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Over the last several decades, our Nationís fed-

 eral criminal justice system has played an in-

 creasingly sophisticated role in the fight against

crime in America. Problems that came to the forefront in

the 1970ís and 1980ís, such as illegal drugs in our communities and illegal weapons in the hand of criminals,

continue to confront us today. More recently, advances

in technology and computers, mass communication, and

international travel have created entirely new types of

criminals and crimes. We are now fighting very sophisticated efforts to commit fraud or launder money, steal government or corporate secrets, or commit acts of international or domestic terrorism.

Despite the profound challenges that we face, we have

made great strides; crime rates have dropped for over

7 years.

One reason for the decline is the dedication and hard work

of the multitude of law enforcement officers, prosecutors,

public defenders, judges, correctional workers, probation

officers, and parole officials across the country. These

dedicated public servants have been very effective at enhancing our safety and security.

Another reason for our success in recent crime control is

the partnerships that have developed between agencies

and communities to detect, investigate, and prevent crime.

We have developed networks among federal, state, county,

local, tribal, and international criminal justice agencies.

We are working together to develop systems for collectMessage from the Attorney General

ing, storing, analyzing, and sharing information about

criminals and their activities. We are coordinating our resources to eliminate the duplication of efforts; improve

the detection, investigation, and prosecution of crime; and

ensure the appropriate sanctioning of criminal offenders.

At the federal level, various components of the Department of Justice are working together and with other executive branch agencies that have law enforcement functions in a variety of new collaborative crime control initiatives. The Federal Bureau of Prisons (BOP) collaborates with the U.S. Marshals Service in the detention of

pretrial offenders and the transportation of federal inmates,

and with the Immigration and Naturalization Service in

the detention of criminal aliens and the coordination of

their release. The BOP also partners with many state and

local law enforcement agencies in information sharing and

training exercises, particularly in institution emergency

preparednessóan area that has direct implications for

public safety.

The law enforcement community is also working with the

faith community, educators, community leaders, public

health organizations, and the legal community, as well as

many other community-based entities, to help impart respect for the law and a sense of social responsibility to exoffenders, members of street gangs, and those at risk for

crime. By pooling our resources, forming new partnerships, and continuing to enhance the many collaborative

efforts that already exist, we will further our primary mission: reducing crime in America.

Janet Reno
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I

n her message, the Attorney General mentioned a few

of the Bureauís partnerships with other law enforcement agencies. In addition to our coordinated detention efforts with the U. S. Marshals Service and the Immigration and Naturalization Service, we work in collaboration with a variety of Federal, State, and local government

agencies and numerous public and private organizations

to enhance our programs, services, and operations.

We are working very closely with the government of the

District of Columbia to ensure that the transfer of DC sentenced felons to Federal custody occurs in a smooth and

orderly fashion. We continue our work with the Federal

Bureau of Investigation and Safe Streets Task Forces in

many metropolitan areas to share information and prevent

criminal activity in our institutions and in the community.

We coordinate efforts with U.S. Attorneysí offices and with

various Federal, State, and local agencies to enhance the

rights of crime victims and the safety of victims and witnesses in the community. Our emergency response teams

conduct joint exercises with the FBI to ensure that we are

prepared to handle any institution emergency situation.

Through the National Institute of Corrections, we assist

State and local correctional and detention agencies with

their management, operations, and employee development.

We maintain contractual arrangements with various States

regarding the boarding of State inmates in Bureau facilities and the boarding of Federal inmates in State facilities.

And on the local level, almost every one of our 94 institutions is involved in joint training activities with representatives from State, local, and other Federal law enforcement agencies.

Message from the Director

Last year, the Bureau worked with a variety of government and community-based organizations to enhance programs and services in our institutions in order to help

inmates prepare for release. We augmented our in-house

programs by securing contractual or volunteer services to

help provide religious, counseling, education, occupational

training, and employment preparation programs. We

worked with community employers to provide mock job

fairs for thousands of inmates who will soon be returning

to their communities. Bureau staff collaborated with the

Office of National Drug Control Policy and the National

Institute on Drug Abuse on issues of drug testing and drug

treatment. We worked closely with Federal probation offices and with contract halfway houses in release planning

and preparation of inmates for release to the community.

And Federal Prison Industries (FPI) enhanced its ability to

provide viable job skills to inmates through its partnerships with other Federal government agencies and private

companies. FPI provided component products and services to companies with Federal contracts, received product development assistance from the private sector, and

initiated logistics and sales/marketing partnerships with

several companies.

These and other partnership activities, along with our major accomplishments for the past fiscal year, are described

in the 1999 edition of the State of the Bureau: Accomplishments and Goals. By providing a forum in which to convey our mission, vision, and core values; discuss our goals

and objectives; describe our facilities; and provide statistical data, this publication allows us to share information

with the general public and with all our partners in law

enforcement and criminal justice.

Kathleen Hawk Sawyer
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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

self-improvement opportunities to assist

offenders in becoming law-abiding

citizens.

Cultural Anchors/Core

Values

 Bureau Family

The Bureau of Prisons recognizes that

staff are the most valuable resource in

accomplishing its mission, and is committed to the personal welfare and professional development of each employee. A concept of ìfamilyî 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 societyís 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

Bureauís 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 career-oriented

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.

Bureau of Prisons Fundamentals

 Community Relations

The Bureau of Prisons recognizes and facilitates the integral role of the community in effectuating the Bureauís 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 inmateís 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
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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 Bureauís culture and treat each other fairly. Staff work

in an environment free from discrimination. A positive working relationship exists where employees maintain respect

for one another. The workplace is safe,

and staff perform their duties without fear

of injury or assault. Staff maintain high

ethical standards in their day-to-day activities. Staff are satisfied with their jobs,

career opportunities, recognition, and

quality of leadership.

Customer Service Plan

President Clinton signed Executive

Order 12862 ìSetting Customer Service

Standardsî on September 11, 1993. This

order required each agency to develop

service standards in order to carry out

the principles of the National Performance Review.

Customer Service

Standards

The Federal Bureau of Prisons protects

society by confining offenders in the controlled environments of prisons and

community-based facilities that are safe,

humane, cost-efficient, and appropriately secure. Committed 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 the details

of the escape and the identity of the

escapee.

 At least 5 days prior to releasing an

inmate with prior convictions for a drug

trafficking crime or a crime of violence,

notify the State and local law enforcement officials of jurisdiction.

 Notify the victim/witness of the following inmate activities within the

specified time frames:

Initial designation: 30 days.

Death: 30 days.

Parole hearing: 60 days prior

to the hearing.

Release to the community:

60 days prior.

Furlough: as early as possible

before the actual furlough

date (by phone if necessary).

Transfer to a halfway house:

upon acceptance at the

halfway house with the

acceptance date.
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FY 1999: The Year in Review

Introduction

The Federal Bureau of Prisons (BOP) uses

a strategic planning approach to management. Strategic planning is driven by the

BOPís Mission and Vision Statements,

which are supported by six broad correctional goals. Each of the six goals is supported by specific objectives. The

Bureauís Executive Staff holds quarterly

planning sessions to review the

organizationís progress toward meeting

its annual goals and objectives. The planning sessions ensure that the agencyís

strategic goals continue to meet the needs

of society and reflect the vision and mission of a modern correctional agency and

the challenges confronting the Bureau.

The BOPís current strategic plan reflects

major issues that face the agency, both

today and for years to come.

The following is an overview of the

Bureauís FY 1999 accomplishments, arranged according to the Bureauís six national goals.

Population Management:

The BOP will proactively manage its

offender population to ensure safe and

secure operations.

 During FY 1999, the Bureauís inmate population increased by 9 percent,

from 122,316 to 133,689. Of this total,

117,295 were housed in facilities operated by the BOP, and 16,394 were housed

in contract community corrections and

detention facilities.

Through its ongoing construction and

expansion program, the Bureau added

3,530 beds at facilities it operates, for a

total rated capacity of 89,581. However,

the growth of the inmate population once

again outpaced the increase in bedspace,

and the BOPís total crowding rate increased from 26 percent to 31 percent

during FY 1999. (Crowding at highsecurity and medium-security institutions was significantly higher at 50 percent and 51 percent, respectively.)

Several facilities were activated and

expanded during 1999. During the year,

the BOP opened a Federal Medical

Center (FMC) in Devens, Massachusetts;

a Federal Correctional Institution (FCI)

in Beaumont, Texas; an FCI in Edgefield,

South Carolina; and a satellite camp

adjacent to FCI Forrest City, Arkansas.

As of September 30, 1999, 19 facilities

were under development. These included

a Metropolitan Detention Center (MDC)

in Brooklyn, New York; FMC Butner,

North Carolina; a medium-security FCI

in Forrest City, Arkansas; a Federal

Detention Center (FDC) in Honolulu,

Hawaii; FDC Houston, Texas; FDC

Philadelphia, Pennsylvania; a U.S. Penitentiary (USP) in Pollock, Louisiana; USP

Lee County, Virginia; USP Big Sandy,

Kentucky; a medium-security FCI in

Yazoo City, Mississippi; USP Coleman,

Florida; a medium-security FCI in

Petersburg, Virginia; a medium-security

FCI in Glenville, West Virginia; USP

Canaan, Pennsylvania; USP McCreary

County, Kentucky; USP Hazelton, West

Virginia; a medium-security FCI in

Victorville, California; USP Atwater,

California; and a medium-security FCI

in South Carolina.

As a tool to manage its rapidly growing sentenced criminal alien population,

the Bureau has negotiated new Intergovernmental Agreements (IGAís) with State

and local correctional agencies and

increased bedspace at existing IGA sites

to meet population management needs.

Approximately 5,290 inmates were

confined pursuant to IGAís at the end of

FY 1999. The BOP expects an additional

2,500 IGA beds to be available in

FY 2000.

