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5

Mission Statement

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 selfimprovement opportunities to assist offenders in becoming lawabiding 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 committed to the personal welfare and professional

development of each employee. A concept of “family” is

encouraged through healthy, supportive relationships among

staff and organization responsiveness to staff needs. The

active participation of staff at all levels is essential to the development and accomplishment of organizational objectives.

Sound Correctional Management: The Bureau of Prisons

maintains effective security and control of its institutions utilizing the least restrictive means necessary, thus providing the

essential foundation for sound correctional management programs.

Correctional Workers First: All Bureau of Prisons staff share

a common role as correctional worker, which requires a mutual

responsibility for maintaining 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.

Recognizes the Dignity of All: Recognizing the inherent dignity of all human beings and their potential for change, the

Bureau of Prisons treats inmates fairly and responsively and

affords them opportunities for self-improvement to facilitate

their successful re-entry into the community. The Bureau further recognizes that offenders are incarcerated as punishment,

not for punishment.

Career Service Orientation: The Bureau of Prisons is a careeroriented service, which has enjoyed a consistent management

philosophy and a continuity 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 community 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 standards 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 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 costefficient 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

Bureau of Prisons Fundamentals
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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.

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 commitment

to maintaining a healthy partnership 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 details of the escape and

the identity of the escapee.

• At least 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 appropriate state and

local law enforcement officials.

• Notify victim(s) or witness(es) of the following inmate

activities within the specified time frames:

√ Initial designation: 30 days

√ Death: 30 days

√ Parole hearing: 30 days prior to the hearing

√ Release to the community: 30 days prior to the

release

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

√ Transfer to a halfway house: upon acceptance by the

halfway house

√ Compassionate release: during consideration

√ Escape: immediately
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7

National Strategic Planning Goals

Introduction

The Federal Bureau of Prisons (BOP) uses a strategic planning

approach to management that both reflects the President’s

Management Agenda and is tied to the Department of Justice’s

(DOJ) objectives. Strategic planning is driven by the BOP’s

Mission and Vision Statements, which are supported by seven

broad correctional goals. Each goal is, in turn, supported by

dynamic, specific objectives that are created to help the agency

achieve various milestones. The seven national goals are listed

below:

Population Management

The BOP will proactively manage its offender population to

ensure safe and secure operations, and work toward ultimately

achieving an overall crowding level in the range of 30 percent.

Human Resource Management

The BOP will have a competent, diverse workforce operating

within a professional work environment prepared to meet the

current and future needs of the organization.

Security and Facility Management

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

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 exemplary programs, as well

as excellence in maintaining the basics of correctional management. The BOP continually strives toward improvements in its

effective use of resources and its efficient delivery of services.

Inmate Programs and Services

The BOP provides services and programs to address inmate

needs, providing productive use-of-time activities and facilitating the successful reintegration of inmates into society, consistent with community expectations and standards.

Building Partnerships

The BOP will continue to seek opportunities for expanding the

involvement of community and local, state, and Federal agencies, in improving the effectiveness of the services it provides

to offenders and constituent agencies. The active participation by BOP staff to improve partnerships will allow the BOP to

carry out its mission within the criminal justice system and to

remain responsive to other agencies and the public. The BOP

will develop partnerships to focus the shared responsibility for

the establishment of a supportive environment promoting the

reintegration of offenders into the community.

Counter-Terrorism

The BOP will provide for public safety and security by focusing

on the prevention, disruption, and response to terrorist

activities.
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Preparing inmates for eventual release to the community has

been one of the two key objectives of the Bureau of Prisons’

(BOP) mission since the agency was created on May 14, 1930.

Although not explicitly referring to “release preparation” in so

many words, the enabling legislation that created the Bureau

specifically referred to “instruction” and “ proper employment” of inmates as responsibilities of the agency. That piece

of legislation was followed almost immediately by more

legislation providing “for the diversification of employment of

Federal prisoners, for their training and schooling in trades

and occupations, and for other purposes.” The intent was

clear: not only was the Bureau to protect society by confining

criminals in safe, secure, humane environments, but it was also

to prepare them to succeed upon release. And to a certain

extent, this focus proved to be foresightful since there is an

increasing body of evidence indicating that prison programs

reduce the likelihood of recidivism. As successes are

publicized, the public at large is also beginning to gain a better

understanding of the role release preparation plays in breaking

the cycle of incarceration.

Since the mid-1980s, the U.S. has been imprisoning more

people for longer periods than at any other time in its history.

While there is debate as to whether the dramatic increase in

incarceration has contributed to the drop in crime rates the

nation has experienced in the past decade, what is certain is

that the number of inmates nationwide continues to rise. Not

surprisingly, so has the number of inmates returning to the

community. The return to society, known in the criminal justice

system as re-entry, presents various challenges to all parties

with a stake in offenders’ post-release success: taxpayers,

citizens, and families and friends of inmates.

Over the past several years, the Bureau of Prisons has released

an average of more than 41,000 inmates per year back to U.S.

communities. More inmates are being released each year than

were in the entire Federal prison system 20 years ago. The

figure for all U.S. correctional systems combined – Federal,

state, and local – is around 630,000. This is an enormous

challenge for correctional agencies and for governments that

must make tough decisions about how to allocate scarce

resources.

If one includes all correctional systems in the U.S., the rate of

recidivism (i.e., the rate of return to prison after individuals who

have served their sentences commit new crimes) nationally is

very high for all types of offenses combined, exceeding 50

percent. According to the Bureau of Justice Statistics (BJS),

the rate of recidivism for state systems is 67 percent. The

BOP’s recidivism rate is 40 percent. The recidivism rate can

only decrease if inmates return to society having changed from

when they entered prison.

The Bureau’s inmate population is incredibly diverse. It

includes male and female inmates from all types of ethnic

groups, cultural backgrounds, races, and religious beliefs. The

full spectrum of offense categories and criminal activity is also

represented: the Bureau confines first-time offenders whose

crime may have been acting as a drug mule, all the way to

international terrorists. Many inmates may want to change

and take advantage of whatever program opportunities are

provided; but the Bureau also houses some intractable chronic

offenders, sociopaths, and others who are highly resistant to

change.

Inmate Management

The Bureau has improved the architectural design of its newer

facilities and has taken advantage of improved technologies in

security measures, such as perimeter security systems, surveillance cameras, drug detection systems, and body alarms.

These technologies are not a substitute for staff, but rather

support BOP employees’ ability to provide inmates the supervision they need in order to maintain security and safety in our

institutions.

The agency has also enhanced population management and

inmate supervision strategies in areas such as classification

and designation, intelligence gathering, gang management, use

of preemptive lockdowns, controlled movement, and staff training. The Bureau uses these measures to their greatest extent,

and they have been very helpful. Additionally, the Bureau has

decreased the inmate-to-staff ratio, reducing the number of

inmates that each staff member must supervise.

Release Preparation and Community Re-entry
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9

Beginning in the early 1970s with the construction of the

Federal Correctional Institution in Morgantown, WV, the

Bureau changed its basic prison architectural design to support the principle of direct supervision of inmates, a principle

that the BOP and other correctional agencies have held since

that time. The Bureau’s contemporary prison design affords

greater efficiency in staffing because it allows staff to oversee

increased numbers of inmates and results in a more efficient

inmate-to-staff ratio.

This is especially important in relation to our emphasis on

inmate programs and our “correctional worker first” philosophy. Regardless of the specific discipline in which a staff

member works, all employees are “correctional workers first.”

This means that everyone is responsible for the security of the

institution. All staff are expected to be vigilant and attentive to

inmate accountability and security issues, to supervise the

inmates working in their area or participating in their program,

to respond to emergencies, and to maintain a proficiency in

custodial and security matters, as well as in their particular job

specialty.

All employees in our institutions are law enforcement officers.

This means both custody and non-custody staff are responsible for inmate supervision and institution security. As a

result, we do not require the level of custody staff in program

areas. In some state correctional systems where custody staff

are distinguished from non-custody staff, classrooms, work

areas, and recreation areas must have a correctional officer as

well as the teacher, work supervisor, or recreation specialist.

Using the “correctional worker first” concept has allowed us

to operate with a custody staff-to-inmate ratio (1 to 10.1) that is

more than double the average (1 to 4.7) of the five largest State

correctional systems. This reduced custody staffing allows

us to maintain a substantial number of staff who provide

inmate programs, giving offenders the opportunity to gain critical skills and training necessary for a successful return to

society.

Programs That Work

The BOP is committed to effectively using our resources,

taxpayers’ funds, to provide maximum benefit to society.

Thus, the BOP relies upon empirical research to determine

which programs are effective in accomplishing their

objectives. Those that work, we expand (see Table 1 for core

programs). Those that do not, we discontinue. The vast

majority of Bureau inmate programs and services are geared

toward helping inmates prepare for their eventual release. The

money spent on these programs (staff salaries) is money well

spent.

A 2001 study by the Washington State Institute for Public

Policy helps put these statistics into a cost-benefit context.

That study was an evaluation of the costs and benefits of a

variety of correctional, skills building programs. The study

examined program costs; the benefit of reducing recidivism by

lowering costs for arrest, conviction, incarceration, and

Table 1: Recidivism Research Findings

P rogra m Inma te P articipatio n Ef fect on Recidi vis m

Federal Pris on Ind ustries 17% of elig ib le in mates (app ro x. 19 ,7 00

workers )

24% less likely to recid iv ate

14% mo re likely to b e emp loy ed

23% reductio n in m iscon du ct

Ed u catio n 35% 16% less likely to recid iv ate

Vo catio nal/Occu p Train in g 7% 33% less likely to recid iv ate

RDA P 92% of elig ib le in mates (with a d rug use

d isord er) v o lunteer

16% less likely to recid iv ate

15% less likely to relap se to d rug u se

(3 yrs.)
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supervision; and the benefit by avoiding crime victimization.

The study was based only on valid evaluations of crime

prevention programs, including the BOP’s assessment of our

industrial work and vocational training programs (the Post

Release Employment Project study) and our evaluation of

Residential Drug Abuse Treatment (the TRIAD study). The

analysis includes the benefit-to-cost ratio for the programs

that were evaluated. The “benefit” is the dollar value of

criminal justice system and victim costs avoided by reducing

recidivism and the “cost” is the funds required to operate the

correctional program. Regarding programs that the Bureau

has found to have a positive effect on recidivism, the benefitto-cost ratio of residential drug abuse treatment is as much as

$2.69 for each dollar invested in the program; for adult basic

education, the benefit is as much as $5.65; for correctional

industries, the benefit is as much as $6.23; and for vocational

training, the benefit is as much as $7.13.

The Bureau’s core programs create an institutional environment in which inmates are provided with opportunities to

change, and they are strongly encouraged to do so. In addition

to serving as role models of mainstream social values, Bureau

staff also work diligently to encourage inmate participation in

self-improvement opportunities and positively reinforce prosocial behavior on the part of inmates. Core programs, and

their respective Fiscal Year 2005 (FY05) achievements, are

outlined in the sections that follow.

Work Programs

Since its beginning 75 years ago, the Bureau has understood

that idleness is a major factor contributing to inmate misconduct and disruption of institution operations. Inmate

employment was deemed of sufficient importance to

incorporate allowances for such in the legislation that created

the Bureau. But the benefits derived from work programs

extend beyond facilitating inmate management: work programs

teach inmates marketable skills and instill a sound work ethic

and habits, and in so doing, enhance the likelihood of

successful community re-entry.

Sentenced inmates must work if they are medically able.

Institution work assignments include employment in areas

such as food service or the warehouse, or work as an inmate

orderly, plumber, painter, or groundskeeper. Inmates earn 12¢

to 40¢ per hour for these assignments.

About 17 percent of sentenced, medically able inmates (19,720)

worked in Federal Prison Industries (FPI) factories at the end of

FY05. FPI operated 106 factories in FY05, generating sales of

$765 million. By law, FPI’s customers are almost entirely from

the Federal Government, and much of FPI’s work is for the

military – for instance, reconditioning military vehicles, and

manufacturing uniforms. Sales continue to be driven by high

demand for military items supplied by FPI’s electronics and

textiles business groups, much of this due to the Iraq War.

Inmates who work for FPI gain marketable skills in

manufacturing areas such as furniture, electronics, textiles, and

graphic arts. FPI work assignments pay a wage of 23¢ to $1.15

per hour; but much like the regular workforce, inmates can earn

overtime and may be eligible for longevity pay. These jobs are

so highly-desired that there is a waiting list for them. Inmates

who participate in the FPI program and have court-ordered

fines, family support, and victim restitution must contribute 50

percent of their earnings (about $2.8 million in FY05) toward

these obligations.

Research has shown that inmates who participate in the FPI

program are less likely to revert to criminal behavior and are

more likely to be gainfully employed following release from

prison. The Post-Release Employment Project (PREP) compared inmates who worked in prison industries with similar

inmates who did not participate in the FPI program. PREP

found that inmates who worked in FPI were significantly less

likely to recidivate than inmates who did not participate, for as

much as 12 years following release. Inmates who participate in

FPI were also less likely to engage in prison misconduct. In

addition, minority groups that are at the greatest risk for

recidivism benefitted more from industrial work participation

and vocational training than their non-minority counterparts.
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Education

Education programs help inmates acquire literacy and related

skills to help them obtain employment after release. Research

has found that inmates who participate in education programs

are 16 percent less likely to recidivate than nonparticipating

offenders. All Bureau institutions offer literacy classes, English

as a Second Language (ESL), adult continuing education,

parenting classes, library services, wellness education, and

instruction in leisure-time activities.

Inmates who do not have a high school diploma or General

Educational Development (GED) certificate must participate in

literacy programs for a minimum of 240 hours, or until they

obtain a GED. Not having a GED makes an inmate ineligible to

advance beyond the lowest pay levels in FPI; this encourages

inmates to complete their high school education to qualify for

higher-paying jobs. Non-English-speaking inmates are required

to participate in ESL until they show English proficiency.

Inmate involvement in education programs remained steady

during FY05; on any given day, 35 percent of the inmate

population was enrolled in one or more education programs.

