute IN NCR S

FCI 4200 Bureau Rd N 47808 812-238-1531 812-238-3301 Medium 

USP 4700 Bureau Rd S 47802 812-244-4400 812-244-4791 High 

Texarkana FCI 4001 Leopard Dr Texarkana TX 75501 903-838-4587 903-223-4424 SCR Low Three Rivers FCI US Hwy 72 W Three Rivers TX 78071 361-786-3576 361-786-5051 SCR Medium Tucson FCC 

Tucson AZ 85706 WXR 

FCI 8901 S Wilmot Rd 520-574-7100 520-663-4406 Medium 

USP 9300 S Wilmot Rd 520-663-5000 520-663-5024 High 

Victorville FCC 

13777 Air Expressway Blvd Victorville CA 92394 WXR C

Medium I FCI 760-246-2400 760-246-2461 Medium 

Medium II FCI 760-530-5700 760-560-5706 Medium USP 760-530-5000 760-530-5103 High 

Waseca FCI 1000 University Dr SW Waseca MN 56093 507-835-8972 507-837-4547 NCR Low Williamsburg FCI 8301 Hwy 521 Salters SC 29590 843-387-9400 843-387-6961 SER Medium Yankton FPC 1016 Douglas Ave Yankton SD 57078 605-665-3262 605-668-1113 NCR Minimum Yazoo City FCC 

2225 Haley Barbour Pkway Yazoo City MS 39194 SER So

Low FCI 662-751-4800 662-716-1036 Low 

Medium FCI 662-716-1020 662-716-1036 Medium 

CCMs 3-letter code Com

mespe

reg

BO

CCwit

reswit

Atlanta CCM 719 McDonough Blvd SE Atlanta GA 30315 404-635-5679 404-635-5240 SER CAT Annapolis Junction CCM 302 Sentinel Dr - Ste 200 Annapolis Junction MD 20701 301-317-3142 301-317-3138 MXR CBR Chicago CCM 200 W Adams St, Rm 2915 Chicago IL 60606 312-886-2317 312-886-2118 NCR CCH Cincinnati CCM 36 E 7th St, Ste 2107-A Cincinnati OH 45202 513-684-2603 513-684-2590 NER CCN Dallas CCM 4211 Cedar Springs Rd – Ste 100 Dallas TX 75219 214-224-3522 214-224-3367 SCR CDA 
26

Facility Name Physical Address City State Zip Telephone Fax Region 3-letter code Denver CCM 9595 W Quincy Ave Littleton CO 80123 303-980-2373 303-980-2374 NCR CDE Detroit CCM 4026 E Arkona Rd Milan MI 48160 734-439-7653 734-439-7671 NCR CDT El Paso CCM 727 E Durango Blvd - Ste B- 138 San Antonio TX 78206 210-472-6225 210-472-6224 SCR CEP Houston CCM 727 E Durango Blvd - Ste B- 138 San Antonio TX 78206 210-472-6225 210-472-6224 SCR CHN Kansas City CCM 400 State Ave - Rm 131 Kansas City KS 66101 913-551-1117 913-551-1120 NCR CKC Long Beach CCM 1299 Seaside Ave San Pedro CA 90731 310-732-5179 310-732-5291 WXR CLB Miami CCM 401 N Miami Ave Miami FL 33128 305-536-5710 305-536-4024 SER CMM Minneapolis CCM 300 S 4th St - Ste 1210 Minneapolis MN 55415 612-664-5560 612-664-5569 NCR CMS Montgomery CCM Maxwell AFB - Bldg 1209 820 Willow St Montgomery AL 36112 334-293-2360 334-293-2357 SER CMY Nashville CCM 801 Broadway St - #599 Nashville TN 37203 615-736-5148 615-736-5147 MXR CNV New York CCM 100 29th St Brooklyn NY 11232 718-840-4219 718-840-4207 NER CNK New Orleans CCM c/o Dallas CCM #100 4211 Cedar Sprngs Rd Dallas TX 75219 214-224-3522 214-224-3367 SCR CNO Orlando CCM 6303 County Rd 500 Wildwood FL 34785 352-689-7390 352-689-7396 SER COR Philadelphia CCM 2nd & Chestnut St - 7th Fl Philadelphia PA 19106 215-521-7300 215-521-7486 NER CPA Pittsburgh CCM 1000 Liberty Ave - Ste 1315 Pittsburgh PA 15222 412-395-4740 412-395-4730 NER CPG Phoenix CCM 230 N 1st Ave - Ste 405 Phoenix AZ 85003 602-514-7075 602-514-7076 WXR CPH Raleigh CCM Old NC 75 Hwy Butner NC 27509 919-575-2080 919-575-2073 MXR CRL San Antonio CCM 727 E Durango Blvd Rm B138 San Antonio TX 78206 210-472-6225 210-472-6224 SCR CSA Sacramento CCM 501 I St - Ste 9-400 Sacramento CA 95814 916-930-2010 916-930-2008 WXR CSC Salt Lake City CCM 324 S State St - Ste 228 Salt Lake City UT 84111 801-524-4212 801-524-3112 WXR CSL Seattle CCM 2425 S 200 St (@ FDC) Seattle WA 98198 206-870-1011 206-870-1012 WXR CSE St Louis CCM 1222 Spruce St - Ste 6.101 St Louis MO 63103 314-539-2376 314-539-2465 NCR CST Washington, DC CCM 302 Sentinel Dr - Ste 200 Annapolis Junction MD 20701 301-317-3142 301-317-3138 MXR CDC 
27