During FY 1999, the Bureau continued its efforts to comply with the

National Capital Revitalization and SelfGovernment Improvement Act of 1997.

The Act requires the transfer of DC sentenced felons to correctional facilities

operated or contracted for by the BOP

by December 31, 2001, and that at least

2,000 of these inmates be confined in

private contract facilities by December

31, 1999.

Immediately after the Act passed, the

Bureau began working with the DC

Department of Corrections to ensure that

the transfer would be orderly and

efficient. The Bureau also initiated the

process to procure the contract beds

required under the statute. This procurement was divided into two phases. The

first resulted in a contract award in April

1999, but all action on this project was

temporarily halted a short time later due
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to litigation on the environmental review

process. The second phase of the procurement was in process at fiscal yearís end,

and a contract award is expected in early

2000.

At the end of fiscal year 1999, 1,022 DC

sentenced felons were in BOP custody,

including 694 taken into custody since

passage of the Act and 328 in BOP custody prior to passage of the Act.

The BOP has actively encouraged

non-citizen inmates to apply for international treaty transfers to their native

countries. This allows foreign national

inmates to serve their prison terms in facilities nearer their families while, at the

same time, decreasing the U.S.

Governmentís cost of housing non-citizen offenders.

In FY 1999, under the auspices of the

Department of Justice Prisoner Exchange

Program, the BOP worked with the Office of Enforcement Operations and the

U.S. Marshals Service to return 387 foreign inmates from BOP facilities to 18

different countries and 104 American

citizens from foreign prisons to the

United States. Transferred inmates will

complete their sentences in their native

countries.

The number of offenders in community corrections centers (CCCís) grew

from 6,765 at the end of FY 1998 to 7,014

at the end of FY 1999, an increase of 3.7

percent. Approximately 22,500 offenders were admitted to the Bureauís CCCís

during FY 1999; 90 percent successfully

completed these programs. About 52

percent participated in the home

confinement program during their CCC

placement.

On July 14, 1999, the BOP opened

the Special Confinement Unit at USP

Terre Haute, Indiana. Its mission is to provide humane, safe, and secure confinement of male offenders who have been

sentenced to death by the Federal courts.

Human Resource

Management:

The BOP will have a competent and

representative workforce meeting the

organizationís needs up to and beyond

the year 2000.

 To keep pace with its expanding

inmate population and adequately staff

new facilities, the BOP hired more than

2,100 new employees in FY 1999, bringing the total staff complement to 30,927

by yearís end.

 During the fiscal year, 1,970 employees completed the Introduction to

Correctional Techniques course at the

Staff Training Academy in Glynco, Georgia; 4,503 completed courses at the Management and Specialty Training Center

in Aurora, Colorado; 736 completed

courses at the Staff Training Academy in

Artesia, New Mexico; and 33,152 completed Annual Refresher Training at their

office, training center, or institution.

During the fiscal year, the Training and

Staff Development Branch was created

within the Human Resource Management Division, combining the Field

Training Services Section and the Office

of Executive Development, and returning policy development and oversight

to the Central Office (this had been the

responsibility of the Management and

Specialty Training Center). This new

branch consolidates all training and staff

development issues in one office.

 In accordance with the National

Capital Revitalization and Self-Government Improvement Act of 1997, the BOP

established a Priority Consideration Program for DC Department of Corrections

(DC DOC) employees who will be displaced as a result of the transfer of DC

sentenced felons to the custody of the

BOP. During fiscal year 1999, the BOP

continued to give DC DOC employees

priority consideration for BOP vacancies

(as long as they meet the same standards

as other new hires), and the Human Resource Management Division continued

to provide job workshops for DC DOC staff

who were interested in BOP employment.

 The BOP continues to work diligently to support the Worker Trainee Program (previously known as ìWelfare-toWorkî). Virtually all of FY 1999 Worker

Trainee positions have been filled.

During the fiscal year, the BOP implemented a revised Merit Promotion Plan,

which significantly streamlines the internal job application process. Applicants
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now submit their applications directly to

announcing human resource sites.

Greater rating weight is now being applied to job experience directly related

to the vacancy, rather than the applicantís

current job performance. In addition,

management has greater flexibility in

making selections, because the expiration date on the promotion certificates

has been extended.

 During FY 1999, the BOP implemented a group retention allowance for

eligible wardens. Under this program,

selected retirement eligible candidates

may receive an allowance of up to 10

percent of their annual base pay, as an

incentive to remain employed by the

Bureau.

During FY 1999, the Bureau established a pilot program to test self-service

kiosks at 13 institutions in order to provide staff with personnel information and

services (via the Internet) 24-hours-a-day,

7-days-a-week. Staff at these institutions

are now able to view their leave and earnings information, estimate their retirement income, view Office of Personnel

Management vacancy announcements,

request employment verifications, and

process personnel and payroll related

transactions.

 The Bureau of Prisonsí Management Preference Profile System continued to provide the Bureauís Executive

Staff with a ìBOP resumeî on 4,000 midand upper-level employees (grades 12

and above). This unique system provides

the BOPís Executive Staff with ready access to position histories, mobility preferences, position preferences, performance evaluations, and other personnel

data so that informed decisions can be

made when selecting the agencyís senior

staff.

In April 1999, a decision was made

to consolidate the Bureauís Personnel Security Program at the national level. The

first phase of the consolidated program

began October 1, 1999. October 1, 2000,

has been established as the target

completion date. Consolidation of this

program will eliminate duplicate review

steps and reduce the time it takes to complete background investigations.

 During the fiscal year, the BOPís

specialty training objectives, policies,

and procedures were reviewed to ensure

the continuity of diversity management

as a core principle of effective correctional management. The Central Office

and each region has two certified diversity management instructors to assist with

training needs. Each facility also has a

certified diversity management instructor, who is responsible for providing local training.

 During FY 1999, the BOP established an Ombudsman program and

selected a full-time Ombudsman. The

Ombudsman is a confidential, neutral

resource, who helps staff informally resolve work-related concerns, issues, or

problems.

Security and Facility

Management:

The BOP will maintain its facilities in

operationally sound conditions and in

compliance with security, safety, and

environmental requirements.

 During FY 1999, the BOPís total

inmate population grew by more than

11,000 inmatesóeclipsing last yearís

record increase. Despite this fact, there

were no major disturbances at any of the

BOPís institutions, and no staff suffered

life-threatening injuries or lost their lives

in the line of duty.

The Bureauís escape rate from secure institutions has shown a steady and significant decline over the past several

years. The rate per 5,000 inmates has

dropped from 16.2 in 1982, to 2.3 in

1987, to 0.2 in 1992 to zero in 1997 and

1998. A single escape in 1999 brought

the rate to .04. (The escapee was recaptured).

The significant reduction of escapes is

the result of a long-term emphasis on security enhancements at all BOP institutions. The Bureau has improved lighting patterns, fortified fences, enhanced

escape detection systems, modified patrol patterns, improved key and tool control, increased staff training, and made

numerous other modifications to increase

security and protect the safety of staff,

inmates, and the general public.
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While prevention has an enormous

impact on the safety and security of BOP

institutions, preparation for actual emergencies is also critical. The BOP continues to take a proactive approach to crisis

management through training programs

for its Special Operations Response

Teams (SORTís), Disturbance Control

Teams (DCTís), Family Employee Assistance Teams (FEATís), and Hostage Negotiation Teams (HNTís).

To enhance its ability to deal with potential internal disruption in its operations, the Bureau held intensive, weeklong crisis management maneuvers and

training in each of the agencyís 6 regions

during FY 1999. The training involved

all SORTís, HNTís, and FEATís. During

these exercises, wardens, associate

wardens, captains, and SORT, FEAT, and

HNT leaders received training in command and control operations during a

crisis situation. All DCTís received training and certification at their respective

institutions.

In anticipation of potential disruptions

related to the Year 2000 (Y2K) rollover,

institutions developed Y2K emergency

plans, and several conducted joint Y2K

drills with emergency personnel from

surrounding communities. Institutions

also maintained extra supplies and assessed their generators and other backup

systems.

Utilizing a $1.6 million grant from

the Office of National Drug Control

Policy (ONDCP), the BOP began a drug

interdiction program, installing 28 ion

spectrometry drug detection systems at

various Federal prisons around the Nation. The BOP uses this equipment to test

for trace amounts of drugs (on visitorsí

hands, clothing, or possessions), which

would indicate recent handling of illegal drugs. Because inmate visitors sometimes attempt to introduce drugs into

BOP institutions, those who test positive

are not permitted to visit inmates.

During FY 1999, ion spectrometry devices were used to test 89,076 visitors

for illegal drugs. Just over 2 percent

(1,841) tested positive and were refused

admission to BOP facilities. Many others decided not to go through with their

visiting plans once they arrived at the

institution and learned that they would

be subject to testing.

During FY 1999, the Bureau continued its efforts to prevent inmates from

continuing their criminal activities while

incarcerated. A major focus was placed

on reducing inmate telephone abuse.

During the fiscal year, the Bureau began

installation of a new inmate telephone

system (ITS-II), which allows numerous

administrative controls over inmate telephone calls and provides sophisticated

reporting capabilities. The system is

comprised of individual systems at each

correctional facility, linked together

through a Wide Area Network.

At the end of FY 1999, ITS-II was installed in 16 institutions. The Bureau

expects ITS-II to be installed system-wide

by November 2000.

The BOP records all inmate telephone

calls (except those protected by attorneyclient privilege) for institution security

purposes. Although the BOP randomly

monitors social telephone calls, it pays

particular attention to certain inmates

who have a high likelihood of abusing

their telephone privileges. The BOP has

formalized a process through which Federal prosecutors and law enforcement

officials can notify the BOP regarding

ìinmates of greatest concern,î so that the

BOP can provide extra scrutiny of these

offendersí telephone calls and mail.