GED program enrollments continued to increase: at the end of

FY05, 22,600 students were enrolled in the GED program, and

6,265 inmates had obtained a GED that year alone.

BOP institutions offer a broad range of educational programs to

meet the wide-ranging needs of our inmate population. What

follows are a few examples, both from the national and the local

level, from the past year:

• Educational services for inmates with special learning

needs or disabilities remained a priority. As part of this

effort, 262 referrals for special GED accommodations were

processed in FY05. The Bureau also continued to train

qualified teachers in diagnostic assessment and methods for

accommodating inmates with disabilities.

• A life skills (GOALS) pilot was completed in FY05. GOALS

is designed for special need learners who have reached their

optimum level of achievement in the traditional literacy

program, and no longer benefit from continued participation. The GOALS curriculum focuses on release preparation.

Units of study include money management, health and

wellness, family and personal relationships, getting and

keeping a job, and returning to the community. More than

80 inmates completed the program in FY05.

• Most BOP facilities have parenting programs that provide

inmates with opportunities to learn about children, child

development, and family skills. The Reading is Fundamental

(RIF) program is available at 14 BOP facilities. It is designed

to develop and deliver programs to encourage young

children to read regularly. The children of inmate

participants at these facilities receive as many as three

books during the year from RIF.

• Hope House, a Washington, DC-based nonprofit

organization, continued the Father to Child Summer Camp

program at the Federal Correctional Institution (FCI),

Cumberland, MD. In this program, children spend time with

their fathers, engaged in structured activities such as art,

creative writing, music, and games.

• At the Federal Prison Camp (FPC), Pensacola, FL, the

Education Department has added Work Maturity and

Worker Effectiveness Skills courses to the Education

Learning Center. The courses were established through the

U.S. Department of Labor to prepare adults for participation

in the labor force by increasing their occupational and

educational skills. This is expected to result in improved

long-term employability, increased earnings, and reduced

welfare dependence.

• The Federal Detention Center (FDC), Seatac, WA works

with the National Institute for Adult Education and

volunteers from the Mexican Consulate in Seattle to provide

a Spanish literacy program for female inmates from Mexico.

The certificate of accreditation granted upon program

completion is an official document valid in Mexico.
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Vocational/Occupational Training

Every Federal correctional institution has vocational and

occupational training (VT/OT) programs. Inmates can learn a

wide variety of skills in both traditional trade areas and

emerging occupations. On-the-job training is an important

component of the occupational training program. Given the

recidivism-reducing effect associated with participation in

these programs (participants are 33 percent less likely to

recidivate than non-participants according to PREP), staff make

every effort to match inmates with a VT program that most

interests them.

During FY05, the Bureau provided or supported approximately

340 occupational training programs, 540 apprenticeship

programs, and 150 advanced occupational education programs

for inmates. Over the course of the year, inmates completed

approximately 11,000 occupational or apprenticeship training

programs; and at year’s end, approximately 10,000 inmates were

actively participating in such programs. Apprenticeship

programs are registered with the U.S. Department of Labor,

Bureau of Apprenticeship Training. Other programs designed

to teach marketable skills are accredited by educational

organizations independent of the BOP, or have a Trade

Advisory Board made up of community subject-matter experts

that oversees the quality and technical content.

A few examples demonstrate the range of opportunities

available to inmates at Bureau institutions:

• The Federal Medical Center (FMC), Fort Worth, TX has a

wheelchair/bicycle repair program that fixed about 250

wheelchairs, saving approximately $18,000 that would have

been needed for repair costs if these had been sent out of the

institution. Fifty inmates completed this VT program in FY05.

• FCI El Reno, OK has a complete dental lab, producing

prosthetic dental devices for inmates at 22 institutions while

providing high-quality training to participants. Using a U.S.

Air Force curriculum, students are trained for a two-year

period, developing marketable skill in the dental technology

field.

• In Texas, FPC Bryan’s Master Gardener/Horticulture

Program provides job skills that will enable students to

pursue employment in a nursery or greenhouse, or in the

landscape construction and maintenance field. Requirements for successful program completion are 400 hours of

instruction, lab work, live-work projects, and tests; the

student is then awarded 40 continuing education units from

the Texas A&M University Extension Service.

• The U.S. Penitentiary (USP), Atwater, CA offers an office

automation (word processing and spreadsheets) training

program. During FY05, 85 inmates successfully completed

the course. Instruction and certification is provided by a

local community college.

• FCI Sheridan, OR offers a 10-week course in Commercial

Truck Driving Basics, which prepares inmates for taking the

test to obtain a commercial driver’s license. Seventy inmates

completed the course in FY05.

Drug Treatment

The Bureau is mandated by law to provide drug treatment to

100 percent of the eligible population. There is enormous

demand for these services in part because of the potential for

some (non-violent) offenders to earn a reduction in sentence

following successful completion of the program. The treatment

continuum begins with drug abuse education and ends with a

strong community transition component. The objective is to

reduce the likelihood of inmates relapsing to drug use. The

TRIAD study showed that inmates who participate in the

Bureau’s residential drug abuse treatment program (RDAP) are

16 percent less likely to recidivate and 15 percent less likely to

relapse to drug use, compared with non-participants.

Drug education, non-residential drug abuse treatment, and

counseling are available at every institution. Treatment

includes individual and group therapy, group counseling, and

other skills building strategies aimed at developing pro-social

values and preparing inmates for transition to the community.
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At the end of FY05, RDAP was available at 55 institutions.

Inmates are housed in a separate unit reserved for drug

treatment. RDAP provides intensive half-day programming,

five days per week, for nine months. Upon RDAP completion,

aftercare services are provided to the inmate while he/she is in

the general population, and also later at a halfway house, or

Community Corrections Center (CCC).

In FY05, 18,027 inmates participated in RDAP, 14, 224 in nonresidential programs, and 22,776 in drug education courses.

Treatment Innovations

Based upon the proven effectiveness of the cognitive

restructuring principles that are the foundation for RDAP, the

BOP developed programs for inmates who do not have

substance abuse problems. The programs target specific

inmate subgroups, such as penitentiary inmates with

behavioral problems, violent and predatory inmates, younger

inmates serving their first significant prison term, or inmates

with cognitive and social learning needs.

One example is the Bureau Responsibility and Values

Enhancement (BRAVE) Program, which is designed for young

male offenders serving their first significant term of Federal

incarceration (defined as five years or more). This program was

first implemented at FCI Beckley, WV. BRAVE attempts to

both improve the institutional adjustment of new inmates

(reducing disciplinary incidents and allowing early intervention

in cases of psychological disorders), and help inmates within

12 months of release prepare to return to the community. It

lasts a minimum of nine months, operating four hours per day,

five days per week.

A program directly targeted to re-entry is the Life Connections

Program (LCP), the Bureau’s faith-based 18-month residential

program now being piloted in five institutions. LCPs are

provided in partnership with various faith communities

nationwide, which provide volunteers as support groups for

participants upon release. At the end of the fiscal year, 229

inmates had completed program requirements. LCPs are being

carefully assessed using a rigorous research design to

determine their effectiveness in reducing recidivism. In the

interim (until this research can be completed), an evaluation

has already demonstrated a positive effect of LCP participation

on serious misconduct while inmates participate in the

program.

Preparing For Re-entry

The institution programs outlined above play multiple roles:

they engage inmates in constructive activities, they provide

structure and focus for inmates who may be facing long terms

of incarceration, and they keep inmates’ “eyes on the prize” by

preparing them for their eventual re-entry into society.

Release Preparation

Programs work best within a context that takes into account an

individual inmate’s needs. And in the Bureau, release

preparation begins on the first day of imprisonment, when an

inmate begins to work with his or her unit staff team to

formulate a plan for how the term of imprisonment will be spent.

The focus intensifies at least 30 months before the inmate’s

expected release.

The Inmate Transition Branch (ITB) works to enhance postrelease employment of Federal prisoners. It assists institutions

conducting mock job fairs and establishes employment

resource centers to help inmates prepare for post-release job

searches and related activities. Company recruiters and

representatives from educational and other community service

agencies work with inmates at these fairs by conducting

practice interviews, critiquing resumes, and providing

constructive feedback. ITB also ensures posting of job

openings available in the community at Bureau facilities and

helps inmates nearing release prepare folders that include all

documents critical for post-release employment. A five-year

follow-up conducted by the ITB was completed in 2005. The

survey of released Federal prisoners who participated in mock

job fairs while incarcerated indicated that 63 percent of
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respondents either had jobs or were in school at the time of

follow-up. During FY05, 107 mock job fairs were held Bureauwide, with 2,742 inmates and 983 employers participating.

Approximately 12,500 citizens volunteered four or more times at

Bureau institutions during FY05 (a service also coordinated by

the ITB), and were particularly supportive of programming

efforts. Many did so through organizations such as Retirees

Available to Inmates Seeking Education (RAISE), in Tucson,

AZ, which provided weekly writers’ circle classes, quarterly

job search classes, library donations, interviewers for mock job

fairs, and guest speakers for inmates confined at FCI Tucson.

Bureau institutions sponsored more than 230 public works and

community service projects in which approximately 4,200

inmates participated during FY05. These activities supported

more than 15 different Federal departments and agencies, and

more than 140 different state and local agencies and

organizations. These projects also provide valuable supervised work experience and interpersonal skills practice for

participating inmates, as well as an opportunity to give back in

a positive way to their communities. This creates an avenue for

staff and those receiving the benefits of these projects to

positively reinforce appropriate behavior and pro-social

contributions by the inmate.

Another aspect of release preparation is skills development.

The Bureau’s Inmate Skills Development (ISD) initiative is a

comprehensive re-entry strategy that has identified those skills

regarded as essential to successful community reintegration.

These range from activities of daily living, such as budgeting,

to cognitive skills, such as the ability to maintain self-control

and problem-solve effectively. The list of necessary skills is

long; and unfortunately, many inmates need help with every

one to some degree.

After piloting an assessment tool to identify inmates’ specific

strengths and weaknesses, the BOP contracted for the

development of the final instrument as part of a web-based

application to be used throughout the Federal prison system.

This ISD System (ISDS) will enhance operational effectiveness

and be used to guide inmates to selectively work on improving

deficit areas. By using the most appropriate programs to target

identified deficit areas, inmates should be better-prepared for

community re-entry and more likely to succeed. Additional

features of the dynamic ISDS application will be its ability to

produce an individualized plan, track an offender’s progress

throughout his/her term of incarceration, and facilitate the

exchange of information with supervision agencies and

community service providers.

Other ISD principles include focusing on skill acquisition

rather than program completion, allocating resources in a

manner commensurate with inmate needs, and building

interagency relationships to ensure a holistic management

approach in dealing with the offender and to create a seamless

transition into the community.

Community Corrections

The vast majority of all inmates will eventually be released to

the community. Community Corrections Centers (CCCs)

(which are halfway houses operated by contractors) are used

to place inmates in the community for a period of time prior to

release. CCCs provide a structured, supervised environment,

as well as support in job placement, securing housing,

substance abuse treatment, and other counseling services,

that facilitate community reintegration. Inmates gradually

rebuild their community ties and find jobs and housing, while

CCC staff supervise them during this important readjustment

phase.

Research has found that CCC participants are more likely to be

gainfully employed and less likely to commit crimes, when

compared to inmates who release directly back to the

community. Thus, the CCC programs help make our communities safer. The benefits of CCC participation are

particularly evident with inmates who have extensive criminal

records; as a result, even inmates with substantial needs are

referred for CCC placement. In FY05, approximately 90 percent

of all inmates who were transferred to CCCs successfully

completed the program.
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15

CCC operators have been asked to enhance employment

support services for releasing inmates, and to identify

additional services for inmates with mental illnesses and for sex

offenders. The Bureau makes every effort to provide CCCs

with the resources they need to manage these more difficult

cases. For example, inmates releasing to CCCs can be given a

90-day supply of medication by the institution physician, on a

case-by-case basis, to eliminate lapses in critical medications.

The Bureau’s Community Transition Drug Treatment program,

in place since 1991, provides community-based treatment and

ensures continued supervision while the inmate is in the CCC.

In FY05, 16,603 inmates participated in the transitional

treatment program.

Interagency Collaboration

Close inter- and intra-agency collaboration is essential to

achieving optimal re-entry outcomes. Many agencies, both

Federal and non-Federal, share some responsibility for

ex-offenders. It is the Bureau’s responsibility to work with

them and share information effectively, starting well before

release, to ensure continuity once the inmate leaves the

institution and the CCC.

In addition to coordinating skills development initiatives, the

Inmate Skills Development (ISD) Branch also serves as the

Bureau’s point of contact for agencies working to facilitate

inmates’ re-entry. A number of initiatives are under way with

the Social Security Administration, the Department of Veterans

Affairs, the Department of Labor, and others. A few examples

show the types of collaboration being developed:

• The ISD represents the BOP at Federal Executive Partners

meetings, which include the Departments of Labor, Energy,

Health and Human Services, Housing and Urban

Development, and Veterans Affairs; as well the Social

Security Administration, Urban Institute, National Institute

of Corrections (NIC), National Institute of Justice, and other

agencies. The Partners are developing assistance for and

monitoring the status of the Serious and Violent Offender

Reentry Initiative (SVORI), as well as identifying methods for

sharing information between agencies and community

resources.

• The ISD Branch led two review teams for the President’s

Reentry Initiative grant, sponsored through the U.S.

Department of Labor. This grant serves to fund faith-based

and community organizations within metropolitan areas for

employment-centered programs for ex-offenders. Grantees

will receive $600,000 to implement their program during the

next 12-15 months, serving approximately 6,250 released

prisoners.

• The BOP (represented by the ISD Branch) is a founding

member of the National Offender Workforce Development

Partnership (NOWDP), an interagency collaborative effort

with the National Institute of Corrections (NIC), the U.S.

Department of Labor, the Administrative Office of the U.S.

Courts, U.S. Probation and Pretrial Services, the Department

of Veterans Affairs, and the Legal Action Center - National

Hire Network. The objective is to enhance opportunities for

career-oriented employment of ex-offenders by, among other

things, forecasting which occupations are likely to remain in

demand by the private sector, developing criteria for

different levels of skills needed for industry jobs, and

addressing barriers to offender employment.