REGIONAL OFFICES Physical Address City State Zip Telephone Fax Region Six regional offices directly support the operations of facilities within their respective geographic areas by providing management and technical assistancorrections staff, conducting specialized training, providing technical assistance to state and local criminal justice agencies, and contracting to provide RRC p

personnel include administrators who are subject matter experts in all disciplines represented at the institution level. They maintain close contact with instituoperations. 

Mid-Atlantic 302 Sentinel Dr - Ste 200 Annapolis Junction MD 20701 301-317-3100 301-317-3214 MXR North Central 400 State Ave - Ste 800 Kansas City KS 66101 913-621-3939 913-551-1130 NCR Northeast 2nd & Chesnut St - 7th Fl Philadelphia PA 19106 215-521-7301 215-596-1871 NER South Central 4211 Cedar Springs Rd Dallas TX 75219 214-224-3389 214-224-3420 SCR Southeast 3800 Camp Crk Pk SW - Bdg 2000 Atlanta GA 30331 678-686-1200 678-686-1379 SER Western 7338 Shoreline Dr Stockton CA 95219 209-956-9700 209-956-9793 WXR CENTRAL OFFICE 320 First St NW Washington DC 20534 202-307-3198 202-514-6620 BOP website: www.bop

e-mail: info@bop.gov

Administration (ADM) Human Resource Management (HRMD) National Institute of CorrectionCorrectional Programs (CPD) Industries, Education & Vocational Training (IEVT) Office of General Counsel (OGCHealth Services (HSD) Information, Policy & Public Affairs (IPPA) Program Review Division (PRD) 

NIC Headquarters 800-995-6423 202-307-3106 NIC website: www.nicic.gov

NIC Academy 

National Corrections Academy 791 N Chambers Rd Aurora CO 80011

800-995-6429 303-365-4458 

Information Center 800-877-1461 303-365-4456 

STAFF TRAINING CENTERSStaff Training Academy (STA) 

Federal Law Enforcement Training Center Glynco GA 31524 912-267-2711 912-267-2983 Conducts introductory train

Management & Specialty Training Center (MSTC) 

National Corrections Academy 791 N Chambers Rd Aurora CO 80011 303-340-7800 303-340-7968 

Provides specialized profess

the BOP’s senior level traindevelopment. 

GRAND PRAIRIE OFFICE COMPLEX (GRA) 

GRA Components 

U.S. Armed Forces Reserve Complex 346 Marine Forces Dr 

Grand Prairie TX 75051

Provides consolidated services in three functional areas to betmore efficient and cost-effective operations. Subject matter e

human resources, inmate classification and designation, and inm

Designation & Sentence Computation Center (DSCC) 972-352-4400 972-352-4395 e-mail: GRA-DSC/PolicyCorrespondence&AdmField Acquisition Office (FAO) 972-352-4500 972-352-4545 e-mail: GRA/FieldAcquisitionOffice@bop.govHuman Resource Services Center (HRSC) 972-352-4200 972-352-4220 e-mail: GRA-HRM/Chief-CESC@bop.gov
For more information, contact:

Federal Bureau of Prisons

320 First Street, NW

Washington, DC 20534

website: www.bop.gov

e‐mail: info@bop.gov

phone: 202‐307‐3198