During the fiscal year, BOP intelligence staff continued to work with other

Federal, State, and local law enforcement

staff to identify threats to institution

security and reduce crime in the

community.

In addition to maintaining an Intelligence Section in the Central Office, the

BOP also has many intelligence officers

working with other agencies. Twenty

BOP intelligence officers are currently

working with Safe Streets Task Forces in

11 metropolitan areas. In addition, two

work at the interagency Sacramento Intelligence Unit in Sacramento, California, providing continuing support to and

liaison with Federal, State, and local law

enforcement and correctional agencies,

with a specific focus on prison and street

gang activities. One intelligence officer

works at the Counterterrorism Center at

FBI Headquarters to identify the capabilities and backgrounds of terrorists

coming into BOP custody and more ef-
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fectively deter their continued criminal

activity once incarcerated. Another intelligence officer works at the National

Drug Intelligence Center, providing a

similar focus on drug cartels, street-level

drug trafficking organizations, and gangs

that use drug distribution as a primary

criminal enterprise.

These interagency efforts will greatly

improve the BOPís ability to identify the

capabilities and backgrounds of inmates

coming into BOP custody, while also

providing liaison with Federal, State, and

local Task Force staff in support of their

efforts to fight crime.

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.

In FY 1999, more than $7 million in

court-ordered obligations was collected

from inmates through the Inmate Financial Responsibility Program (IFRP).

Funds collected through the IFRP are

forwarded through the Justice

Departmentís Debt Accounting Operations Group to the clerks of the court in

which the offenders were sentenced. The

courts then disburse these funds to the

appropriate parties. The majority of IFRP

funds are routed to the Crime Victimsí

Fund in the Office for Victims of Crime,

which provides grants to States to compensate crime victims for their losses and

to support victim services organizations.

In FY 1999, the BOP continued to

serve victims of crime through victim and

witness notification. Under the Victim/

Witness Notification Program, certain inmates are identified as potential ongoing threats to specific victims or witnesses in the community. In order to protect their safety, the BOP keeps these victims and/or witnesses informed about significant changes in these inmatesí incarceration status, such as the date and location of initial incarceration, and their

release status, such as a parole decision,

a community corrections center placement, or an expiration of sentence.

Through September 1999, the BOP monitored 4,592 inmates, with more than

14,000 identified victims or witnesses.

During the year, the BOP worked with

Mothers Against Drunk Driving and the

Office for Victims of Crime to provide

training for 55 BOP staff members who

will conduct victim impact classes and

panels for inmates at BOP institutions.

During classes, inmates learn about the

individual and social costs of crime.

During panels, offenders hear victimsí

first-hand accounts of how crime has affected their lives. Through these activities, the BOP hopes to get offenders to

accept personal responsibility for their

behavior, recognize the impact it has on

peopleís lives, and change future

behavior.

As a result of this training, victim impact

programs were initiated at FCI Miami,

Florida; USP Florence, Colorado; FCI

Florence, Colorado; FCI Englewood,

Colorado; FCI Talladega, Alabama; USP

Beaumont, Texas; FCI Beaumont, Texas;

FCI Bastrop, Texas; and FCI Manchester, Kentucky. Victim impact programs

continue at FCC Coleman, Florida; FMC

Fort Worth, Texas; and FCI Schuykill,

Pennsylvania.

In June 1999, the BOP activated a

crime victims page on its website

(www.bop.gov/cpdpg/cpdvwcov.html).

This page, which is accessible from the

BOP homepage, provides visitors with

information on BOP services available

to victims of crime.

 The Bureauís pilot communitybased victim awareness programs in Baltimore, Maryland, and Tampa, Florida,

were so successful (with an average of

45 inmate participants per month) that

the program has been expanded. The

Bureau now has 15 community-based

victim awareness programs and plans to

implement more over the next year. During the program, staff from the FBI, U.S.

Attorneyís Offices, U.S. Probation Offices,

and local police departments make presentations, as do individual victims of

crime. The BOP plans to add domestic

violence and sexual assault issues to the

programís agenda.
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In FY 1999, 25 institutions received

initial accreditation or reaccreditation

from the American Correctional Association (ACA). ACA accreditation provides

external certification that Federal prisons provide decent living conditions,

offer adequate programs and services,

and accommodate inmatesí constitutional rights, by ensuring compliance

with more than 480 standards developed

by corrections professionals. At the end

of FY 1999, 71 institutions maintain accreditation status, and another 16 were

pursuing accreditation.

 While ACA accreditation demonstrates that BOP institutions meet basic

performance standards, the BOP uses a

number of additional measures to thoroughly monitor and assess each

institutionís performance. For example,

it conducts internal audits (program reviews) of 15 program areas; tracks rates

of inmate misconduct (including assault,

homicide, suicide, escape, and drug and

alcohol use) at each facility; and conducts remote and onsite surveys and assessments of staff and inmate morale as a

broad gauge of each institutionís social

climate. This broad array of internal and

external assessment tools helps the BOP

ensure that every institution provides the

highest-quality programs and operations

as effectively and efficiently as possible.

During FY 1999, a total of 496 program

reviews were conducted to assess program performance and compliance with

established policies and procedures in

community corrections offices, institutions, regional offices, and the Central

Office. The program review process allows the BOP to assess and evaluate efforts geared toward the accomplishment

of the agencyís mission.

The BOP conducted 23 Institution Character Profiles in FY 1999. Institution

Character Profiles, which are derived

from interviews of staff, inmates, nonBOP law enforcement officials, and citizens, provide administrators with feedback on constituentsí perceptions about

the management, safety, and community

presence of each institution.

During FY 1999, BOP staff at two

separate duty stations received Vice

Presidential ìHammer Awards.î Hammer

Awards are presented annually to teams

of Federal employees who have made significant contributions in support of the

principles of ìreinventing Government.î

Several Central Office staff were recognized for helping to develop and implement a computer matching agreement

between the BOP and the Department of

Veterans Affairs (VA). This agreement allows the VA to use BOP data to identify

inmates who are receiving veteransí benefits and provides the basis for reducing

or suspending the payments in accordance with Federal law. This agreement

saved approximately 1.4 million taxpayer dollars in FY 1999.

Several staff from FCI Greenville, Illinois,

received Hammer Awards in recognition

of their efforts to help the Army Corps of

Engineers use inmate labor to complete

much-needed, but unfunded, work

projects on Federal land at Carlyle Lake,

Illinois. The cost savings to the Government has been estimated at nearly

$300,000 to date.

During FY 1999, the Federal Prison

Industries operations at FCI Elkton, Ohio,

and FCI Marianna, Florida, received a

ìClosing the Circleî award from the

White House in recognition of their efforts to promote recycling. These two

institutions operate programs that disassemble excess, obsolete, or scrap computers and sell the components for reuse

or recycling. This program provides work

for more than 200 inmates and provides

components and parts for reuse in the

United States and overseas. Since 1997,

more than 30 million pounds of materials have been processed, saving these

materials from disposal and the environmental damage this would cause.

During FY 1999, the Bureau made

numerous preparations for the Year 2000

(Y2K) rollover. The BOPís mainframe

inmate information system (SENTRY)

has always been Y2K compliant, in part

because of the need to compute inmate

sentences beyond the year 2000. Nevertheless, the BOP tested SENTRY and, on

August 8, 1998, certified that all aspects

were Y2K compliant. An independent

contractor confirmed these findings when

it certified the system as Y2K compliant

on February 17, 1999.

During FY 1999, the BOP tested more

than 15,000 computer workstations for

Y2K compliance. The approximately 9

percent that were found to be
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13

noncompliant were upgraded or replaced

by April 1999.

Because many building and mechanical

systems had the potential for Y2K disruptions, the BOP tested the following

major systems at its facilities for Y2K

compliance: high rise elevators, perimeter escape detection systems, fire alarm

systems, energy management systems,

closed-circuit television systems, radio

equipment, financial management systems, and inmate telephone systems.

Those that were found to be

noncompliant were repaired or replaced

by March 30, 1999.

In January 1999, the General Accounting Office issued a report, pronouncing

the BOP ìAt Minimal Riskî of Y2K

disruptions.

During FY 1999, the BOP continued to provide information to the public

through the Internet. The BOP added a

considerable amount of data and many

new documents to its website

(www.bop.gov). Almost all BOP Program

Statements (policies) are posted on the

site, providing the public with faster,

easier access while reducing costs associated with responding to individual

Freedom of Information Act (FOIA) requests. The BOP website also contains

an electronic FOIA request form, which

allows citizens to transmit their FOIA

requests without delay.

During FY 1999, the Bureauís Freedom of Information Act (FOIA) Office

processed 17,091 FOIA requests. At the

end of FY 1999, the BOP had a backlog of

only 34 FOIA requests nationwide. While

the total number of requests processed

since October 1998 has increased nearly

threefold, the backlog decreased by 14

percent during this period.

The website for UNICOR (the trade

name for Federal Prison Industries) was

recently recognized by Government Executive Magazine as one of the 16 best

Government websites. Through the

Internet, customers may request

UNICOR catalogs; order UNICOR products on-line; or review the status of a

current order. Vendors also can download

procurement solicitations.

The BOP provides essential medical, dental, and mental health care to all

inmates in Federal prisons. In FY 1999,

there were 1.25 million medical encounters between inmate patients and BOP or

contract health care professionals.

The medical care provided in BOP institutions is consistent with community

standards. In FY 1999, 33 BOP institutions received initial accreditation or reaccreditation from the Joint Commission

on Accreditation of Healthcare Organizations (JCAHO). Currently, all BOP institutions, including the six medical referral centers, have accredited health care

programs.

Over the past 4 years, the BOP has

participated in a cooperative effort with

the National Institute of Justiceís Office

of Science and Technology, the Department of Defenseís Advanced Research

Projects Agency, and the Department of

Veterans Affairs (VA) Hospital in Lexington, Kentucky, to study telemedicine

technology as a means of reducing costs

and enhancing security by reducing the

need to transport inmates to community

healthcare facilities.