Through the NOWDP, NIC is providing Offender Workforce

Development Specialist training to BOP and U.S. Probation

staff.

A different aspect of interagency collaboration is represented

by NIC’s Prison to Community (TPC) Initiative. TPC provides

assistance to several jurisdictions (Georgia, Indiana, Michigan,

New York, North Dakota, Oregon, Rhode Island, and the

District of Columbia) implementing system-wide changes that

help prepare offenders for release and manage their

reintegration. The TPC model promotes a policy-driven,

systematic coordination of services while the offender is under

the jurisdiction of the criminal justice system. Partner agencies

in each jurisdiction include prisons, releasing authorities,

parole supervision agencies, human services and housing
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Recidivism Research Findings References

Harer, M. (1993). Recidivism Among Federal Prison Releasees

in 1987: A Preliminary Report. Washington, DC: Federal Bureau

of Prisons.

Pelissier, B. M. M.; Rhodes, W.; Saylor, W. G.; Gaes, G. G.;

Camp, S. D.; Vanyur, S. D.; Wallace, S. B. (2000). TRIAD Drug

Treatment Evaluation Project: Final Report of Three-Year

Outcomes: Part 1. Washington, DC: Federal Bureau of Prisons.

Saylor, William G. and Gaes, Gerald G. (1997). Training inmates

through industrial work participation and vocational and

apprenticeship instruction, Corrections Management

Quarterly, 1(2), 32-43.

internet broadcast, “Transition From Prison to Community:

Making it Work,” which reached 8,500 viewers nationwide.

Looking to the Future

The evolving models for re-entry include prominent roles for

industry, community organizations, support service networks,

faith-based organizations, and individual volunteers, both

during incarceration and following an offender’s release. An

important next step is using input solicited from the social

services industry to develop a nationwide process linking

releasing inmates with needed services – such as medical and

mental health treatment, housing, and employment assistance–

wherever they may release.

Effective inmate programs (those that reduce recidivism)

depend upon staff working with inmates to change attitudes

and behavior. And effective incarceration requires good staffinmate communication. Thus, corrections will remain, as it has

always been, a “people business,” with line staff playing a key

role. Bureau staff, regardless of their occupational specialty,

are trained to be correctional workers first, with everyone

assuming responsibility for institution security and safety and

inmate management, and for modeling pro-social values and

norms. Additionally, we have professional, dedicated staff

who provide inmate programs and a well-coordinated release

network, both of which directly help protect society.

agencies, job developers, faith-based organizations, and other

community-based service providers and agencies.

• The BOP participates on the District of Columbia’s “Just

Us” Transition from Prison to Community Initiative

Implementation Team. This expands the Mayor’s re-entry

initiative to further leverage social services and community

resources to help ex-offenders. In addition, ISD staff helped

develop (in collaboration with the Mayor’s Steering

Committee and the Criminal Justice Coordinating Council for

D.C.) performance measures to assess the effectiveness of

D.C.’s Project Empowerment, funded through the SVORI

grant.

All jurisdictions have, to some degree, addressed each of the

following desired outcomes. Some jurisdictions made significant

progress on several fronts, while others are in the early stages

and are focused primarily on one or two areas:

• Using risk and needs assessment principles from point of

admission to prison through the community supervision

phase.

• Effective coordination and collaboration by correctional

system components (custody, release, and supervision) as

they prepare offenders for release, regardless of the state’s

organizational structure.

• Effective services coordination with corrections components

and other state and local human services-related agencies

providing housing, health, and employment services and

ensuring all partners recognize offenders as an important

part of the population they serve.

• Understanding and implementing evidence-based principles,

practices, and policies to enhance, expand, and further

develop current or new programs in their jurisdiction’s

criminal justice system.

Missouri and Michigan are aggressively moving toward

implementing the TPC model at the local level. Their

experiences were shared during NIC’s September 2005 satellite/
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17

After the terrorist attacks of September 11, 2001, the entire

Federal Government had a new mandate. Many Executive

Branch agencies’ activities were substantially redirected to

focus on counterterrorist operations, especially in the

Department of Defense and the newly-formed Department of

Homeland Security. As an example, in May 2002, the Federal

Bureau of Investigation’s (FBI) Director Robert S. Mueller, III

announced that the FBI’s top priority was how to protect the

U.S. from terrorist attacks, spearheading an extensive

reorganization to support the focus on counterterrorism.

The Federal Bureau of Prisons’ response to 9/11 included the

adoption of counterterrorism as one of its seven national goals.

The Bureau has always confined terrorists and those

convicted of national security violations. But the new mandate

led to a new focus on, for instance, vetting religious

contractors who provide services to inmates, to ensure that

extremist views were not being promoted within Federal

prisons, and working closely with Joint Terrorism Task Forces

around the country to gather, process, and disseminate

intelligence and coordinate counterterrorism activities.

Due to the re-ordering of the Government’s priorities in the

wake of 9/11, many agencies also experienced budget

constraints, the Bureau of Prisons among them. In addition,

budgets enacted over the past few years have required

agencies to absorb the cost of such things as mandatory wage

and price increases.

All of this comes within the context of continued growth of the

inmate population and the need to build and staff new prisons

to house these inmates, and ensure a safe and secure

environment for staff and inmates alike. In FY05, the inmate

population increased by 4.2 percent (7,499), leading to an endof-fiscal-year total of 187,394 inmates. Of those, 159,501 were

housed in BOP facilities; 20,958 were housed in privatelymanaged, state, and local facilities; and 6,935 were housed in

community corrections centers (CCCs) or on home confinement.

The Bureau completed or continued activation of 10

institutions in FY05 – high-security U.S. Penitentiaries (USP) in

Canaan, PA; Coleman II, FL; Hazelton, WV; and Terre Haute,

IN; and medium-security Federal Correctional Institutions

(FCI) in Bennettsville, SC; Forrest City II, AR; Herlong, CA;

Victorville II, CA; Williamsburg, SC; and Yazoo City II, MS.

Several more were in the planning, design, or construction

process – a USP in Tucson, AZ, and FCIs in Berlin, NH; Butner,

NC; McDowell County, WV; Mendota, CA; and Pollock, LA.

It was clear by 2004 that the agency would have to adopt a

comprehensive strategy for streamlining its operations to

reduce costs, while maintaining the highest standards for

safety and security of its institutions. The Bureau also needed

to retain experienced staff and provide them with avenues for

advancement in their careers.

In examining options to achieve maximum efficiencies, the

Bureau made use of its existing systems of evaluation and

planning, which allow it to monitor every aspect of its

operations. For example, the Program Review Division sends

teams of subject matter experts to evaluate every institution

and office throughout the country at regular intervals – there

were 425 such intensive reviews in FY05. In-depth research

studies evaluate the effectiveness of major inmate programs to

ensure only the most effective programs are used. Automated

information systems, such as Key Indicators/Strategic Support

System, provide a wealth of data that allow managers to

improve correctional management and forecasting. A strategic

planning process keeps the focus on national goals and ties

everything together, to make sure that the agency’s direction

and budgets harmonize. These tools allow management to

constantly examine Bureau operations to help distinguish

between what is necessary and what is merely useful. And all

of these efforts undoubtedly contributed to yet another

unqualified (or “clean”) opinion on the Bureau’s FY05 Audited

Financial Statements, reaching this milestone for the seventh

year in a row.

Given the potential impact on Bureau operations of the

streamlining associated with the cost reduction initiatives,

Bureau’s Public Stewardship
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input was solicited from all Bureau staff, and they were active

participants in identifying potential areas for reducing costs,

generating streamlining ideas, and implementing changes. The

achievements to date represent this collaborative effort.

Restructuring Efforts

Initiatives undertaken during the first phase of the cost

reduction initiatives included major restructuring of a number

of Bureau operations. Having obtained space for this and

possible future consolidations at the U.S. Armed Forces

Reserve Complex in Grand Prairie, TX, the Grand Prairie facility

again became the logical location for centralizing additional

functions.

Human Resources Functions

The initiative to restructure the Human Resource (HR) and

Employee Development (ED) departments was designed to

best utilize technology, create additional efficiencies to reduce

costs, and prepare the agency to meet anticipated future needs.

It was decided to consolidate those functions that could be

delivered more efficiently from a distance, while those best

suited for person-to-person interaction would remain at the

institutions.

The HR and ED departments were combined into an Employee

Services Department (ESD). This move provided employees

with “one-stop shopping,” while simultaneously streamlining

management positions and redesigning jobs to create an

employee-centered area of expertise.

The consolidation process targeted the following areas:

Position classification. The intent was to improve the

consistency and efficiency of classifications. Additionally, by

removing this work from the institutions, the number of HR

staff in the field could be reduced. This work was ongoing in

FY05; after completing the consolidation of this function from

the field, classification work for the Regional and Central

Offices will also be incorporated.

Payroll and personnel transaction activities. The Consolidated Processing Unit, which began operations in the fall of

2005, will significantly reduce training costs, promote the

confidentiality of employee records, reduce program review

costs, and realize sizable savings in software costs.

Benefits counseling and processing. The Consolidated

Benefits Unit, which began operations in the fall of 2005, will

provide staff with accurate, complete, and timely information

and services in the critical area of employee benefits.

Hiring and staff placement. A Centralized Staffing Unit will

begin processing hiring for management positions and some

external hiring in early 2006. This initiative is expected to

greatly expedite filling positions and enhance employee

confidence in the promotion process, thus reducing the

likelihood of EEO complaints and program review costs. Most

locations will continue to have ESDs to handle local labormanagement negotiations, disciplinary and grievance procedures, local training, performance evaluations, and time and

attendance.

This combination of initiatives promises to not only improve

delivery of service, but is expected to save more than 300

positions once fully implemented.

Consolidation of Bureau training centers. Training

operations have always been an important part of the Bureau’s

culture. When the agency was created 75 years ago, one of the

first things its new leadership did was institute professional

training programs for staff. Today, in addition to administering

the rigorous curriculum, Bureau trainers convey the

performance expectations and model the values of corrections

professionals for new staff, much as those staff are expected to

go into the institutions and model “real-world” values for

inmates.
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19

For the past few decades, the Bureau’s “basic training” has

taken place at the Federal Law Enforcement Training Center

(FLETC) in Glynco, GA, while more advanced training occurs at

the Management and Specialty Training Center (MSTC) in

Aurora, CO. In addition, the National Institute of Corrections

has its Academy (which trains BOP as well as state and local

corrections professionals) in nearby Longmont, CO.

Of the Bureau’s 35,000 staff, 2,264 are new employees who were

hired in FY05. In 2005, 1,635 new staff attended the

Introduction to Correctional Techniques course at Glynco;

2,748 staff attended courses at MSTC; and 2,671 staf attended

some sort of specialty training. The National Institute of

Corrections (NIC) provided training to 9,728 executives,

trainers, and specialists (from Federal, state, and local

agencies).

Inmate Systems

The Correctional Programs Division is beginning to centralize

some Inmate Systems Management (ISM) functions, with an

expected total reduction of about 200 positions. In addition,

ISM staff are working on various ways to exchange records

electronically with the courts and others, in order to realize

further efficiencies.

Ultimately, functions associated with the sentence computation

and designation processes will be performed in Grand Prairie,

leaving those staff needed at the institutions to support

processing of writs, interstate detainers, and other inmate

movement. For all the different operations headquartered at

Grand Prairie, having a concentration of highly-skilled, crosstrained staff will enhance procedural consistency across the

nation.

Health Services

The Health Services Division developed and implemented a

medical classification system that classifies inmates from Care

Level 1 (healthy) through Care Level 4 (greatest medical

needs). At the same time, the BOP shifted its medical resources

across institutions to create the various care levels, 1-4. As a

result of this process, for example, the Federal Medical Center

in Fort Worth, TX, changed from a Medical Referral Center to a

Care Level 3 institution.

By classifying inmates and institutions based on medical

needs and medical resources, respectively, the Bureau can

concentrate its sickest inmates in locations with the greatest

medical resources. During FY05, all inmates received a Care

Level score, and they are being placed in the appropriate care

level institutions, based on their classification.

Currently, 91 institutions are accredited by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO).

Seven other eligible institutions will undergo initial accreditation

in FY06. Eligible institutions do not include the 12 Care Level 1

institutions. Since these institutions will confine a “healthy”

inmate population, the decision was not to be JCAHOaccredited.

Other noteworthy Health Services cost reduction efforts

included:

Teleradiology. Twenty-four institutions are now connected

and transmitting digital x-rays to Walter Reed Army Medical

Center in Washington, DC, for interpretation through an

interagency agreement between the Department of Veterans

Affairs and the Bureau. In FY05, the Bureau reduced costs by

more than $235,000 with this initiative, in addition to realizing

much-improved organizational efficiency.

Inmate Copayment. Federal law now requires the BOP to

charge inmates a fee for providing them with certain health care

services. This approach promotes the appropriate and

responsible use of health care services by inmates, reinforces

inmate accountability for their decisions, and provides inmates

with a more realistic view of community-based health care. The

Bureau’s policy on this matter was implemented in late FY05.
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Management Reengineering. The Bureau conducted a

review of management structures and functions throughout

the organization. Consequently, 668 management positions

have been eliminated, reducing unnecessary layers in

decision-making and supervision.

Electronic Medical Records. In conjunction with the

President’s e-Government initiative, the Bureau began

development of an electronic medical record (EMR) system in

2005. This system will incorporate all medical, psychiatric,

psychological, and disability information about individual

inmates that is currently maintained separately in paper

records. The EMR will enhance continuity of care and reduce

costs by eliminating inadvertent duplication of effort.

Institution Closures and Changes

In late 2004, the Bureau proposed the closure of four “standalone” minimum security camps: Allenwood, PA; Eglin, FL;

Nellis, NV; and Seymour Johnson, NC. By closing these

camps, the Bureau will be able to more effectively and

efficiently manage minimum security bedspace throughout the

system, particularly beds available in satellite camps that are

adjacent to other correctional institutions. The satellite camps

provide an inmate workforce for such functions as outside

groundskeeping, while sharing resources with the main

institution. Finally, the four stand-alone camps needed

substantial infrastructure repairs and upgrades. Ultimately, it

was determined that it would be more cost-efficient to close the

stand-alone camps and disperse their population to other

facilities.

Back in 1963, the most famous institution the Bureau has ever

had – the U.S. Penitentiary, Alcatraz, CA – closed for similar

reasons. It became cost-prohibitive to ship from San Francisco

literally everything the island prison needed to operate. But

the maximum security concept represented by Alcatraz

survives today in the Bureau’s Administrative Maximum

prison in Florence, CO, just as the minimum security concept

will survive.

Congress approved the camp closures in mid-2005; and at the

end of FY05, Allenwood no longer housed inmates. While

inmates were still confined at the other three camps, they will be

fully closed in early calendar year 2006.

In addition to the camp closures, several institutions

underwent changes to their inmate populations to better align

the available bedspace with current needs. For example, three

of the older penitentiaries (Leavenworth, KS; Atlanta, GA; and

Lompoc, CA) began housing medium security inmates.

Institution Unit Management, Custody, and Programs

Streamlining initiatives also addressed the need to re-balance

the ratio of inmates assigned to case managers and counselors

to achieve greater workload equity across institutions. The

goal was to achieve a ratio of 150-200 inmates per case manager

or counselor. Adjustments to staffing complements were made

as necessary, resulting in a net position reduction.

Along with this, the Bureau looked carefully at its correctional

or custody posts to identify those that should be considered

“mission-critical.” This initiative was designed to help meet

three key objectives:

• establish posts that would be vacated only under rare circumstances,

• reduce reliance by the Correctional Services department on

other departments to cover custody posts, and

• substantially reduce overtime costs.

Correctional Services staff not assigned to mission-critical

posts are available for relief, medical escorts, or other special

assignments – the areas that most often require overtime or use

of non-custody staff. The BOP has already reduced costs by

millions of dollars as a result of this initiative and has not

eliminated any positions.
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21

The Bureau decided to phase out its “boot camp” programs:

the three Intensive Confinement Centers (ICC) at Bryan, TX;

Lewisburg, PA; and Lompoc, CA. ICCs were designed for

young, nonviolent offenders, who would benefit from a mixture

of physical training, military-like drill, and intensive programming. ICCs were instituted, along with many similar programs

in state correctional systems, in the early 1990s.

Bureau research has shown, however, that the ICCs did not

reduce recidivism to any greater extent than other programs at

traditional minimum security facilities. That is, ICC graduates

reoffended and returned to prison at the same rate as minimum

security inmates who did not attend the program. Similar

evaluations of multiple state boot camps have yielded virtually

identical findings. Since ICCs were staff-intensive to operate, it

was determined that operating the ICCs as traditional minimum

security beds would require fewer staff and would allow for

confinement of a greater number of inmates, thus achieving

cost reductions.

Other Cost Reduction Initiatives

Cost reduction efforts were not restricted to these major

initiatives, but included numerous other national strategies,

such as:

•Activating institutions with more newly-designated

inmates, as opposed to transferring inmates from other

institutions.

•Requiring inmates to pay the costs of shipping their

property home.

•Reducing per capita food costs through a variety of

measures, and using correctional officers rather than cook

supervisors to provide staff coverage in dining rooms.

•Reducing inmate transfers for Residential Drug Abuse

Programs by including their drug histories on designations

forms.

•Seeking reimbursement for offenders who are the

responsibility of other agencies, but are housed in Bureau

facilities.

•Testing electrified perimeter fences at three high security

institutions (which potentially provides an opportunity for

reducing perimeter staffing without compromising security).

•Mandating the use of less expensive videoconferencing,

as opposed to teleconferencing.

•Limiting the use of overnight delivery to urgent items.

•Using online travel reservations as opposed to a travel

office.

•Restructuring the staff performance award program and

reducing the amount of award moneys granted Bureauwide.

A variety of other Bureau activities enhanced operational

effectiveness and efficiency. The Bureau launched its new

website (www.bop.gov) in FY05. This included many new

features designed to improve access for the public. Since

launch in February, it has received almost 4.5 million visits.

Human Resources staff worked with the Department of Justice

on a Workforce Analysis and Planning Initiative to fulfill

requirements of the President’s Management Agenda. Their

efforts resulted in a comprehensive Human Capital Strategic

Plan that allowed for comparisons to benchmark improvements,

anticipation of workforce needs, and determination of skill

gaps for mission-critical occupations. This plan will be used to

better-focus training and recruitment efforts.

The National Institute of Corrections (NIC) provided satellite

broadcasts and training programs to more than 56,000

corrections professionals and others nationwide. These

broadcasts covered topics such as leadership competencies in

the 21st century, workforce development for community

corrections, strategies for building effective work teams,

utilizing family and community in offender transition and

supervision, and the Prison Rape Elimination Act of 2003. The

NIC Information Center responded to 9,412 requests for

research assistance or for documents or videos available on

the NIC website. Users downloaded an estimated 500,000

documents or other web-based resources, and the Information

Center hosted 29 listservs, all of which provide networking for

NIC’s core constituents.
22

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Institution-Specific Initiatives

Many institutions contributed significantly to the cost

reduction efforts by initiating and implementing local

initiatives. These strategies ranged from cooperative agreements and job sharing, to recycling. Just a few of the hundreds

of possible examples are given here:

• FCI Sheridan, OR raises vegetables, fruits, and spices on

the institution grounds, saving more than $117,000. The

program offers additional skills for the inmates as part of an

apprenticeship training program.

• Vehicles at FCC Beaumont, TX are now using a mixture of

bio-diesel fuel in every diesel vehicle, which also reduces the

amount of vegetable grease to be disposed of by Food

Service.

• FMC Carswell, TX expanded the role of its Medical

Utilization Review Committee to ensure only necessary

procedures are referred, thus decreasing outside medical

operating expenditures by 20 percent. In addition, Carswell

provides telepsychiatry services to several other Bureau

institutions in the South Central Region.

• Staff at FMC Devens, MA developed a procedure whereby

inmate photos could be retrieved from the old visiting

system and transferred to the new Joint Automated Booking

System. The Computer Services department shared the

procedure with other institutions, producing substantial

savings in procurement and staff hours.

• Federal Prison Industries’ Sign Factory at FCC Lompoc,

CA generates substantial falloff and scrap, including

aluminum and plastic, to be recycled. The Laser Cartridge

Factory routinely recycles plastics and components from

cartridges returned by customers.

• MCC New York, NY shares services with several other

institutions in the region, thereby lowering costs: Legal,

Employee Services, Financial Management, Safety, Volunteer

Coordinator, Emergency Preparedness, Psychiatry, and

Chief Dental Officer with MDC Brooklyn, NY; Business and

Religious Services with FCI Fort Dix, NJ; Legal and

Discipline Hearing Officer with FCI Otisville, NY; and

storage with FCI Danbury, CT.

• At FPC Yankton, SD, conservation goals to reduce energy

usage by 30 percent produced an accumulated cost

reduction of .$115,000.

Impact on Staff

The cost reduction initiatives undertaken in FY05 resulted in

substantive changes in the number of staff required at some

institutions and in some job assignments. These changes

required many staff members to make difficult personal

decisions about their careers. The situation was particularly

difficult for two-career families where one person was

displaced and the other was not.

Fortunately, at the same time as positions were cut for cost

reduction, new institutions were coming on-line to manage the

growing inmate population and reduce crowding. Combining

positions available in new institutions with vacancies opening

up as a result of retirements in the Bureau’s workforce ensured

enough jobs were available so that all affected staff could move

into other positions.

The agency developed the vacancy clearinghouse to provide

current and accurate information on what jobs were available

for displaced employees. The clearinghouse concept had

already worked well for Federal Prison Industries (FPI) in

helping some of its staff who were displaced by factory

closings.

The vacancy clearinghouse is a database of all vacant

positions. Lists of positions are posted daily, both on the

Bureau’s intranet and on its public website, organized by

institution, title, region, grade, series, and date posted. All staff
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23

have access to these. Those staff who receive displacement

letters can log into the job information database and apply

directly for vacant positions that are of interest to them.

Employees can only apply for jobs at the same or lower grade

since this Vacancy Clearinghouse is not a substitute for the

Merit Promotion process.

Hundreds of displaced staff have found alternate positions

through the Clearinghouse, keeping the skills, talents, and

experience of these professionals in-house. This process has

allowed the agency to perform substantial restructuring of its

operations, while minimizing the impact on staff directly

affected by the changes. It also went a long way toward

reducing staff uncertainty and concerns about their employment situation.

Final Remarks

At the end of FY05, of the 3,118 positions targeted to be phased

out, only 753 remained to be abolished. The agency’s

successful implementation of these various streamlining and

cost reduction initatives is a significant achievement,

particularly since they occurred while the Bureau continued to

provide safe and secure inmate confinement and selfimprovement opportunities and programs to facilitate inmates’

return to the community following release. Also, during this

process, the inmate population continued to grow by

approximately 7,500 offenders per year. In FY05, overall cost

reduction amounted to $101 million dollars.

The budget outlook for the next few years for the United States

is made unclear by the continuing war efforts in Iraq and

Afghanistan, the national priority for other counter-terrorism

initiatives at home and abroad, and the need for new spending

to help reconstruct the Gulf Coast in the wake of Hurricanes

Katrina and Rita. The Bureau will continue implementation of

those initiatives it has started, in addition to continuing its

ongoing process of reevaluating priorities, procedures, and

policies.

However, it is clear that, without the flexibility, support, and

innovative spirit of Bureau staff nationwide, the process would

not have been nearly as successful. As has been the case for

the Bureau since it was created, staff remain its most valuable

resource.
24

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While 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 Bureau’s headquarters, or Central Office, is located at 320

First Street, NW, Washington, DC 20534. Central Office is

divided into eight divisions and the National Institute of Corrections.

Administration Division: develops and administers the

Bureau’s budget, oversees financial management, and is

responsible for the Bureau’s capacity planning initiatives, site

selection activities, construction and acquisition of new

Bureau institutions, and facilities management programs.

Correctional Programs Division (CPD): develops activities

and programs designed to appropriately classify inmates, eliminate inmate idleness, and develop the skills necessary to facilitate the successful reintegration of inmates into their communities upon release. Programs include psychology and religious services, drug abuse treatment, programs for special needs

offenders and females, and case management. CPD provides

national policy direction and daily operational oversight of

institution correctional services, intelligence gathering, the management of inmates placed in the Federal Witness Security Program, inmate transportation, receiving and discharge and

inmate sentence computations, emergency preparedness,

inmate discipline, and the coordination of treaty transfer of

inmates with other countries. The Division coordinates the

agency’s Victim/Witness Program and ensures the collection

of court-ordered obligations through the Inmate Financial

Responsibility Program. CPD also has responsibility for a

variety of functions in the areas of contract community corrections centers, community corrections field offices, federallysentenced juveniles, community-based drug treatment, liaison

with the U.S. Marshals Service and Immigration and Customs

Enforcement, and secure privatized prisons. Division staff are

responsible for direct oversight of field staff who monitor contract compliance and coordinate the Bureau’s privatization management efforts.

Health Services Division: manages the health care programs

of the Bureau; ensures that Federal inmates receive essential

medical, dental, and psychiatric services; and is responsible

for the Bureau’s safety, environmental, and food services programs.

Human Resource Management Division: is responsible for

recruitment, selection, training, and development of Bureau staff,

as well as employee pay and position management, security and

background investigations, labor/management relations, diversity management, and equal employment opportunity services.

Industries, Education, and Vocational Training Division: oversees Federal Prison Industries, also known by its trade name

UNICOR, a wholly-owned Government corporation that provides employment and training opportunities for inmates confined in Federal correctional facilities; manages the Bureau’s

education, vocational training, inmate transition, and recreation

programs.

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 technology programs, public

affairs, legislative affairs, and policy review.

Office of General Counsel: provides legal advice, assistance,

and representation to Bureau officials in the areas of legislative

and correctional issues, commercial law, inmate litigation,

administrative and discrimination complaints, ethics issues,

equal employment opportunity law, Freedom of Information

Act and Privacy Act issues, labor law, and real estate and environmental law.

Program Review Division: provides oversight of BOP program performance through the development of strategic planning initiatives and through the administration of program

reviews that measure program performance; assess the strength

of internal control systems; and evaluate compliance with laws,

regulations, and standards. It coordinates the Bureau’s

response to audits conducted by the U.S. General Accounting

Bureau Components
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25

Office (GAO) and the Office of the Inspector General (OIG), as

well as the American Correctional Association’s accreditation

of Bureau institutions.

National Institute of Corrections (NIC): provides technical

assistance, training, and information to state and local correctional agencies and to Bureau employees; and operates a clearinghouse known as the NIC Information Center. NIC has six

divisions or offices: Jails, Prisons, Community Corrections,

Academy, Special Projects, and the Office of Correctional Job

Training and Placement.

NIC Headquarters

320 First Street, NW

Washington, DC 20534

800-995-6423 Fax: 202-307-3361

NIC (Jails Division/Academy)

1960 Industrial Circle

Longmont, CO 80501

800-995-6429 Fax: 303-682-0469

NIC Information Center

1860 Industrial Circle, Suite A

Longmont, CO 80501

800-877-1461 Fax: 303-682-0558

Staff Training Centers

Training is an integral part of Bureau of Prisons employee

development. Introductory training is conducted at the Bureau’s

Staff Training Academy, and specialized professional training

is provided at the Management and Specialty Training Center.

Staff Training Academy

Federal Law Enforcement Training Center

Building 21

Glynco, GA 31524

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

Management and Specialty Training Center (MSTC)

791 Chambers Road

Aurora, CO 80011

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

Regional Offices

The Bureau of Prisons has six regional offices, which directly

oversee the operations of the facilities within their respective

geographic regions of the country. Under the leadership of a

regional director and deputy regional director, regional office

staff provide management and technical assistance to institution and community corrections personnel; conduct specialized training programs; give technical assistance to state and

local criminal justice agencies; and contract with community

agencies to provide offender placement in community corrections centers.