During the pilot, inmates at three BOP

facilities received medical consultations

from specialists at the VA Hospital in

Lexington. These consultations were

carried out remotely, using videoconferencing technology. Independent

researchers who evaluated this pilot program concluded that telemedicine may

reduce costs and improve the quality of

care in certain cases.

Based on the results of this demonstration, the BOP is currently developing a

strategic plan for implementing

telemedicine capabilities in appropriate

institutions. Efforts have been initiated

to develop a comprehensive interagency

agreement with the Department of Veterans Affairs to provide clinical services,

via telemedicine, to all BOP facilities.

Telemedicine is currently being used at

USP Allenwood, Pennsylvania; FCI

Allenwood, Pennsylvania; FCI Loretto,

Pennsylvania; FMC Lexington, Kentucky; MCFP Springfield, Missouri; USP

Leavenworth, Kansas; FCC Beaumont,

Texas; and FCI Beckley, West Virginia.

 During FY 1999, 12 General Accounting Office (GAO) or Department of

Justice Office of the Inspector General

(OIG) audits were initiated, and 14 were
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successfully closed. A total of 22 GAO or

OIG audits were active at the close of FY

1999. Through successful resolution of

these audits, the BOP demonstrated that

it continues to function at acceptable

levels of fiscal responsibility and effective public administration.

This past year, a few media sources

highlighted the stereotypic assumption

that the majority of elderly inmates are

very ill, expensive to confine, and

present little or no risk to society if released or managed in community-based

facilities. The data on Federal inmates

does not confirm this assumption. For

Federal inmates age 65 and over, only

12 percent are in medical referral centers. The average cost to incarcerate an

inmate age 65 and over for 1 year is

$20,275. In addition, for Federal inmates

age 65 and over, 25 percent have a history of violence, 54 percent have prior

commitments, and their average age at

the time they committed their current

Federal offense was 62 years old. Excluding inmates age 65 and over in medical referral centers, 61 percent are in institutions with secure perimeters (based

on an objective assessment of their security needs).

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.

One of the Bureau of Prisonsí most

important correctional programs is Federal Prison Industries (FPI). FPIís mission

is to: (1) employ and provide skills training to as many inmates as possible to

help them prepare for a productive,

crime-free return to the community after

release; (2) contribute to the safety and

security of Federal prisons by keeping

inmates constructively occupied;

(3) produce market-priced, quality goods

for Federal Government customers;

(4) operate in a self-sustaining manner;

and (5) minimize its impact on private

business and labor.

During FY 1999, FPI provided jobs to

almost 21,000 inmates, representing approximately 25 percent of the sentenced,

medically eligible, Federal inmate population. Inmates who work in FPI learn

marketable job skills, develop a strong

work ethic, and are less likely to engage

in prison misconduct. Research has

shown that inmates who work in FPI are

less likely to revert to criminal behavior

after release.

During FY 1999, FPI activated new factories at FCI Beaumont, Texas, and FCI

Edgefield, South Carolina. There are now

102 FPI factories, located at 67 BOP facilities. During FY 1999, 600 new inmate jobs were created. Initial figures for

FY 1999 show that FPIís net sales reached

$566 million, compared to $534 million

for FY 1998 and $512 million for FY

1997.

 Inmate involvement in education

programs increased during FY 1999. At

year end, 36 percent of the inmate population was enrolled in one or more programs on any given day. The participation rate for female inmates was 46

percent.

General Educational Development

(GED) program enrollments continued to

increase significantly with the implementation of the Violent Crime Control

and Law Enforcement Act and the Prison

Litigation Reform Act (both of which

linked good conduct time credits to GED

participation). In September 1999, there

were more than 16,000 students enrolled

in the GED program. This represents a

59 percent increase over enrollment levels before the laws were implemented in

1997. More than 14,000 inmates completed occupational programs during the

fiscal year, providing them with job skills

certifications that can assist with postrelease job placement.

During FY 1999, the BOPís Education

Branch focused on services to inmates

with special learning problems through

staff training, assessment, and life skills

curriculum development. The Branch

also began a pilot program with the General Educational Development Testing

Service to assess and raise the English

proficiency level of inmates who take the

Spanish language GED exam.

The Bureauís Inmate Placement Program coordinated 42 mock job fairs in

32 different Federal prisons during FY

1999. Approximately 1,600 inmates and

550 company recruiters and local employment agency staff participated.
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15

Roughly 2,700 Federal prisoners and

more than 900 community partners have

been involved in the mock job fairs since

the programís establishment in October

1996.

Approximately 30 percent of Federal inmates have histories of moderate

to severe drug abuse. In order to reduce

the number of inmates who return to drug

abuse and criminal lifestyles following

release, the Bureau operates drug treatment programs for inmates who need

them. Included are residential programs

(where inmates live in housing units devoted to drug treatment activities), a variety of non-residential programs (for inmates in the general population), and

aftercare programs.

During FY 1999, the BOP provided residential drug abuse treatment to 10,816

inmates at 44 institutions, for a total of

49,218 inmates since 1990. An additional 6,535 inmates completed nonresidential drug treatment programs during

the fiscal year.

A study completed in FY 1999 showed

that, after controlling for other factors

known to be related to misconduct, residential drug program graduates had a

lower incidence of misconduct than did

a comparison group of individuals who

did not participate in the program. The

reduction in the incidence of misconduct

among treatment graduates was 25 percent for men and 70 percent for women.

An interim report from an ongoing evaluation of BOP residential drug abuse treatment showed that individuals who completed residential treatment were 73 percent less likely to be arrested for a new

offense and 44 percent less likely to test

positive for drug use during the first

6 months after release.

Approximately 41 percent (2,136) of

BOP inmates in contract community corrections centers were enrolled in transitional drug abuse treatment programs. Of

that number, 83 percent (1,763) were

graduates of one of the BOPís residential

drug abuse treatment programs.

 During FY 1999, BOP psychologists conducted over 176,800 mental

health intake assessments and evaluations on offenders committed to Bureau

facilities. To meet the mental health

needs of offenders, psychologists provided approximately 81,000 sessions of

individual therapy and crisis counseling.

As part of the BOPís efforts to prevent

inmate suicides, 3,014 suicide risk assessments and 1,436 suicide watches

were conducted. Psychologists attended

to the needs of offenders in special housing units and completed 56,816 Special

Housing Reviews.

Encouraged by the positive results

from the evaluation of its residential drug

abuse treatment programs, the Bureau

has implemented a number of new residential programs for special subpopulations of inmates. The cognitive-behavior

approach, the theoretical model used in

the Bureauís drug treatment programs to

reduce criminal thinking and behavior,

was carried over as the foundation for

changing criminal patterns in inmates in

high-security institutions and in young

offenders with long sentences. Each new

program was developed with an assessment and evaluation component to ensure the program meets the goals of promoting positive behavior change in the

most cost-effective manner.

The CODE (Challenge, Opportunity,

Discipline, and Ethics) program for highsecurity inmates targets the reduction of

antisocial attitudes and behaviors, and

emphasizes the values of respect for self

and others, responsibility for personal

actions, honesty in relationships, and

tolerance. CODE programs have been

activated at eight U.S. Penitentiaries.

More than 500 inmates are currently enrolled in this program. Preliminary data

suggest that the CODE program significantly reduces misconduct among program participants.

In May 1997, the BOP approved the

implementation of a program designed

for young male offenders who are serving their first significant term of Federal

incarceration (5 years or more). To enhance the management of these inmates,

the BOP devised a strategy for introducing a structured program to these offenders at the earliest stage of incarceration.

The programís activities are designed to

bring about a significant increase in the

quantity and quality of interactions between staff and inmates, with the goal of

strengthening the ability of staff to have

a positive influence over the inmates.

Housed at FCI Beckley, West Virginia,

this initiative is known as the BRAVE
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(Beckley Responsibility and Values Enhancement) program. More than 200 inmates have completed the program so far.

Preliminary research shows that inmates

who graduated from the BRAVE program

were 55 percent less likely to have sustained charges of misconduct than similar inmates admitted to the BOP during

the same time period.

The Residential Values Program is a residential treatment program that provides

Federal inmates with the opportunity to

study and learn pro-social values and

lifestyles to enable them to better manage their lives upon return to the community. The foundation of the Values

Program is a curriculum that teaches honesty, tolerance, responsibility, and respect. Specific courses in the Values curriculum cover areas such as relapse prevention, criminal lifestyle confrontation,

wellness, cognitive skills building, life

skills enhancement, and re-entry skills

building. Attainment of a General Educational Development (GED) certificate

and other basic educational courses are

also woven into the Values curriculum.

The Residential Values Program is offered at three medium-security institutions and one Federal Prison Camp. More

than 100 inmates completed the program

in FY 1999.

In January 1999, FCI Coleman, Florida,

began its Skills Building Program for

inmates who have cognitive and social

learning needs. Inmates from institutions

throughout the Southeast Region can

transfer to FCI Coleman for this 6-month

program that is designed to assess their

educational needs, learning problems,

and level of social functioning, and to

develop appropriate strategies to meet

those needs. The goals of the program

are to increase participantsí education

levels, strengthen their social skills, and

improve their ability to satisfactorily

adjust to a correctional environment.

Currently, there are more than 50 inmates

participating in the Skills Building

Program. The first class of 36 inmates is

scheduled to graduate in December 1999.

Preliminary evaluations of the program

indicate that it significantly increases

participantsí abilities to complete their

GEDís, and decreases the number of incident reports they receive.

The Sexual Offenders Treatment program

offered at FCI Butner, North Carolina, is

an intensive, residential therapeutic program for male sex offenders. Since it began in 1990, more than 200 inmates have

completed the program. There are currently more than 30 inmates enrolled.