Regional staff include administrators who are subject matter

experts in all disciplines represented at the institution level (e.g.,

health services, unit/case management, correctional services,

and facilities operations. By maintaining close contact with

institution staff, regional staff ensure effective Bureau operations.

Bureau Facilities

Security Levels: The Bureau operates institutions of five

different security levels (i.e., minimum, low, medium, high, or

administrative) in order to confine offenders in an appropriate

manner. Security levels are based on such features as the

presence of external patrols, towers, security barriers, or

detection devices; the type of housing within the institution;

internal security features; and the staff-to-inmate ratio.

Minimum Security: also known as Federal Prison Camps

(FPCs), these work and program-oriented facilities have dormitory housing, a relatively low staff-to-inmate ratio, and limited or no perimeter fencing. Many are located adjacent to

larger institutions or on military bases, where inmates help

serve the labor needs of the larger institution or the base.

Low Security Federal Correctional Institutions (FCIs): have

double-fenced perimeters, mostly dormitory or cubicle housing, strong work and program components, and a staff-toinmate ratio that is higher than that in FPCs.

Medium Security FCIs: have strengthened perimeters

(often double fences with electronic detection systems),
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mostly cell-type housing, a wide variety of work and treatment programs, a higher staff-to-inmate ratio than that in low

security FCIs, and even 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, such as

the detention of pretrial offenders; the treatment of inmates

with serious or chronic medical problems; or the containment

of extremely dangerous, violent, or escape-prone inmates.

These 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

Transfer Center (FTC), and the Administrative-Maximum USP

(ADX).

Federal Correctional Complexes (FCCs): At FCCs, institutions with different missions and security levels are located in

close proximity to one another. This increases efficiency

through the sharing of services, enables staff to gain experience at institutions of many security levels, and enhances emergency preparedness by having additional resources within

close proximity.

Satellite Camps: A number of BOP institutions have a small,

minimum security camp adjacent to the main facility. Often

referred to as satellite camps, these provide inmate labor to the

main institution and to off-site work programs. FCI Memphis

has a non-adjacent camp that serves similar needs.

Satellite Low Security Facilities: FCIs Elkton and Jesup each

have a small low security satellite facility adjacent to the main

institution. FCI La Tuna has a low security facility affiliated

with, but not adjacent to, the main institution.

The Bureau of Prisons’ public website (www.bop.gov) maintains

information about each of its institutions, offices, and training

centers, as well as abbreviated contact information for privatelyoperated, secured facilities housing inmates under the Bureau’s

jurisdiction. We encourage you to visit www.bop.gov if you are

interested in learning more about a specific facility.
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27

FPC Alderson

P.O. Box A

Glen Ray Road

Alderson, WV 24910

304-445-2901

Fax: 304-445-7736

Mid-Atlantic Region

Security level: Minimum/Female

Judicial District: Southern West

Virginia

Population: 1,092

Staff: 163

Location: In the foothills of the

Allegheney Mountains, 270

miles southwest of Washington, DC; 12 miles south of

Interstate 64, off State Hwy 3.

The area is served by airports in

Lewisburg and Beckley, as well

as Roanoke, VA. It is also

served by Amtrak and commercial bus lines.

FCI Allenwood

(Low)

P.O. Box 1500

White Deer, PA 17887

570-547-1990

Fax: 570-547-1740

Northeast Region

Security level: Low/Male

Judicial District: Middle

Pennsylvania

Population: 1,433

Staff: 224

Location: 197 miles north of

Washington, DC; 11 miles

south of Williamsport, PA; 2

miles north of Allenwood, on

U.S. Route 15. The area is

served by the WilliamsportLycoming County Airport and

commercial bus lines.

FCI Allenwood

(Medium)

P.O. Box 2500

White Deer, PA 17887

570-547-7950

Fax: 570-547-7751

Northeast Region

Security level: Medium/Male

Judicial District: Middle

Pennsylvania

Population: 1,390

Staff: 283

Location: See FCI Allenwood

(Low).

USP Allenwood

P.O. Box 3500

White Deer, PA 17887

570-547-0963

Fax: 570-547-9201

Northeast Region

Security level: High/Male

Judicial District: Middle

Pennsylvania

Population: 1,125

Staff: 347

Location: See FCI Allenwood

(Low).

• AALLENWOODD

• AAALDERSONSON

•

•

AALLENWOODD

AALLENWOODD

ASASHLAND•

FCI Ashland

P.O. Box 888

State Route 716

Ashland, KY 41105-0888

606-928-6414

Fax: 606-928-3635

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern

Kentucky

Population: FCI: 1,210 Camp: 292

Staff: 286

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.

Bureau Institutions
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USP Atlanta

601 McDonough Blvd., SE

Atlanta, GA 30315-0182

404-635-5100

Fax: 404-331-2403

Southeast Region

Security Level: High/Administrative/Male (adjacent Minimum/

Male Camp)

Judicial District: Northern Georgia

Population: USP: 1,878 Camp: 557

Staff: 608

Location: In southeast Atlanta,

at the junction of Boulevard and

McDonough Blvd. Off Interstate

20 (south on Boulevard) or

Interstate 285 (north on

Moreland Ave., left on

McDonough Blvd.). The area is

served by Hartsfield International Airport, Amtrak, and

commercial bus lines.

FCI Bastrop

 P.O. Box 730

1341 Highway 95 North

Bastrop, TX 78602

512-321-3903

Fax: 512-304-0117

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Western Texas

Population: FCI: 1,311 Camp: 167

Staff: 241

Location: 30 miles southeast of

Austin, 8 miles south of Elgin,

and 8 miles north of Bastrop, off

Hwy 95. The area is served by

the Austin-Bergstrom International Airport in Austin (25 miles

from the facility).

•

BBASTROP

• AATLANTA

Location: On the Texas Gulf

coast, about 90 minutes from

Houston. From U.S. 10, take

Route 69 and exit at Florida

Avenue. Turn right on West

Port Arthur Rd., then right on

Knauth Rd. The area is served

by the Southeast Texas Regional

Airport, Amtrak, and commercial

bus lines.

USP Atwater

P.O. Box 019000

#1 Federal Highway

Atwater, CA 95301

209-386-4701

Fax: 209-386-4635

Western Region

Security level: High/Male

(adjacent Minimum Male Camp)

Judicial District: Eastern California

Population: USP: 1,177 Camp: 134

Staff: 331

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

commerical bus lines.

ATWATER •

FCI Beaumont

(Low)

P.O. Box 26025

Beaumont, TX 77720

409-727-8172

Fax: 409-626-3500

South Central Region

•

Security Level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern Texas

Population: FCI: 1927 Camp: 577

FCC Staff: 858

BEAUMONT

FCI Beaumont

(Medium)

P.O. Box 26045

Beaumont, TX 77720

409-727-0101

Fax: 409-720-5000

South Central Region

•

Security Level: Medium/Male

Judicial District: Eastern Texas

Population: 1,231

FCC Staff: See FCI Beaumont

(Low).

Location: See FCI Beaumont

(Low).

BEAUMONT
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29

FCI Beckley

P.O. Box 1280

Beaver, WV 25813

304-252-9758

Fax: 304-256-4956

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Southern West

Virginia

Population: FCI: 1,732 Camp: 456

Staff: 349

Location: Approximately 51 miles

southeast of Charleston, WV;

and 136 miles northwest of

Roanoke, VA. Institution’s

street address is 1600 Industrial

Park Rd. The area is served by

airports in Charleston and

Beckley, Amtrak, and commercial

bus lines.

•

USP Beaumont

P.O. Box 26035

Beaumont, TX 77720

409-727-8188

Fax: 409-626-3700

South Central Region

•

Security Level: High/Male

Judicial District: Eastern Texas

Population: 1,359

FCC Staff: See FCI Beaumont

(Low).

Location: See FCI Beaumont

(Low).

BECKLEY

BEAUMONT

BECKLEY

FCI Bennettsville

696 Muckerman Road

Bennettsville, SC 29512

843-454-8200

Fax: 843-454-8219

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: South Carolina

Population: FCI: 840 Camp: 135

Staff: 257

Location: In Marlboro County

off Hwy 9; 86 miles from Myrtle

Beach. This area is served by

Florence Regional Airport (31

miles) and Douglass International, Charlotte, NC (89 miles).

BIG SPRING

•

BENNETTSVILLE

USP Big Sandy

P.O. Box 2067

Inez, KY 41224

606-433-2400

Fax: 606-433-2577

Mid-Atlantic Region

Security Level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern

Kentucky

Population: FCI: 1554 Camp: 137

Staff: 339

Location: In Eastern Kentucky,

located 11 miles south of Inez,

KY on Rt. 3 South; 18 miles

North of Paintsville, KY and 15

miles Northeast of Prestonburg,

KY. The area is served by

airports in Huntington, WV;

Lexington, KY; and Charleston,

WV.

BIG SPRING

BIG SANDY •

FCI Big Spring

1900 Simler Avenue

Big Spring, TX 79720-7799

432-263-6699

Fax: 432-268-6867

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Northern Texas

Population: FCI: 1,559 Camp: 177

Staff: 248

Location: Midway between

Dallas and El Paso, on the

southwest edge of Big Spring, at

the intersection of Interstate 20

and U.S. Hwy 80. The area is

served by Midland/Odessa

Airport, a small municipal airport,

and commercial bus lines.

•

BIG SPRING

BIG SPRING
30

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FCI Butner (Low)

P.O. Box 999

Butner, NC 27509

919-575-5700

Fax: 919-575-5023

Mid-Atlantic Region

Location: Near the Research

Triangle area of Durham, Raleigh,

and Chapel Hill; 5 miles off

Interstate 85 on old Hwy 75. The

area is served by the RaleighDurham Airport, Amtrak, and

commercial bus lines.

Security level: Low/Male

Judicial District: Eastern North

Carolina

Population: 1,318

FCC Staff: 959

•

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, TX 77805-2197

979-823-1879

Fax: 979-775-5681

South Central Region

Security level: Minimum/Female

Judicial District: Southern Texas

Population: 950

Staff: 136

Location: 95 miles northwest of

Houston and 165 miles south of

Dallas, in the town of Bryan at

the intersection of Ursuline Ave.

and 23rd St. The area is served

by Easterwood Airport in

College Station, and by commercial bus lines.

•

MDC Brooklyn

P.O. Box 329001

Brooklyn, NY 11232

Phone: 718-840-4200

Fax: 718-840-5001

Northeast Region

Security level: Administrative/

Male/Female

Judicial District: Eastern New

York

Population: 2,816

Staff: 492

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).

• BROOKLYN

BRYAN

BUTNER

FCI Butner

(Medium)

P.O. Box 1000

Butner, NC 27509

919-575-4541

Fax: 919-575-6341

Mid-Atlantic Region

Security level: Medium/Administrative/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern

North Carolina

Population: FCI: 847 Camp: 318

FCC Staff: See FCI Butner (Low).

Location: See FCI Butner (Low).

BUTNER •

FMC Butner

P.O. Box 1600

Butner, NC 27509

919-575-3900

Fax: 919-575-4801

Mid-Atlantic Region

Security level: Administrative/

Male

Judicial District: Eastern

North Carolina

Population: 883

FCC Staff: See FCI Butner (Low).

Location: See FCI Butner (Low).

• BUTNER
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31

FCI Coleman

(Medium)

P.O. Box 1022

Coleman, FL 33521

352-689-5000

Fax: 352-330-0552

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Female

Camp)

Judicial District: Middle Florida

Population: FCI: 1,699 Camp: 444

FCC Staff: See FCI Coleman

(Low).

Location: See FCI Coleman

(Low).

•

FCI Coleman

(Low)

P.O. Box 1021

Coleman, FL 33521

352-689-4000

Fax: 352-330-0259

Southeast Region

Security level: Low/Male

Judicial District: Middle Florida

Population: 1,955

• FCC Staff: 1,177

MCC Chicago

71 West Van Buren

Chicago, IL 60605

312-322-0567

Fax: 312-322-1120

North Central Region

Security level: Administrative/

Male/Female

Judicial District: Northern Illinois

Population: 721

Staff: 206

Location: In downtown Chicago,

at the intersection of Clark and

Van Buren Sts. The area is

served by Midway and O’Hare

Airports, Amtrak, and commercial bus lines.

•

FMC Carswell

P.O. Box 27066

Fort Worth, TX 76127

817-782-4000

Fax: 817-782-4875

South Central Region

Security level: Administrative/

Female (adjacent Minimum/

Female Camp)

Judicial District: Northern Texas

Population: FMC: 1,175 Camp: 235

Staff: 399

Location: In the northeast

corner of the Naval Air Station,

Joint Reserve Base; 1 mile from

Hwy 183 and 3 miles from

Interstate 30. The area is served

by Dallas-Fort Worth Airport,

the Fort Worth Transportation

Authority, Amtrak, and commercial bus lines.

• CARSWELL

CHICAGO

COLEMAN

COLEMAN

USP Canaan

U.S. Penitenitary

P.O. Box 400

Waymart, PA 18472

570-488-8000

Fax: 570-488-8130

Northeast Region

Security level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Middle

Pennsylvania

Population: FCI: 675 Camp: 141

Staff: 251

Location: In the most northeastern county in Pennsylvania, 20 miles east of Scranton,

and 134 miles north of Philadelphia

LOS ANGELES L

• CANAAN

Location: In central Florida,

approximately 50 miles northwest of Orlando, 60 miles

northeast of Tampa, and 35 miles

south of Ocala. The FCC is

located south of the town of

Coleman, off Hwy 301 on State

Rd 470 in Sumter County.
32

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FCI Cumberland

14601 Burbridge Road, SE

Cumberland, MD 21502-8274

301-784-1000

Fax: 301-784-1008

Mid-Atlantic Region

Security level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Maryland

Population: FCI: 1,086 Camp: 302

Staff: 281

Location: In western Maryland,

130 miles northwest of Washington, 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.

•

USP Coleman

P.O. Box 1023

Coleman, FL 33521

352-689-6000

Fax: 352-689-6012

Southeast Region

Security level: High/Male

Judicial District: Middle Florida

Population: 1,624

FCC Staff: See FCI Coleman

(Low).

Location: See FCI Coleman

(Low).

•

CUMBERLAND

COLEMAN

COLEMAN

USP Coleman II

P.O. Box 1024

Coleman, FL 33521

352-689-7000

Fax: 352-689-7012

Southeast Region

Security level: High/Male

Judicial District: Middle Florida

Population: 963

FCC Staff: See FCI Coleman

(Low).

Location: See FCI Coleman

(Low).

• COLEMAN

COLEMAN

FCI Danbury

Route 37

Danbury, CT 06811

203-743-6471

Fax: 203-312-5110

Northeast Region

Security level: Low/Female

(adjacent Minimum/Female

Camp)

Judicial District: Connecticut

Population: FCI: 1,231 Camp: 211

Staff: 242

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.

DANBURY•

FMC Devens

P.O. Box 880

Ayer, MA 01432

978-796-1000

Fax: 978-796-1118

Northeast Region

Security level: Administrative/

Male (adjacent Minimum/Male

Camp)

Judicial District: Massachusetts

Population: FMC: 1,168 Camp: 135

Staff: 434

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.

DEVENS •
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33

FPC Duluth

P.O. Box 1400

Duluth, MN 55814

218-722-8634

Fax: 218-733-4701

North Central Region

Security level: Minimum/Male

Judicial District: Minnesota

Population: 904

Staff: 84

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 Hwy

53 at Stebner Rd. The area is

served by Duluth International

Airport and commerical bus

lines.

•

FCI Edgefield

P.O. Box 723

Edgefield, SC 29824

803-637-1500

Fax: 803-637-9840

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: South Carolina

Population: FCI: 1,618 Camp: 551

Staff: 338

Location: On the border of

South Carolina and Georgia,

northeast of Augusta. The FCI

is located approximately 30

miles northeast of I-20, on Hwy

25. The area is served by airports in Augusta, GA and

Columbia, SC.

•

DULUTH

EDGEFIELD

FCI Dublin

5701 8th Street, Camp Parks

Dublin, CA 94568

925-833-7500

Fax: 925-833-7599

Western Region

Security level: Low/Female and

Administrative/Male (adjacent

Minimum/Female Camp)

Judicial District: Northern

California

Population: FCI: 1,180 Camp: 309

Staff: 245

Location: 20 miles southeast of

Oakland, off Interstate 580

(Hopyard/Dougherty Rd. 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.

• DUBLIN

FCI El Reno

P.O. Box 1000

El Reno, OK 73036-1000

405-262-4875

Fax: 405-262-7626

South Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Western

Oklahoma

Population: FCI: 1,169 Camp: 229

Staff: 321

Location: 30 miles west of

Oklahoma City. From Interstate

40, take exit 119 (Old Hwy 66),

proceed 1.5 miles to the

institution on the right. The

area is served by Will Rogers

World Airport in Oklahoma City.

•

FPC Eglin

P.O. Box 600

Eglin AFB, FL 32542-7606

850-882-8522

Fax: 850-729-8190

Southeast Region

Security level: Minimum/Male

Judicial District: Northern

Florida

Population: 141

Staff: 93

Location: In the Florida panhandle, 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.

• EGLIN EGLIN

EL RENO
34

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FCI Estill

P.O. Box 699

Estill, SC 29918

803-625-4607

Fax: 803-625-5635

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: South Carolina

Population: FCI: 1,044 Camp: 293

Staff: 288

Location: In Hampton County, off

State Rd 321, about 3 miles south

of Estill. The area is served by air

and rail in Savannah, GA and

Charleston, SC. The local area

provides bus service to advance

ticket holders.

FCI Englewood

9595 West Quincy Avenue

Littleton, CO 80123

303-985-1566

Fax: 303-763-2553

North Central Region

Security level: Medium/Administrative/Male (adjacent Minimum/

Male Camp)

Judicial District: Colorado

Population: FCI: 934 Camp: 156

Staff: 299

Location: 15 miles southwest of

Denver, off Interstate 285. The

area is served by Denver International Airport, Amtrak, and

commercial bus lines.

•

•

ENGLEWOOD

ESTILL

FCI Elkton

P.O. Box 89

Elkton, OH 44415

330-424-7448

Fax: 330-424-7075

Northeast Region

ELKTON •

Security level: Low/Male

(satellite Low/Male Facility)

Judicial District: Northern Ohio

Population: FCI: 1,873 FSL: 581

Staff: 329

Location: In Northeastern Ohio,

less than an hour from Pittsburgh,

Youngstown, and Canton. The

area is served by the international

airport in Pittsburgh, regional

airports in Youngstown and

Canton, Amtrak, and commercial

bus lines.

ELKTON

ADX Florence

P.O. Box 8500

Florence, CO 81226

719-784-9464

Fax: 719-784-5290

North Central Region

Security level: Administrative

Maximum/Male

Judicial District: Colorado

Population: 385

FCC Staff: 885

Location: On State Hwy 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.

FLORENCE

FCI Fairton

P.O. Box 280

Fairton, NJ 08320

856-453-1177

Fax: 856-453-4015

Northeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: New Jersey

Population: FCI: 1,407 Camp: 124

Staff: 318

Location: 50 miles southeast of

Philadelphia and 40 miles west of

Atlantic City. Off State Hwy 55,

at 655 Fairton-Millville Rd. The

area is served by airports in

Philadelphia, Atlantic City, and

Millville; Amtrak in Philadelphia

and Atlantic City; and commercial bus service.

• FAIRTON

•
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35

FCI Forrest City

(Low)

P.O. Box 7000

Forrest City, AR 72336

870-630-6000

Fax: 870-494-4496

South Central Region

•

Security level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern

Arkansas

Population: FCI: 1,946 Camp: 284

FCC Staff: 526

Location: In eastern Arkansas,

between Little Rock (85 miles

east) and Memphis (45 miles

west), near Interstate 40. The

area is served by air and rail in

Memphis, and Forrest City is

directly served by commercial

bus lines.

USP Florence

P.O. Box 7500

Florence, CO 81226

719-784-9454

Fax: 719-784-5157

North Central Region

Security level: High/Male

Judicial District: Colorado

Population: 1152

FCC Staff: See ADX Florence.

Location: See ADX Florence.

• FLORENCE

FORREST CITY

FCI Florence

5880 Highway 67 South

Florence, CO 81226

719-784-9100

Fax: 719-784-9504

North Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Colorado

Population: FCI: 1,300 Camp: 528

FCC Staff: See ADX Florence.

Location: See ADX Florence.

• FLORENCE

FCI Fort Dix

P.O. Box 38

Fort Dix, NJ 08640

609-723-1100

Fax: 609-723-6847

Northeast Region

Security level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: New Jersey

Population: FCI: 4,147 Camp: 428

Staff: 611

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.

• FORT DIX

•

Security level: Medium/Male

Judicial District: Eastern

Arkansas

Population: FCI:1489

FCC Staff: See FCI Forrest City

(Low).

Location: See FCI Forrest City

(Low).

FORREST CITY

FCI Forrest City

(Medium)

P.O. Box 7000

Forrest City, AR 72336

870-494-4200

Fax: 870-494-4496

South Central Region
36

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•

GREENVILLE

FCI Greenville

P.O. Box 4000

Greenville, IL 66246

618-664-6200

Fax: 618-664-6372

North Central Region

Security level: Medium/Male

(adjacent Minimum/Female camp)

Judicial District: Southern Illinois

Population: FCI: 1,241 Camp: 333

Staff: 275

Location: Approximately 43 miles

east of St. Louis, MO and 63 miles

from Springfield, IL. The area is

served by airports in St. Louis,

Mascoutah, Greenville, and

Vandalia; Amtrak service in Alton

and St. Louis; and commercial

bus service in Vandalia.

FMC Fort Worth

3150 Horton Road

Fort Worth, TX 76119-5996

817-534-8400

Fax: 817-413-3350

South Central Region

Security level: Administrative/

Male

Judicial District: Northern Texas

Population: 1,731

Staff: 302

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 International Airport, Amtrak, and

commercial bus lines.

•

FORT WORTH

FCI Gilmer

P.O. Box 5000

201 FCI Lane

Glenville, WV 26351-9500

304-462-0395

Fax: 304-462-0396

Mid-Atlantic Region

Security level: Medium/Male

(adjacent Minimum/Male camp)

Judicial District: Northern West

Virginia

Population: FCI: 1,508 Camp: 138

Staff: 283

Location: In central West Virginia,

85 miles northeast of Charleston

and 150 miles from Pittsburgh,

PA. The area is served by

Pittsburgh International Airport

and Yeager Regional Airport.

GILMER

•

USP Hazelton

P.O. Box 450

Bruceton Mills, WV 26525

304-379-5000

Fax: 304-379-5039

Mid-Atlantic Region

Security level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Northern District

of West Virginia

Population: USP: 790 Camp: 138

Staff: 335

Location: In the mountains of

Preston County, WV in the

community of Bruceton Mills;

approximately 35 minutes from

Morgantown, 45 minutes from

Uniontown, PA; and 45 minutes

from Cumberland, MD.

MDC Guaynabo

P.O. Box 2146

San Juan, Puerto Rico

00922-2146

787-749-4480

Fax: 787-775-7824

Southeast Region

Security level: Administrative/

Male/Female

Judicial District: Puerto Rico,

U.S. Virgin Islands

Population: 1,129

Staff: 248

Location: 6 miles west of San

Juan, Puerto Rico, off Hwy 22 at

the intersection of Roads 165

and 28. The area is served by

San Juan International Airport.

•

GUAYNABO

• AAHAZELTONSON
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37

•

FDC Houston

P.O. Box 526245

Houston, TX 77052-6245

713-221-5400

Fax: 713-229-4200

South Central Region

Security level: Administrative/

Male/Female

Judicial District: Southern Texas

Population: 1,044

Staff: 224

Location: In downtown 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.

FDC Honolulu

P.O. Box 30547

Honolulu, HI 96820

808-838-4200

Fax: 808-838-4507

Western Region

Security level: Administrative/

Male/Female

Judicial District: Hawaii

Population: 677

Staff: 188

Location: Adjacent to Honolulu

International Airport on the

Aloha/Hawaiian Airlines side. • HONOLULU

HOUSTON

FCI Herlong

P.O. Box 900

Herlong, CA 96113

530-827-8000

Fax: 530-827-8024

Western Region

Security level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern

California

Population: 120

Staff: 195

Location: In the Sierra highlands of northern California, 70

miles northwest of Reno, NV,

and 190 miles northeast of

Sacramento, CA.

HERLONG •

• LA TUNA

FCI La Tuna

P.O. Box 1000

8500 Doniphan

Anthony, NM-TX 88021

915-886-6600

Fax: 915-886-6628

South Central Region

Security level: Low/Male

(satellite Low/Male Facility and

adjacent Minimum/Male Camp)

Judicial District: Western Texas

Population: FCI: 1,201 FSL: 409

Camp: 267

Staff: 346

Location: On the Texas and New

Mexico border, 12 miles north of

the city limits of El Paso, off

Interstate 10, on State Hwy 20.

The area is served by El Paso

International Airport, Amtrak,

and commercial bus lines.

FCI Jesup

2600 Highway 301 South

Jesup, GA 31599

912-427-0870

Fax: 912-427-1125

Southeast Region

Security Level: Medium/Male

(satellite Low/Male Facility and

adjacent Minimum/Male Camp)

Judicial District: Southern

Georgia

Population: FCI: 1,020 FSL: 526

Camp: 145

Staff: 328

Location: In southeast Georgia

on Route 301, 65 miles southwest of Savannah, 40 miles

northwest of Brunswick, and 105

miles northwest of Jacksonville,

FL. The area is served by

airports in Jacksonville, Savannah, and Brunswick, and by

Amtrak.

• JESUPUP
38

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USP

Leavenworth

P.O. Box 1000

Leavenworth, KS 66048

913-682-8700

Fax: 913-578-1010

North Central Region

Security level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Kansas

Population: USP: 824 Camp: 481

Staff: 462

Location: 25 miles north of

Kansas City on Hwy 73. The area

is served by Kansas City International Airport (15 miles from the

facility).

• LEAVENWORTH

USP Lee

P.O. Box 900

Jonesville, VA 24263-0900

276-546-0150

Fax: 276-546-9116

Mid-Atlantic Region

Security level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Western Virginia

Population: USP: 1,459 Camp: 140

Staff: 364

Location: 8 miles east of

Jonesville, off of U.S. 58 at the

intersection of State Route 638.

The area is served by the TriCities Regional Airport in the

Kingsport, Bristol, Johnson City,

TNarea.

•

LEE

USP Lewisburg

2400 Robert F. Miller Drive

Lewisburg, PA 17837

570-523-1251

Fax: 570-522-7745

Northeast Region

Security level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Middle

Pennsylvania

Population: USP: 1,477 Camp: 686

Staff: 505

Location: In central Pennsylvania,

outside the town of Lewisburg,

200 miles north of Washington,

DC, 170 miles west of Philadelphia, 6 miles south of Interstate

80, and 2 miles off U.S. Route 15.

The area is served by

Williamsport Airport.

• LELEWISBURG

Location: Seven miles north of

Lexington on U.S. Hwy 421. The

area is served by Blue Grass Field

Airport and commercial bus

service.

Security Level: Administrative/

Male (adjacent Minimum/Female

Camp)

Judicial District: Eastern

Kentucky

Population: FMC: 1,928 Camp: 301

Staff: 472

FMC Lexington

3301 Leestown Road

Lexington, KY 40511

859-255-6812

Fax: 859-253-8821

Mid-Atlantic Region

LEXINGTON •

• LOMPOC

FCI Lompoc

3600 Guard Road

Lompoc, CA 93436

805-736-4154

Fax: 805-736-7163

Western Region

Security level: Low/Male

Judicial District: Central

California

Population: FCI: 1,507

FCC Staff: 559

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.
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39

• MARIANNA

FCI Marianna

3625 FCI Road

Marianna, FL 32446

850-526-2313

Fax: 850-718-2014

Southeast Region

LOS ANGELES

FCI Manchester

P.O. Box 3000

Manchester, KY 40962

606-598-1900

Fax: 606-599-4115

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern

Kentucky

Population: FCI: 1,107 Camp: 514

Staff: 293

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 Rd.), off

State Hwy 421. The area is

served by airports in Lexington,

KY and Knoxville, TN.