The Habilitation Program offered at FCI

Butner, North Carolina, targets high-security inmates who display behavioral

problems stemming from adjustment or

mental health issues. At the end of FY

1999, more than 20 inmates had completed the program.

 During FY 1999, 211 chaplains,

assisted by approximately 8,500 contractors and volunteers, provided more than

191,000 religious services programs for

inmates. Approximately half of these

were worship services for adherents of

the 31 faith groups represented among

BOP inmates. Programs and services were

accommodated for inmates belonging to

the Asatru, Islamic, Jewish, Moorish Science Temple of America, Nation of Islam, Native American, Protestant,

Rastafarian, Roman Catholic, and other

faith groups. Seminars and retreats were

sponsored by Buddhists, Cursillo, Islamic Groups, Kairos, Koinonia, Marriage Enrichment Groups, Prison Fellowship, and Yokefellows. Other events included revivals, alternatives to violence

seminars, and choral and other musical

presentations. Participation in chapel

programs totaled 45,000 inmates per

week on average.

As part of the ongoing training for chaplains, 100 chaplains participated in 24

hours of training on the religious beliefs

and practices of Buddhists, Hindus, Jews,

and Sihks. Fifteen chaplains attended a

32-hour training program for new

chaplains.

The Religious Services Branch provided

technical expertise to many State departments of corrections concerning such issues as: religious diets; common practices of various faiths; and academic, professional, and endorsement requirements

for staff chaplains.

Twenty-eight institutions participated in

a religious diet pilot designed to

strengthen management controls for the

religious diet program. Inmate participation in the religious diet program was

reduced by 40 percent at these facilities,

enhancing the programís integrity and

containing costs.
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The number of female offenders in

the BOPís inmate population continues

to increase. Recognizing that women offenders have different social, psychological, educational, family, and health care

needs, the BOP continues to design and

implement special programs for women

offenders. As the first major step toward

implementing the Agency Plan on the

Management of Female Offenders (issued

in July 1998), the BOP formed a

workgroup tasked with making further

refinements in the programs and services

provided to female inmates.

The Bridge Program at FCI Danbury,

Connecticut, is a residential program that

helps female inmates with histories of

chronic sexual, physical, or emotional

abuse overcome trauma and learn ways

to avoid future victimization. There are

currently 17 inmates enrolled in the program; approximately 175 have completed the program to date.

The SHARE (Sharing Hope About Recovery Experiences) Program at FMC

Carswell, Texas, enables female offenders with histories of substance abuse,

domestic violence, or sexual assault to

interact with young ìat riskî women in

the community. By sharing their experiences, the inmates try to help the youths

avoid similar mistakes and cope with

trauma in their lives. FMC Carswell also

has implemented a 72-bed residential

program called CHANGE (Choosing

Healthy Alternatives and New Growth

Experiences). In this program, incarcerated women explore such issues as childhood abuse, domestic violence, sexuality, spirituality, stress management, and

wellness. During FY 1999, 40 inmates

graduated from this program, and more

than 70 are currently enrolled.

FCI Tallahassee, Florida, offers a program with a multi-faceted approach to

the treatment of victims of domestic violence, physical abuse, and/or sexual

abuse. FCI Dublin, California, began its

New Pathways Program during FY

1999. New Pathways is a 9-month, nonresidential program for female offenders

who have a history of drug abuse and

physical, emotional, or sexual trauma.

In response to increased awareness

of the Federal juvenile justice system,

the Bureau, in conjunction with the Department of Justice, established three

goals relating to its juvenile offender

population.

First, unless there is a compelling reason

to do otherwise, all juveniles sentenced

after July 1, 1998, will be housed within

250 miles of their families by September

30, 2000. An interim goal of 75 percent

by September 30, 1999, was also established. Throughout FY 1999, the Bureau

met or exceeded the interim goal.

Second, contract facilities that house juveniles will provide appropriate rehabilitative programs, including 50 hours of

programming per week for each juvenile.

Through on-site monitoring and technical assistance, the Bureau has brought

nearly all of its approximately 30 contract juvenile facilities into compliance

with this goal.

The third goal was to hire a Juvenile Services Administrator. The position was

filled in October 1998, and, since that

time, the incumbent has traveled extensively to provide training and technical

assistance to BOP staff and contractors

throughout the country concerning juvenile offenders.

  Most Bureau facilities have

parenting programs that provide inmates

with opportunities to learn more about

children, child development, and family

skills. Childrenís centers, adjacent to visiting rooms, provide a warm, child-centered setting, where inmates can spend

weekend days working to strengthen

their relationships with their children.

Video-to-Child programs allow inmates

to videotape themselves reading books

or telling stories, and then inmates send

the tapes to their children.

Federal law expressly criminalizes

sexual activity between correctional

workers and inmates in Federal prisons,

and it establishes harsh penalties for

those who engage in this type of behavior. BOP policy prohibits staff members

from showing partiality toward or becoming emotionally, physically, financially,

or sexually involved with inmates.

Although only a minute portion of the

more than 30,000 people who work for

the BOP have ever been involved in this

type of behavior with inmates, it is an

issue that the BOP takes very seriously.

The BOP has zero tolerance for sexual

abuse of inmates. Those who abuse inmates are prosecuted vigorously. During
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FY 1999, charges of sexual abuse were

sustained against 18 Bureau staff and

7 non-BOP (contract) workers. All of

these individuals resigned or were terminated, and 9 of the individuals

(8 former BOP employees and 1 contract

worker) were convicted of criminal

violations.

During FY 1998, the BOP issued a

revised policy on Sexual Abuse/Assault

Prevention and Intervention. This policy

provides guidance to help prevent sexual

assaults of inmates, and it addresses the

safety and treatment of inmates who have

been sexually assaulted.

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.

 The Federal detainee population

continues to grow. Law enforcement and

prosecutorial initiatives have created an

overwhelming need for bedspace for unsentenced prisoners and detainees. The

Bureau currently operates ten detention

centers that confine primarily U.S. Marshals Service (USMS) prisoners. The BOP

is planning to open three more detention centers in FY 2000 and continue

construction of a fourth. At the close of

FY 1999, 19 other BOP facilities also

provided bedspace for the USMS. The

number of USMS prisoners in BOP facilities averages about 10,000 on any

given day.

 The Institution Removal Program

(IRP) continues to help reduce the number of noncitizen inmates detained after

service of their sentence. At the end of

FY 1999, 15 facilities functioned as IRP

hearing sites, with 14 additional sites for

IRP release processing only. At institutions with IRP hearing programs, Immigration and Naturalization Service (INS)

staff work onsite, and the Executive Office for Immigration Review holds hearings, either by videoconferencing or in

an onsite hearing room.

The BOP recognizes the need to expand

the IRP, and it has increased the number

of beds at the IRP sites (primarily by reallocating bedspace). During the fiscal

year, the number of beds for detainees

still involved in the hearing process increased by 1,089 to a total of 5,293. The

number of beds for inmates awaiting release or deportation increased by 2,040

to a total of 7,284.

From May 11 to June 29, 1999, at

the request of the Attorney General, the

BOP sent 32 staff to Tinian Island to support the INS in the detention of Chinese

nationals who apparently were trying to

seek asylum in the United States by traveling to the U.S. territory of Guam. The

INS intercepted the Chinese nationalsí

boats and diverted them to Tinian Island,

which is not a U.S. territory. BOP staff

helped to provide custodial services

for the detainees until they could be

repatriated.

The BOP, USMS, and INS have been

working together for years to ensure the

safe, efficient transportation of inmates

to and from the courts, between correctional/detention facilities, and on international deportation flights. Through an

interagency network of bus routes and

airlift flights, referred to as JPATS (the

Justice Prisoner and Alien Transportation

System), the BOP, USMS, and INS managed 229,628 prisoner movements in FY

1999.

By the end of FY 1999, more than

10,300 community volunteers were

working in Bureau institutions and contract community corrections centers.

Community volunteers provide religious services, teach literacy, demonstrate crafts, mentor, and model mainstream community values.

Bureau staff are involved in a wide variety of programs and activities that support the communities in which BOP institutions are located. A total of 144 partnerships with primary, secondary, and

higher level education institutions have

been established. In addition to participating in educational initiatives, staff

generously support blood drives, faith-
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19

based programs, drug intervention programs, and a wide range of charitable

activities. Several Bureau medical staff

recently traveled to South America to

provide services to citizens of underdeveloped countries.

Inmates also have the opportunity to

volunteer. A number of carefully-selected

inmates speak to students, juvenile offenders, people in drug treatment, and

members of community groups to give

them a first-hand understanding of the

consequences of drug use and crime. Others volunteer to help communities

around their institutions, providing services such as repairing dilapidated buildings, constructing housing for the poor,

and cleaning up or beautifying streets

and roadsides, parks, schools, and other

public grounds.

During FY 1999, the National Institute of Corrections (NIC) provided training to 14,634 executives, trainers, and

specialists working in State and local corrections, and conducted five satellite

videoconferences that were viewed by

approximately 24,100 corrections professionals and others nationwide. NIC

also provided technical assistance in response to 394 requests from State and

local corrections agencies in all 50

States, the District of Columbia, Puerto

Rico, American Samoa, Guam, and the

Northern Mariana Islands. The NIC Information Center responded to 9,281 requests for information from corrections

practitioners, policymakers, judges, legislators, and others from throughout the

United States and abroad. NIC awarded

39 cooperative agreements, which

ranged from $18,000 to $534,823, and

supported a variety of projects to advance State and local corrections

throughout the United States and abroad.

NIC conducted a meeting of Indian

Country jail administrators in Longmont,

Colorado, to foster information sharing

and provide training on topics of high

priority to them. NIC also provided technical assistance in response to three requests from Indian Country jails: (1) a

review of operations and resource allocation at the Sac and Fox Nation Juvenile Detention Center in Stroud, Oklahoma; (2) policy and procedure training

for staff representatives of all Navajo

Nation corrections facilities (in partnership with the Navajo Nation Department

of Corrections); and (3) training for transition staff in how to open a new Navajo

Nation juvenile corrections facility in

Chinle, Arizona.