Location: In downtown Los

Angeles, off Hollywood Freeway

(Hwy 101), on the corner of

Alameda and Aliso Streets. The

area is served by Los Angeles

International Airport, Amtrak,

and commercial bus service.

Security level: Administrative/

Male/Female

Judicial District: Central

California

Population: 860

Staff: 262

MDC Los

Angeles

535 N. Alameda Street

Los Angeles, CA 90012

213-485-0439

Fax: 213-253-9510

Western Region

Location: In southwest

Pennsylvania between Altoona

and Johnstown, 90 miles east of

Pittsburgh, off Route 22,

between Interstate 80 and the

Pennsylvania Turnpike via

Route 220. The area is served

by Pittsburgh Airport, Amtrak,

and commercial bus service.

Security level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Western

Pennsylvania

Population: FCI: 1,290 Camp: 148

Staff: 223

FCI Loretto

P.O. Box 1000

Loretto, PA 15940

814-472-4140

Fax: 814-472-6046

Northeast Region

MANCHESTER

•

L

• LLOS ANGELES

• LORETTO

USP Lompoc

3901 Klein Boulevard

Lompoc, CA 93436

805-735-2771

Fax: 805-736-0295

Western Region

Security level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Central California

Population: USP: 1,257 Camp: 344

FCC Staff: See FCI Lompoc.

Location: See FCI Lompoc.

LOMPOC •

Security level: Medium/Male

(adjacent Minimum/Female

Camp)

Judicial District: Northern

Florida

Population: FCI: 1237 Camp: 293

Staff: 330

Location: In the Florida panhandle, 65 miles west of Tallahassee and 5 miles north of the

town of Marianna, off Hwy 167.

The area is served by airports in

Tallahassee; Dothan, AL (35

miles northwest of the facility);

and Panama City (54 miles

south).
40

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Location: 300 miles from Chicago,

120 miles from St. Louis, 9 miles

south of Marion, off I-57 via Hwy

148 north, east on Little Grassy

Rd. The area is served by the

Williamson County Airport.

Security level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Southern Illinois

Population: USP: 485 Camp: 389

Staff: 372

USP Marion

P.O. Box 2000

Marion, IL 62959

618-964-1441

Fax: 618-964-2058

North Central Region

•

 MARION

USP McCreary

330 Federal Way

Pine Knot, KY 42635

606-354-7000

Fax: 606-654-7190

Mid-Atlantic Region

Location: In the southern part of

Kentucky, off Interstate 75 via

State Hwy 92 or US 27. The area

is served by the Lexington

Bluegrass Airport and McGhee

Tyson Airport in Knoxville.

Security Level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern

Kentucky

Population: USP: 1,585 Camp: 135

Staff: 306

• MCCREARY

FCI McKean

P.O. Box 5000

Bradford, PA 16701

814-362-8900

Fax: 814-363-6822

Northeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Western

Pennsylvania

Population: FCI: 1,321 Camp: 338

Staff: 297

Location: In northwest Pennsylvania 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 and Bradford

airports.

MCKEAN •

FCI Miami

15801 S.W. 137th Ave.

Miami, FL 33177

305-259-2100

Fax: 305-259-2160

Southeast Region

Security Level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Southern Florida

Population: FCI: 1,172 Camp: 281

Staff: 261

Location: In southwest Dade

county, 30 miles from downtown

Miami, off the Florida Turnpike

(Homestead Extension, 152nd St.

exit), 2.5 miles to 137th St. south.

The area is served by Miami

International Airport, Amtrak,

and commercial bus lines.

Location: In the northeast

section of Memphis near the

intersection of Interstate 40 and

Sycamore View Rd. The area is

served by Memphis International Airport, Amtrak, and

commercial bus lines.

Security level: Medium/Male

(satellite Minimum/Male Camp)

Judicial District: Western

Tennessee

Population: FCI: 1,225 Camp: 315

Staff: 311

FCI Memphis

1101 John A. Denie Road

Memphis, TN 38134

901-372-2269

Fax: 901-380-2462

Mid-Atlantic Region

•

•

IMEMPHIS

IMIAMI
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41

Location: On Maxwell Air Force

Base, off Interstates 65 and 85.

The area is served by Montgomery Regional Airport, Dannelly

Field, and commercial bus lines.

Security Level: Minimum/Male

Judicial District: Middle Alabama

Population: 983

Staff: 103

FPC

Montgomery

Maxwell Air Force Base

Montgomery, AL 36112

334-293-2100

Fax: 334-293-2326

Southeast Region

•

MONTGOMERY

Location: 45 miles south of

Detroit and 35 miles north of

Toledo, in the town of Milan, off

U.S. 23 (exit 27). The area is

served by Detroit Metro and

Toledo Express airports, Amtrak,

and commercial bus lines.

Security level: Low/Administrative/Male

Judicial District: Eastern

Michigan

Population: 1,534

Staff: 309

FCI Milan

P.O. Box 9999

Arkona Road

Milan, MI 48160

734-439-1511

Fax: 734-439-0949

North Central Region

• MILAN

Location: East of Miami International Airport in downtown

Miami, located at the corner of

NE. 4th St.and N. Miami Ave.

The area is served by Miami

International Airport, Amtrak,

and commercial bus lines.

Security level: Administrative/

Male/Female

Judicial District: Southern Florida

Population: 1,664

Staff: 278

FDC Miami

P.O. Box 019118

Miami, FL 33101-9118

305-577-0010

Fax: 305-536-7368

Southeast Region

• IMIAMI

Location: 15 miles from downtown Las Vegas on Nellis Air

Force Base, Area II. Las Vegas is

served by McCarren International Airport and commercial

bus lines.

Security Level: Minimum/Male

Judicial District: Nevada

Population: 220

Staff: 58

FPC Nellis

C.S. 4500

N. Las Vegas, NV 89036-4500

702-644-5001

Fax: 702-643-2303

Western Region

•

NELLIS

FCI Morgantown

P.O. Box 1000

Morgantown, WV 26507-1000

304-296-4416

Fax: 304-284-3600

Mid-Atlantic Region

Security Level: Minimum/Male

Judicial District: Northern West

Virginia

Population: 1,158

Staff: 172

Location: In north central West

Virginia, on the southern edge

of Morgantown, off State Hwy

857 (Greenbag Rd.). The area is

served by Morgantown

Municipal Airport and commercial bus lines.

• MORGANTOWN
42

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•

OAKDALE

Location: In central Louisiana,

35 miles south of Alexandria and

58 miles north of Lake Charles,

off State Hwy 165 on Whatley

Rd. The area is served by

Alexandria International Airport

(40 miles) and by commercial bus

lines.

Security Level: Medium/Male

Judicial District: Western

Louisiana

Population: 1,172

FCC Staff: 485

FCI Oakdale

P.O. Box 5050

Oakdale, LA 71463

318-335-4070

Fax: 318-215-2688

South Central Region

• NEW YORK

MCC New York

150 Park Row

New York, NY 10007

646-836-6300

Fax: 646-836-7751

Northeast Region

Security Level: Administrative/

Male/Female

Judicial District: Southern New

York

Population: 901

Staff: 244

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.

Security Level: Administrative/ Location: See FCI Oakdale.

Male (adjacent Minimum/Male

Camp)

Judicial District: Western

Louisiana

Population: FDC: 793 Camp: 144

FCC Staff: See FCI Oakdale.

FDC Oakdale

P.O. Box 5060

Oakdale, LA 71463

318-335-4466

Fax: 318-215-2185

South Central Region

• OAKDALE

•

Location: In southeastern part of

New York state, near the Pennsylvania and New Jersey borders,

and 70 miles northwest of New

York City (NYC). The area is

served by several airports (the

closest is Stewart International in

Newburgh, NY). Bus and train

service connect Otisville to NYC.

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Southern New

York

Population: FCI: 1,077 Camp: 131

Staff: 292

FCI Otisville

P.O. Box 600

Otisville, NY 10963

845-386-6700

Fax: 845-386-6727

Northeast Region

Location: 3 miles west of Interstate 44 and 4 miles south

of Interstate 40. The area is

served by Will Rogers World

Airport and commercial bus lines.

Security Level: Administrative/

Male/Female

Judicial District: Western

Oklahoma

Population: 1,612

Staff: 485

FTC Oklahoma

City

P.O. Box 898802

7410 South MacArthur Blvd.

Oklahoma City, OK 73189

405-682-4075

Fax: 405-680-4041

South Central Region

• OTISVILLE

• OKLAHOMA CITY
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43

Location: 175 miles west of

Tallahassee and 50 miles east of

Mobile, AL, on Saufley Field,

off Interstate 10. The area is

served by Pensacola Municipal

Airport, Amtrak, and commercial

bus lines.

Security Level: Minimum/Male

Judicial District: Northern

Florida

Population: 546

Staff: 77

FPC Pensacola

110 Raby Avenue

Pensacola, FL 32509-5127

850-457-1911

Fax: 850-458-7295

Southeast Region

Location: Located on Route 29

South in Pekin, approximately 10

miles south of Peoria, 170 miles

southwest of Chicago, and 170

miles northeast of St. Louis. The

area is served by the Greater

Peoria Regional Airport, Amtrak,

and commercial bus service to

Peoria.

Security Level: Medium/Male

(adjacent Minimum/Female

Camp)

Judicial District: Central Illinois

Population: FCI: 1,231 Camp: 305

Staff: 273

FCI Pekin

P.O. Box 7000

Pekin, IL 61555-7000

309-346-8588

Fax: 309-477-4685

North Central Region

PPENSACOLA

• PPEKIN

•

FCI Oxford

P.O. Box 500

Oxford, WI 53952-0500

608-584-5511

Fax: 608-584-6371

North Central Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Western

Wisconsin

Population: FCI: 1,146 Camp: 223

Staff: 283

Location: In central Wisconsin, 60 miles north of Madison,

off I-39 at the intersection of

County Road G and Elk Ave.

The area is served by Dane

County Regional Airport, and

commercial bus service in

Portage and Wisconsin Dells.

•

OOXFORD

FCI Petersburg

(Medium)

P.O. Box 90042

Petersburg, VA 23804

804-504-7200

Fax: 804-504-7204

Mid-Atlantic Region

Location: See FCI Petersburg

(Low).

Security Level: Medium/Male

Judicial District: Eastern Virginia

Population: FCI: 1,836

FCC Staff: See FCI Petersburg

(Low). PHILADELPHIA

PETERSBURG •

FCI Petersburg

(Low)

P.O. Box 90026

Petersburg, VA 23804

804-733-7881

Fax: 804-863-1510

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern Virginia

Population: FCI: 1,234 Camp: 350

FCC Staff: 536

Location: 25 miles southeast of

Richmond. From Interstate 95,

take Exit 54 (Temple Ave./Hwy

144), proceed east approximately

3 miles, then turn left on River

Rd. The area is served by

airports in Petersburg and

Richmond, Amtrak, and commercial bus lines.

• PETERSBURG
44

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Location: 30 miles north of

downtown Phoenix, off Interstate

17, Pioneer Rd. exit. The area is

served by Phoenix Sky Harbor

International Airport, several

regional airports, Amtrak (in

Tucson), and commercial bus

lines.

Security Level: Medium/Male

(adjacent Minimum/Female camp)

Judicial District: Arizona

Population: FCI: 1,199 Camp: 314

Staff: 311

FCI Phoenix

37900 N. 45th Avenue

Phoenix, AZ 85086

623-465-9757

Fax: 623-465-5199

Western Region

• PPHOENIX

• PHILADELPHIA

FDC Philadelphia

P.O. Box 572

Philadelphia, PA 19106

215-521-4000

Fax: 215-521-7220

Northeast Region

Security Level: Administrative/

Male/Female

Judicial District: Eastern

Pennsylvania

Population: 1,119

Staff: 240

Location: In downtown Philadelphia. The area is served by

Philadelphia International Airport,

Amtrak, and commerical bus lines.

USP Pollock

P.O. Box 1000

1000 Airbase Road

Pollock, LA 71467

318-561-5300

Fax: 318-561-5391

South Central Region

Security Level: High/Male

(adjacent Minimum/Male Camp)

Judicial District: Western

Louisiana

Population: USP: 1,300 Camp: 132

Staff: 373

Location: In central Louisiana

between Hwys 165 and 167,

approximately 12 miles north of

Alexandria. The area is served by

Alexandria International Airport

and commercial bus lines.

PPOLLOCK •

•

RAY BROOK

• ROCHESTER

FMC Rochester

P.O. Box 4600

2110 East Center Street

Rochester, MN 55903-4600

5507-287-0674

Fax: 518-287-9601

North Central Region

Security Level: Administrative/

Male

Judicial District: Minnesota

Population: 864

Staff: 425

Location: In southeastern

Minnesota, 2 miles east of

downtown Rochester, off Fourth

St. The area is served by the

Rochester 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, VT

airport; Amtrak in Plattsburgh and

Albany; and commercial bus

lines.

Security Level: Medium/Male

Judicial District: Northern New

York

Population: 1,266

Staff: 248

FCI Ray Brook

P.O. Box 300

Old Ray Brook Road

Ray Brook, NY 12977

518-897-4000

Fax: 518-897-4216

Northeast Region
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45

FCI Sandstone

P.O. Box 999

Sandstone, MN 55072

320-245-2262

Fax: 320-245-0385

North Central Region

Security Level: Low/Male

Judicial District: Minnesota

Population: 919

Staff: 230

Location: 100 miles northeast of

Minneapolis/St. Paul and 70

miles southwest of Duluth, off

Interstate 35 (Sandstone exit,

follow Hwy 23 to Route 123

east). The institution is 2 miles

from the intersection. The area is

served by commercial bus lines.

Location: In downtown San

Diego, adjacent to the Federal

Courthouse. The area is served

by the Lindberg Field Airport,

Amtrak, and commercial bus

lines.

Security Level: Administrative/

Male/Female

Judicial District: Southern

California

Population: 908

Staff: 236

MCC San Diego

808 Union Street

San Diego, CA 92101-6078

619-232-4311

Fax: 619-595-0390

Western Region

• SSANDSTONEAE

•

SAN DIEGO

Location: In southeastern

Arizona, 127 miles northeast of

Tucson, 165 miles east of

Phoenix, off Hwy 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.

Security Level: Low/Male

Judicial District: Arizona

Population: 836

Staff: 170

FCI Safford

P.O. Box 820

Safford, AZ 85548

928-428-6600

Fax: 928-348-1331

Western Region

•

ASAFFORD

Location: 11 miles southeast of

Dallas, off Hwy 175 (Hawn

Freeway). The area is served by

the Dallas-Fort Worth International Airport, Amtrak in Dallas

and Fort Worth, and commercial

bus lines.

Security Level: Low/Male and

Administrative/Male (adjacent

Minimum/Male Camp)

Judicial District: Northern Texas

Population: 1,976 Camp: 170

Staff: 302

FCI Seagoville

2113 North Highway 175

Seagoville, TX 75159

972-287-2911

Fax: 972-287-5466

South Central Region

• SEAGOVILLE

Location: 100 miles northwest of

Philadelphia and 46 miles northeast of Harrisburg; west of Interstate 81, off State Hwy 901. The

area is served by Harrisburg

International Airport, Amtrak in

Harrisburg, and commercial bus

lines.

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Middle

Pennsylvania

Population: FCI: 1,268 Camp: 334

Staff: 295

FCI Schuylkill

P.O. Box 700

Minersville, PA 17954

570-544-7100

Fax: 570-544-7350

Northeast Region

• SCHUYLKILL
46

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Location: Near Goldsboro, NC on

Seymour Johnson Air Force Base;

off Interstate 40 and 95 and U.S.

70. The area is served by Raleigh/

Durham International Airport,

Amtrak in Raleigh and Durham,

and commercial bus lines.

Security Level: Minimum/Male

Judicial District: Eastern North

Carolina

Population: 414

Staff: 67

FPC Seymour

Johnson

1055 Peterson Avenue

Goldsboro, NC 27533-8004

919-735-9711

Fax: 919-735-0169

Mid-Atlantic Region

•

SEYMOUR

JOHNSON

FDC SeaTac

P.O. Box 13901

Seattle, WA 98198-1091

206-870-5700

Fax: 206-870-5717

Western Region

Security Level: Administrative/

Male/Female

Judicial District: Western

Washington

Population: 904

Staff: 231

Location: 12 miles south of Seattle

and 16 miles north of Tacoma, 1

mile west of Interstate 5 (200th

St.exit). SeaTac International

Airport is 1 mile from the facility.

Amtrak and commercial bus lines

also serve the area. The street

address is 2425 S. 200th St.

• SEATAC

Location: In northwestern

Oregon, 90 minutes south of

Portland,off Hwy 18 on Ballston

Rd. The area is served by

Portland International Airport,

Amtrak in Portland and Salem,

and commercial bus lines.

Security Level: Medium/Male

and Administrative/Male

(adjacent Minimum/Male Camp)

Judicial District: Oregon

Population: FCI: 1,511 Camp: 499

Staff: 332

FCI Sheridan

P.O. Box 8000

27072 Ballston Road

Sheridan, OR 97378-9601

503-843-4442

Fax: 503-843-3408

Western Region

•

SHERIDAN

Location: In northeast Alabama,

50 miles east of Birmingham and

100 miles west of Atlanta, GA; off

the 275 bypass on Renfroe Rd.

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Northern

Alabama

Population: FCI: 1,091 Camp: 387

Staff: 294

FCI Talladega

565 East Renfroe Road

Talladega, AL 35160

256-315-4100

Fax: 256-315-4495

Southeast Region

Location: At the corner of

Sunshine St. and the Kansas

Expressway, off Interstate 44. The

area is served by the Springfield/

Branson Municipal Airport and

commercial bus lines.

Security Level: Administrative/

Male

Judicial District: Western

Missouri

Population: 1,215

Staff: 592

MCFP

Springfield

P.O. Box 4000

1900 W Sunshine

Springfield, MO 65801-4000

417-862-7041

Fax: 417-837-1711

North Central Region

•

•

TALLADEGA

SPRINGFIELD
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47

FCI Terminal

Island

1299 Seaside Avenue

Terminal Island, CA 90731

310-831-8961

Fax: 310-732-5335

Western Region

Security Level: Medium/Male

Judicial District: Central

California

Population: 1,173

Staff: 279

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 St.exit. The area is

served by Los Angeles International and Long Beach airports,

Amtrak, and commercial bus

lines.

•

TERMINAL ISLAND

FCI Terre Haute

4200 Bureau Road N

Terre Haute, IN 47808

812-238-1531

Fax: 812-238-9873

North Central Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Southern Indiana

Population: FCI: 992 Camp: 442

FCC Staff: 644

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 Hwy 63. The area is

served by Hulman Regional

Airport and commercial bus

lines.

THREE RIVERS

• TERRE HAUTE

Location: Three miles east of

downtown Tallahassee, on Hwy

319 at its intersection with Park

Ave. and Conner Blvd. The area

is served by Tallahassee Regional Airport, Amtrak, and

commercial bus lines.

Security Level: Low/Female,

Administrative/Male

Judicial District: Northern Florida

Population: 1,509

Staff: 281

FCI Tallahassee

501 Capital Circle, NE.

Tallahassee, FL 32301-3572

850-878-2173

Fax: 850-671-6105

Southeast Region

• TALLAHASSEE

FCI Texarkana

P.O. Box 9500

Texarkana, TX 75505

903-838-4587

Fax: 903-223-4424

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Eastern Texas

Population: FCI: 1,498 Camp: 379

Staff: 271

Location: In northeast Texas

near the Arkansas border, 70

miles north of Shreveport, LA

and 175 miles east of Dallas; off

Route 59 south on Leopard Dr. •

USP Terre Haute

4200 Bureau Road South

Terre Haute, IN 47808

812-244-4400

Fax: 812-244-4789

North Central Region

Security Level: High/Male

(operates Special Confinement

Unit for inmates under Federal

death sentences)

Judicial District: Southern Indiana

Population: 1,274

FCC Staff: See FCI Terre Haute.

Location: See FCI Terre Haute.

THREE RIVERS

• TERRE HAUTE

TEXARKANA
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VICTORVILLE VICTORVILLE

FCI Tucson

8901 South Wilmot Road

Tucson, AZ 85706

520-574-7100

Fax: 520-574-7341

Western Region

Security Level: Medium/Male,

Administrative Male/Female

Judicial District: Arizona

Population: 827

Staff: 212

Location: In southern Arizona, 10

miles southeast of the city of

Tucson, near Interstate 10 and

Wilmot Rd. The area is served by

Tucson International Airport,

Amtrak, and commercial bus lines.

•

TTUCSON

Location: About 80 miles south of

San Antonio and 73 miles

northwest of Corpus Christi, off

Interstate 37 on Hwy 72, 8 miles

west of the town of Three Rivers,

across from Choke Canyon Lake.

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Southern Texas

Population: FCI: 1,225 Camp: 344

Staff: 276

FCI Three Rivers

P.O. Box 4000

Three Rivers, TX 78071

361-786-3576

Fax: 361-786-5051

South Central Region

•

THREE RIVERS

FCI Victorville I

Medium

P.O. Box 5300

Adelanto, CA 92301

760-246-2400

Fax: 760-246-2621

Western Region

Security Level: Medium/Male

(adjacent Minimum/Female Camp)

Judicial District: Central

California

Population: FCI: 1,581

FCC Staff: 826

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.

VICTORVILLE

•

USP Victorville

P.O. Box 5500

Adelanto, CA 92301

760-530-5000

Fax: 760-530-5103

Western Region

FCI Victorville II

P.O. Box 5700

Adelanto, CA 92301

760-530-5700

Fax: 760-530-5706

Western Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp)

Judicial District: Central

California

Population: FCI: 821 Camp: 273

FCC Staff: See FCI Victorville I.

Location: See FCI Victorville I.

Security Level: High/Male

Judicial District: Central

California

Population: 966

FCC Staff: See FCI Victorville I.

Location: See FCI Victorville I.

VICTORVILLE

VICTORVILLE

•

•
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49

•

FPC Yankton

P.O. Box 680

Yankton, SD 57078

605-665-3262

Fax: 605-668-1113

North Central Region

Security Level: Minimum/Male

Judicial District: South Dakota

Population: 772

Staff: 102

Location: In southeastern

South Dakota, 60 miles northwest of Sioux City, IA and 85

miles southwest of Sioux Falls,

SD; off U.S. Hwy 81. The area is

served by airports in Sioux City

and Sioux Falls.

YANKTON

Location: In southern Minnesota, 75 miles south of Minneapolis on Interstate 35; 13 miles

west of Owatonna on State

Hwy 57. The area is served by

airports in Minneapolis and

Rochester.

Security Level: Low/Male

Judicial District: Minnesota

Population: 1,076

Staff: 209

FCI Waseca

P.O. Box 1731

1000 University Drive, SW

P.O. Box 1731

Waseca, MN 56093

507-835-8972

Fax: 507-837-4547

North Central Region

•

WASECAA

FCI Williamsburg

P.O. Box 340

Salters, SC 29590

843-387-9400

Fax: 843-387-6961

South East Region

Security Level: Medium/Male

(adjacent Minimum/Male camp)

Judicial District: South Carolina

Population: FCI: 922 Camp: 126

Staff: 267

Location: In Williamsburg

County, off Hwy 521. BIG SPRING

•

WILLIAMSBURG•

FCI Yazoo City

(Low)

2225 Haley Barbour Parkway

P.O. Box 5050

Yazoo City, MS 39194

662-751-4800

Fax: 662-751-4905

Southeast Region

Security Level: Low/Male

(adjacent Minimum/Male Camp)

Judicial District: Southern

Mississippi

Population: FCI: 1,720 Camp: 134

FCC Staff: 447

Location: 36 miles north of

Jackson, MS off Hwy 49. The

area is served by most major

carriers at the airport in Jackson,

as well as by Amtrak. • YAZOO CITY

FCI Yazoo City

(Medium)

P.O. Box 5666

Yazoo City, MS 39194

662-716-1020

Fax: 662-716-1036

Southeast Region

Security Level: Medium/Male

Judicial District: Southern

Mississippi

Population: FCI: 538

FCC Staff: See FCI Yazoo City

(Low).

Location: See FCI Yazoo City

(Low).

•

YAZOO CITY
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51

Inmate Population

Total population: 187,241

Total sentenced population: 167,661

Inmates in BOP facilities: 159,269

Inmates in privately-managed secure facilities1: 18,490

Inmates in other contract facilities2

: 9,482

1 includes inmates housed in privately-managed secure facilities under contract with the BOP or with a

government that has an Intergovernmetnal Agreement (IGA) with the BOP.

2 includes inmates housed in community corrections centers, home confinement, jails/short-term

detention, contract juveniles, and long-term boarders.

Inmates by Security Level

Minimum: 18.6%

Low: 39.4%

Medium: 25.7%

High: 10.2%

Unclassified3: 6.0%

Inmates by Gender

Male: 174,779 (93.3%)

Female: 12,462 (6.7%)

Inmates by Race

White: 105,695 (56.4%)

Black: 75,198 (40.2%)

Native American: 3,278 (1.8%)

Asian: 3,070 (1.6%)

Ethnicity

Hispanic: 59,584 (31.8%)

Average Inmate Age:37

Citizenship

United States: 133,885 (71.5%)

Mexico: 31,877 (17.0%)

Colombia: 3,479 (1.9%)

Cuba: 1,754 (0.9%)

Dominican Republic: 3,444 (1.8%)

Other/Unknown: 12,802 (6.9%)

3

Not yet assigned a security level.

FY 2005 Statistical Data

Sentence Imposed4

Less than 1 year: 3,758 (2.2%)

1-3 years: 23,778 (14.0%)

3-5 years: 27,275 (16.0%)

5-10 years: 49,371 (29.0%)

10-15 years: 30,705 (18.0%)

15-20 years: 14,393 (8.5%)

More than 20 years: 15,598 (9.2%)

Life: 5,382 (3.2%)

Death: 34

4

Calculated for cases where sentencing information is available.

Types of Offenses5

Drug Offenses: 53.4%

W eapons, Explosives, Arson: 13.4%

Immigration: 11.2%

Robbery: 5.9%

Burglary, Larceny, Property Offenses: 4.0%

Extortion, Fraud, Bribery: 4.1%

Homicide, Aggravated Assault, and Kidnapping: 3.2%

Miscellaneous: 2.3%

Sex Offenses: 1.1%

Banking & Insurance, Counterfeit, Embezzelment: 0.6%

Courts or Corrections: 0.4%

Continuing Criminal Enterprise: 0.4%

National Security: 0.1%

5

Calculated for cases where offense information is available.
52

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Staff Breakdown

Staff by Gender

Male: 72.4%

Female: 27.6%

Staff by Race/Ethnicity

White (Non-Hispanic): 64.3%

African American: 21.0%

Hispanic: 11.2%

Asian: 2.1%

Native Anerican: 1.5%

Other: less than 0.1%
Published annually by:

Federal Bureau of Prisons

U.S. Department of Justice

Alberto R. Gonzales, Attorney General

Harley G. Lappin, Director

Thomas R. Kane, Assistant Director

Information, Policy, and Public Affairs

Judith Simon Garrett, Deputy Assistant Director

Information, Policy, and Public Affairs

Enriqueta Tercilla, Chief

Office of Communications and Archives

Federal Bureau of Prisons

320 First Street, NW

Washington, DC 20534

202-307-3163

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.

Cover graphics by:

Office of Communications and Archives

Printed by:

Federal Prison Industries