 NIC also became a partner with

several other Federal agencies via interagency agreements during FY 1999. The

Office of Juvenile Justice and Delinquency Prevention transferred $415,000

to NIC to enable the NIC Academy to

provide training to 259 juvenile justice

practitioners and technical assistance to

several juvenile agencies. The Office of

Justice Programs transferred $457,364 to

NIC for several projects in support of the

Violent Crime Control and Law Enforcement Act of 1994, including adapting and

presenting NICís planning of new institutionsí training programs for juvenile

practitioners. The Centers for Disease

Control transferred $70,000 to NIC to

survey jails regarding sexually transmitted diseases in the jail setting and provide related training for administrators

of large jail systems.
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21

Population Management

Objective 1.01

Complete construction and begin activation of three new facilities, which will

add 1,182 beds in rated capacity.

Objective 1.02

PART 1 - Continue construction of six

new facilities which are expected to be

completed and begin activation in FY

00 or early in FY 01. This will add 4,989

beds in rated capacity.

PART 2 - Award contracts to begin the

construction of nine new facilities, which

are expected to be completed and begin

activation by FY 02 or 03. This will add

6,046 beds in rated capacity.

PART 3 - Continue or begin environmental review, design, or design-build activities for 25 new facilities, which are expected to add 15,360 beds in FY 02 and

beyond.

Objective 1.03

Design and implement a 5-year evaluation of the cost effectiveness and operational success of the private prison operations at the Taft correctional facilities,

a 3-year evaluation of the private medical services provided at the Beaumont

facilities, and a 1-year study of the cost

effectiveness and feasibility of private

sector and governmental operation of

prisons at all security levels including a

review of relevant literature and related

legal issues.

Objective 1.04

Increase the use of cost-effective community based placements (1) by expanding the network of Comprehensive Sanction Centers (CSCís) to include one in

each CCM office and to pursue additional CSCís if requested by Federal Probation or the Courts and (2) by maintaining 20 percent of the overall Community Corrections Center population

on Home Confinement.

Objective 1.05

Within budgetary resources, make maximum use of community corrections bed

space, particularly by consistent placement of inmates from secure facilities,

and using target utilization rates for institutions of at least the following:

Minimum- 80 %

Low- 70 %

Medium- 65 %

Objective 1.06

Unless there is a compelling reason to

the contrary in a particular case, all juveniles in BOP custody sentenced on or

after July 1, 1998, shall be housed within

250 miles of their families by September

30, 2000, in facilities that provide appropriate rehabilitative programs. In addition, absent a compelling reason to the

contrary in a particular case, all juveniles

in BOP custody shall, whenever possible,

serve the final portion of their incarceration in community-based facilities

within 75 miles of their intended place

of residence.

In order to phase in the 250-mile requirement, 50 percent of juveniles in BOP

custody shall be housed within 250 miles

of their families by September 30, 1998,

and 75 percent of such juveniles shall be

housed within 250 miles of their families by September 30, 1999. The 75- mile

requirement shall take effect

immediately.

A ìcompelling reasonî shall include a

determination by the sentencing court

or by BOP that the interests of justice or

of the juvenile would be better served

by housing the juvenile farther from his

or her family or, in the case of the 75-

mile requirement, in a non-communitybased facility.

Human Resource

Management

Objective 2.01

Administer a recruitment program which

focuses on the objectives identified in

the Affirmative Action Plans, while targeting hard-to-fill positions and wage

grade positions.

Objective 2.02

Monitor management (institution department head) vacancies for all disciplines

Strategic Planning Objectives for FY 2000
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to ensure sufficient pools of qualified

staff are available to fill managerial positions.

Objective 2.03

Establish, educate, and maintain a diverse work force at every level of the

agency that works together in harmony

and is able to communicate with and effectively manage a demographically diverse inmate population.

Objective 2.05

Evaluate, develop/modify, and deliver

training programs to meet the evolving

organizational needs of the agency.

Objective 2.06

Implement Executive Order 12871, Labor Management Partnership at all Bureau of Prisons facilities in accordance

with guidelines established by the National Partnership Council.

Objective 2.08

Eliminate all instances of sexual harassment and inappropriate staff sexual behavior from the workplace.

Security and Facility

Management

Objective 3.01

Increase staff and inmate awareness of,

and compliance with, methods and practices currently used to control the spread

of infectious diseases.

Objective 3.02

This objective involves ongoing efforts

either to complete projects for which

funds have already been allocated or to

complete already identified Life Safety

recommendations. The two initiatives

are being pursued as one objective because they need to be viewed as being

equally important.

A) During FY 99, complete at least 90

percent of the line item projects identified in the B&F Line Item Report which

regions previously had indicated would

be completed prior to or by the end of

FY 97.

B) Increase the completion rate to 99

percent for all Life Safety recommendations (5,976) identified prior to FY 93.

Objective 3.03

Maintain an effective Crisis Management Program through the training of all

Bureau of Prisons staff.

Objective 3.04

Increase staff and inmate involvement in

environmental concerns such as recycling, decreased toxic chemical use, hazardous waste reduction, and hazardous

chemical spill prevention by enhancing

programs. Continue to provide instruction and guidance to field locations on

the implementation of environmental

regulations and prevention of potential

violations.

Objective 3.06

The Bureau will seek compliance with

applicable disability laws and regulations by ensuring physical accessibility

to Bureau facilities and programs in all

new construction projects and in renovation projects of existing institutions:

by use and monitoring of physical ability testing for correctional workers, by

periodic training of new and current

employees to enhance staff recognition

and response to disability issues, and by

increasing the completion rate to 50 percent at each facility for all accessibility

projects funded prior to the end of FY

97.

Correctional Leadership

and Effective Public

Administration

Objective 4.01

The Bureau of Prisons will continue to

focus on reducing costs by utilizing the

most efficient and cost effective methods to perform every task. This will be

accomplished by reducing costs and ensuring good resource management for all

functions and programs. We will be able

to accomplish this through continued

emphasis on financial planning, analyzing workload and staffing requirements,

using consolidated and shared services,

increasing the use of technology, and refining the processes of the BOP.
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23

Objective 4.04

Establish an automated mechanism to

account for the number of inmate transfers, as well as the transportation costs

associated with those inmate transfers.

Objective 4.05

Reduce the average time it takes to issue

policy to 5 months for changes that do

not require rules and 11 months for

changes that do require rules.

Objective 4.07

By December 2000, reduce yearly Bureau Workersí Compensation chargeback costs by enhancing the Workersí

Compensation Program through policy

development and implementation, training, and case management.

Objective 4.08

Ensure information is protected and controlled through education and compliance with applicable security regulations

and policy.

Objective 4.09

The Federal Bureau of Prisons will strive

to maintain the highest integrity and ethical standards for its workforce. Through

increased training, appropriate discipline

and prosecution, and a thorough review

of operational procedures, sustained misconduct will be reduced for FY 99.

Objective 4.10

Eliminate the introduction of drugs and

drug paraphernalia into institutions

through the use of programs, technology,

and administrative and legal sanctions.

Objective 4.11

Support and protect all rights and interests of crime victims/witnesses in the

community and among correctional staff

and their families. Provide victims/witnesses with information regarding general correctional concerns and the

victim witness program policies and

procedures.

Inmate Programs and

Services

Objective 5.01

Provide productive work, education, occupational training and recreational activities which prepare inmates for employment opportunities and a successful reintegration upon release, and have

a clear correctional management purpose

which minimizes inmate idleness. Increase the participation of inmates in

community service to foster good community relations and decrease inmate

idleness.

Objective 5.02

Ensure community based transitional

drug services are available for 100 percent of the Residential/Unit based drug

treatment graduates. The quality of these

services shall be closely monitored and

evaluated.

Objective 5.03

Implement a Health Education, Disease

Screening, and Prevention Plan as a component of institution operations that encourages inmates to take responsibility

for personal behaviors that influence

their health, and by participation in

health maintenance and prevention

programs.

Objective 5.04

Provide for an efficient and effective plan

of health care delivery in the Federal

Bureau of Prisons utilizing system-wide

approaches that incorporate restructuring and innovative strategies such as

telemedicine, electronic health records,

and pre-certification.

Objective 5.05

In FY 99, provide residential drug abuse

treatment to all inmates with a substance

abuse problem (as defined by the Bureau

of Prisons), who volunteer for treatment.

Encourage treatment participation.

Objective 5.07

Implement the BOPís Agency Plan on the

Management of Female Offenders.
24

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Objective 5.09

Develop and implement plans to address

the special program needs of physically

disabled, chronically ill, mentally ill,

geriatric, and hospice patients.

Objective 5.10

Ensure reasonable opportunities exist for

all recognized faith groups.

Objective 5.11

Prevent inmates from engaging in or continuing criminal activity during incarceration through an enhanced emphasis

on training and intelligence gathering

(identification, detection, and

deterrence).

Objective 5.12

Develop and implement a centralized

and integrated ìDe-gangingî Program to

be initiated throughout the BOP during

FY 98.

Objective 5.14

ìRevitalizeî Unit Management through

a return to basics in various areas including the initial classification and program

review of inmates, the establishment of

meaningful programs for inmates, and

daily interaction/communication with

the inmate population.

Objective 5.15

Develop a strategy to activate FMC

Butner and FMC Devens with an anticipated additional inpatient capacity up

to 782 beds. With the activation of FMC

Butner and FMC Devens, implement a

plan for inpatient/outpatient stratification throughout the Bureau of Prisons.

Building Partnerships

Objective 6.01

Recognizing the cost and scarcity of

prison capacity as a resource, the BOP

will attempt to learn, as early as possible,

about Federal law enforcement initiatives

in order to estimate their impact on the

Federal prison population. Additionally,

the Bureau will provide its law enforcement partners, the Judiciary, the Sentencing Commission, and the Congress, information about the prospective impact

on prison resources of law enforcement

and legislative initiatives.

Objective 6.02

Engage community resources in the reintegration of offenders into the community through expansion of current institution volunteer programs as well as

draw upon new, non-traditional services.

Objective 6.04

The Federal Bureau of Prisons and the

National Institute of Corrections will

work together to build effective partnerships and linkages with Federal, State,

and local criminal justice/correctional

agencies and organizations. This cooperative effort would enhance systematic

processes to keep abreast of emerging

trends/issues, innovations, and changes

in corrections and related fields.
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25

While the primary business of

the Bureau of Prisons is

operating correctional facilities, certain administrative, support,

and policy functions are carried out by

the Central Office, six regional offices,

and two training centers.

Central Office

The Bureau of Prisons, which is a component of the U.S. Department of Justice,

has its headquarters, or Central Office,

at 320 First Street N.W., Washington, DC

20534. The Central Office is divided into

9 divisions and the National Institute of

Corrections.

The Administration Division develops

and administers the Bureauís budget,

oversees financial management, and is

responsible for the Bureauís capacity

planning initiatives, site selection activities, acquisition and construction of new

Bureau institutions, and facilities management programs.

The Community Corrections and Detention Division is responsible for the confinement of selected Federal offenders

in contract facilities, including community-based programs, detention centers,

juvenile facilities, State prisons, and local jails. The Division is responsible for

coordinating the implementation of the

Bureauís newly-acquired responsibility

for confining sentenced felony offenders from the District of Columbia. The

Divisionís National Office of Citizen

Participation promotes and coordinates

programs for citizen, inmate, and staff

volunteerism in Bureau institutions and

local communities.

The Correctional Programs Division

manages the correctional services and

security-related operations in Bureau institutions, as well as inmate case management, unit operations and management, religious programs, psychological

services, counseling programs, drug treatment programs, programs for special

needs offenders, inmate records management and sentence computation, and

Federal Witness Protection Program

implementation.

The Health Services Division manages

the health care programs of the Bureau

and ensures that Federal inmates receive

essential medical, dental, and psychiatric services. It is also responsible for the

Bureauís environmental and occupational

health services and food services.

The Human Resource Management Division is responsible for recruitment, selection, training, and development of Bureau

staff members, as well as employee pay

and position management, security and

background investigations, labor/management relations, diversity management, and

equal employment opportunity services.

The Industries, Education, and Vocational

Training Division oversees Federal

Prison Industries, also known by its trade

name UNICOR. UNICOR is a wholly

owned Government corporation that provides employment and training opportunities for inmates confined in Federal

correctional facilities. The division also

has managerial oversight of the Bureauís

education, recreation, and vocational

training programs.

The Information, Policy, and Public

Affairs Division is responsible for managing the Bureauís information resources,

research and evaluation programs, security technology programs, public affairs,

congressional affairs, and policy review.

The 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, and labor law.

The Program Review Division provides

review oversight for all programs and

operations of the Bureau through the development of strategic planning initiatives, and the administration of program

reviews to measure performance and

evaluate the strength of internal control

systems and compliance with laws, regulations, and standards.

Regional Offices

The Bureau of Prisons has six regional

offices, which directly oversee the operations of the facilities within their respective regions of the country.

Staff in a regional office include a

regional director and deputy regional

director, as well as administrators in such

Bureau of Prisons Offices
26

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areas as human resource management,

education, health services, financial management, unit/case management, correctional services, psychology services,

chaplaincy services, facilities development and operations, legal services, computer services, inmate systems, safety,

food service, and community corrections.

The staff maintain close contact with

institution staff in all facets of Bureau

operations.

Regional office staff provide management and technical assistance to institution and community corrections personnel. They conduct workshops, conferences, and 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.

The following is a list of the six regional

offices and their addresses.

Mid-Atlantic Regional Office

10010 Junction Drive, Suite 100-N

Annapolis Junction, Maryland 20701

301-317-3100 Fax: 301-317-3119

North Central Regional Office

Gateway Complex Tower II, 8th Floor

4th and State Avenue

Kansas City, Kansas 66101-2492

913-621-3939 Fax: 913-551-1130

Northeast Regional Office

U.S. Custom House, 7th Floor

2nd and Chestnut Streets

Philadelphia, Pennsylvania 19106

215-597-6317 Fax: 215-597-1893

South Central Regional Office

4211 Cedar Springs Road, Suite 300

Dallas, Texas 75219

214-767-9700 Fax: 214-767-5059

Southeast Regional Office

3800 Camp Creek Parkway, SW.

Building 2000

Atlanta, Georgia 30331-6228

678-686-1200 Fax: 678-686-1229

Western Regional Office

7950 Dublin Boulevard, 3rd Floor

Dublin, California 94568

925-803-4700 Fax: 925-803-4802

Staff Training Centers

Staff training is an integral part of

Bureau of Prisons staff development.

Introductory training is conducted at the

Bureauís Staff Training Academy in

Glynco, Georgia; specialized professional training is conducted at the Management and Specialty Training Center

in Aurora, Colorado, as well as the Staff

Training Academyís Specialty Training

Center in Artesia, New Mexico.

National Institute of

Corrections

The National Institute of Corrections

(NIC) provides technical assistance,

training, and information to State and local correctional agencies throughout the

country. NIC has four divisions (Jails,

Prisons, Community Corrections, and

Academy) and it operates a clearinghouse

known as the NIC Information Center.

NIC provides training to State and local

correctional personnel and to Bureau employees at its Academy in Longmont,

Colorado.

NIC Headquarters

Prisons Division/Community

Corrections Division

320 First Street, NW.

Washington, DC 20534

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

NIC Jails Division/Academy

1960 Industrial Circle

Longmont, Colorado 80501

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

NIC Information Center

1860 Industrial Circle, Suite A

Longmont, Colorado 80501

800-877-1461 Fax: 303-682-0558
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27

This section provides a brief profile of each of the 96 institutions

that the Bureau operated as of

September 30, 1999 (94 of those institutions housed inmates; the other 2 provided

shared services to correctional complexes).

A number of categories of information are

provided for each currently operating facility.

Security Level

The Bureau operates institutions of several different security levels to house a

broad spectrum of offenders in an appropriate manner. Security levels are based

on such features as the presence of external patrols, gun towers, security barriers, or detection devices; the type of housing within the institution; internal security features; and the staff-to-inmate

ratio. Each facility is placed in one of five

groupsóminimum, low, medium, high,

and administrative.

Minimum-Security

Minimum-security institutions, also known

as Federal Prison Camps (FPCís), have

dormitory housing, a relatively low staffto-inmate ratio, and no fences. These institutions are work- and program-oriented,

and many are located adjacent to larger institutions or on military bases, where inmates help serve the labor needs of the

larger institution or the base.

Low-Security

Low-security Federal Correctional Institutions (FCIís) have double-fenced perimeters, mostly dormitory housing, and strong

work and program components. The staffto-inmate ratio in these institutions is higher

than in minimum-security facilities.

Medium-Security

Medium-security FCIís have strengthened

perimeters (often double fences with electronic detection systems), cell-type housing, a wide variety of work and treatment

programs, an even higher staff-to-inmate

ratio than low-security FCIís, and even

greater internal controls.

High-Security

High-security institutions, also known as

United States Penitentiaries (USPís),

have highly secure perimeters (featuring

walls or reinforced fences), multipleand single-occupant cell housing, the

highest staff-to-inmate ratio, and close

control of inmate movement.

Administrative

Administrative facilities are institutions

with special missions, such as the detention of pretrial or noncitizen offenders,

the treatment of inmates with serious or

chronic medical problems, or the containment of extremely dangerous, violent,

or escape prone inmates. Administrative

facilities include Metropolitan Correctional Centers (MCCís), Metropolitan

Detention Centers (MDCís), Federal

Detention Centers (FDCís), and Federal

Medical Centers (FMCís), as well as the

Medical Center for Federal Prisoners

(MCFP) and the AdministrativeMaximum (ADX) U.S. Penitentiary.

Administrative facilities are capable of

holding inmates in all security categories.

Correctional Complexes

A number of BOP institutions are parts

of Federal Correctional Complexes

(FCCís). At FCCís, which the Bureau

began constructing in the late 1980ís, institutions with several different missions

and security levels are located in close

proximity to one another. With institutions grouped in this way, FCCís increase

cost-efficiency through the sharing of services, enable staff to gain experience at

institutions of many security levels, and

enhance emergency preparedness by having additional resources close by.

Intensive Confinement Centers

The BOP operates three ìshock incarcerationî or Intensive Confinement Center

(ICC) programs for minimum-security

nonviolent offenders with no significant

history of prior incarceration. Similar to

military-style ìboot camps,î ICCís feature physical training, labor-intensive

work assignments, education, vocational

training, substance abuse treatment, and

life skills programs in a highly-structured,

no-frills environment. ICC graduates are

permitted to serve the remainder of their

sentences in community-based programs.

Capacity

Capacity refers to the number of inmates

the institution is designed to hold.

Population

Population refers to the number of

inmates the institution actually held on

September 30, 1999.

Staff

Staff refers to the actual number of

employees at an institution on

September 30, 1999.

For more information on a particular

facility, contact that facility or the Bureau of Prisons Office of Public Affairs

at 202-307-3198.

Bureau of Prisons Facilities
ALDERSON

CUMBERLAND

PETERSBURG

BECKLEY

ASHLAND 

LEXINGTON 

MANCHESTER 

MORGANTOWN 

LORETTO 

SCHUYLKILL 

LEWISBURG 

McKEAN 

ALLENWOOD

FORT DIX

FAIRTON

NEW YORK AND BROOKL

DANBURY OTISVILLE 

RAYBROOK

MILAN 

SEYMOUR JOHNSON 

BUTNER 

ESTILL 

JESUP 

ATLANTA 

COLEMAN

CHICAGO 

DULUTH 

GREENVILLE 

GU

EGLIN TALLAHASSEE MARIANNA

MARION 

MEMPHIS

MIAMI 

MONTGOMERY 

OXFORD

TALLADEGA

TERRE HAUTE 

PEKIN

SANDSTONE 

WASECA 

SPRINGFIELD

ROCHESTER

YANKTON

LEAVENWORTH 

FLORENCE

ENGLEWOOD

OKLAHOMA

 CITY EL RENO 

NELLIS

SHERIDAN

FORT WORTH AND CARSWELL SEAGOVILLE

TEXARKANA 

THREE RIVERS 

TUCSON

SAN DIEGO

SAFFORD

PHOENIX

LOS ANGELES

EL PASO

 DUBLIN

BRYAN 

BORON

BIG SPRING

BASTROP 

OAKDALE 



TERMINAL ISLAND

LA TUNA

PENSACOLA 

BEAUMONT 

ELKTON 

FORREST 

CITY

YAZOO CITY 

SEATAC

EDGEFIELD

DEVENS
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29

FPC Alderson

Glen Ray Road, Box B

Alderson, West Virginia

24910

304-445-2901

Fax: 304-445-2675

Mid-Atlantic Region

Security level: Minimum/

Female.

Judicial District: Southern

West Virginia.

Capacity: 838.

Population: 924.

Staff: 179.

Location: In the foothills of the

Allegheney Mountains, 270 miles

southwest of Washington, DC, 12

miles south of Interstate 64, off

State Highway 3. The area is

served by airports in Lewisburg

and Beckley, as well as Roanoke,

Virginia. It is also served by

Amtrak and commercial bus lines.

FPC Allenwood

P.O. Box 1000

1049 Camp Lane

Montgomery,

Pennsylvania 17752

570-547-1641

Fax: 570-547-1504

Northeast Region

Security level: Minimum/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 567.

Population: 722.

Staff: 119.

Location: 200 miles north of

Washington, DC, and 7 miles

south of Williamsport, Pennsylvania. The area is served by

the Williamport-Lycoming

County Airport and commercial bus lines.

FCI Allenwood

(Low)

P.O. Box 1500

White Deer,

Pennsylvania 17887

570-547-1990

Fax: 570-547-0342

Northeast Region

Security level: Low/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 992.

Population: 1,302.

Staff: 223.

Location: 197 miles north of

Washington, DC, and 11 miles

south of Williamsport, Pennsylvania, 2 miles north of

Allenwood, on U.S. Route15.

The area is served by the

Williamsport-Lycoming County

Airport and commercial bus

lines.

FCI Allenwood

(Medium)

P.O. Box 2500

White Deer,

Pennsylvania 17887

570-547-7950

Fax: 570-547-7751

Northeast Region

Security level: Medium/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 841.

Population: 1,189.

Staff: 301.

Location: See FCI Allenwood

(Low).

USP Allenwood

P.O. Box 3500

White Deer,

Pennsylvania 17887

570-547-0963

Fax: 570-547-0983

Northeast Region

Security level: High/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 640.

Population: 989.

Staff: 377.

Location: See FCI Allenwood

(Low).

ALLENWOOD ï

ï ALDERSON

ALLENWOOD ï

ALLENWOOD ï

ALLENWOOD ï
30

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FCI Ashland

P.O. Box 888

Ashland, Kentucky

41105-0888

606-928-6414

Fax: 700-358-8552

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Kentucky.

Capacity: FCI: 662, Camp: 296.

Population: FCI: 1,098, Camp: 255.

Staff: 318.

USP Atlanta

601 McDonough Blvd., SE.

Atlanta, Georgia 30315-0182

404-635-5100

Fax: 404-331-2137

Southeast Region

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

Male Camp).

Judicial District: Northern

Georgia.

Capacity: USP: 1,429, Camp: 488.

Population: USP: 1,977, Camp: 476.

Staff: 690.

Location: In the highlands of

northeastern Kentucky, 125

miles east of Lexington and 5

miles southwest of Ashland. Off

State Route 716, 1 mile west of

U.S. 60.

Location: In the southeast

quarter of Atlanta, at the

junction of Boulevard and

McDonough Boulevard. Off

Interstate 20 (Exit 26) or

Interstate 285 (Exit 39). The

area is served by the Hartsfield

International Airport, Amtrak,

and commercial bus lines.

FCI Bastrop

Box 730

Highway 95

Bastrop, Texas 78602

512-321-3903

Fax: 512-304-0117

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Western Texas.

Capacity: FCI: 719, Camp: 122.

Population: FCI: 1,125, Camp: 147.

Staff: 254.

Location: 30 miles southeast of

Austin, 8 miles south of Elgin,

and 8 miles north of Bastrop.

Off Highway 95. The area is

served by the Robert Mueller

Municipal Airport in Austin

(27 miles from the facility).

BASTROP ï

ASHLAND ï

ï ATLANTA

FCI Beaumont

(Low)

P.O. Box 26025

4550 Hebert Road

Beaumont, Texas 77720

409-727-8172

Fax: 409-626-3500

South Central Region

BEAUMONT ï

Security Level: Low/Male.

Judicial District: Eastern Texas.

Capacity: 1,536.

Population: 1,802.

Staff: 203.

Location: In the southeast Texas

Gulf coast, about an hour away

from Houston. Off U.S. 10. The

street address is: Route 4, Box

5000, Hebert Road, 77705. The

area is served by the Southeast

Texas Regional Airport, Amtrak,

and commercial bus lines.

Location: See FCC Beaumont

(Administrative).

FCC Beaumont

(Administrative)

P.O.Box 26015

4550 Hebert Road

Beaumont, Texas 77705

409-727-8187

Fax: 409-626-3401

South Central Region

FCC Beaumontís administrative

facility provides various administrative services to the Beaumont

Complex.

Staff: 224.

BEAUMONT ï
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31

FPC Boron*

P.O. Box 500

Boron, California 93596

760-762-5161

Fax: 760-762-6230

Western Region

Security Level: Minimum/

Male.

Judicial District: Central

California.

Capacity: 324.

Population: 203.

Staff: 87.

Location: In the Mojave Desert,

37 miles west of Barstow and 75

miles north of San Bernardino.

On State Highway 395, 6 miles

north of Kramer Junction. The

area is served by airports in

Ontario/San Bernardino and

Los Angeles, as well as Amtrak

and commercial bus lines.

BORON ï

FCI Beckley

P.O. Box 1280

Beaver, West Virginia

25813

304-252-9758

Fax: 304-256-4956

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

West Virginia.

Capacity: FCI: 1,152, Camp: 384.

Population: FCI: 1,671, Camp: 350.

Staff: 369.

Location: Approximately 51

miles southeast of Charleston,

West Virginia; and 136 miles

northeast of Roanoke, Virginia.

The institutionís street address is

1600 Industrial Park Road. The

area is served by airports in

Charleston and Beckley, Amtrak,

and commercial bus lines.

FCI Big Spring

1900 Simler Avenue

Big Spring, Texas

79720-7799

915-263-6699

Fax: 915-268-6860

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern Texas

Capacity: FCI: 468, Camp: 144.

Population: FCI: 1,023, Camp: 163.

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. Highway 80. The

area is served by Midland/

Odessa Airport, a small municipal airport, and commercial bus

lines.

ï BIG SPRING

ï A TLANTA BECKLEY

USP Beaumont

P.O. Box 26035

4550 Hebert Road

Beaumont, Texas 77720

409-727-8188

Fax: 409-626-3700

South Central Region

BEAUMONT ï

Security Level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Texas.

Capacity: USP: 960, Camp: 350.

Population: USP: 1,531, Camp: 345.

Staff: 286.

Location: See FCC Beaumont

(Administrative).

FCI Beaumont

(Medium)

P.O. Box 26045

4550 Hebert Road

Beaumont, Texas 77720

409-727-0101

Fax: 409-720-5000

South Central Region

BEAUMONT ï

Security Level: Medium/Male.

Judicial District: Eastern Texas.

Capacity: 1,152.

Population: 1,306.

Staff: 198.

Location: See FCC Beaumont

(Administrative).

* Will be deactivated in January 2000.
32

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FMC Carswell

P.O. Box 27066

ìJî Street, Building 3000

Fort Worth, Texas 76127

817-782-4000

Fax: 817-782-4875

South Central Region

Security level: Administrative/

Female (adjacent Minimum/

Female Camp).

Judicial District: Northern Texas.

Capacity: FMC: 833, Camp: 148.

Population: FMC: 969, Camp: 226.

Staff: 405.

Location: In the northeast corner

of the Naval Air Station, Joint

Reserve Base, 1 mile from

Highway 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.

ï CARSWELL

FCI Butner

(Medium)

P.O. Box 1000

Butner, North Carolina

27509

919-575-4541

Fax: 919-575-6341

Mid-Atlantic Region

FCI Butner (Low)

P.O. Box 999

Butner, North Carolina

27509

919-575-5000

Fax: 919-575-5023

Mid-Atlantic Region

Security level: Medium/

Administrative/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

North Carolina.

Capacity: FCI: 513, Camp: 296.

Population: FCI: 785, Camp: 289.

Staff: 380.

Location: Near the Research

Triangle area of Durham,

Raleigh, and Chapel Hill, 5

miles off Interstate 85 on old

Highway 75. The area is

served by the Raleigh-Durham

Airport, Amtrak, and commercial bus lines.

Location: see FCI Butner

(Low).

Security level: Low/Male.

Judicial District: Eastern

North Carolina.

Capacity: 992.

Population: 1,296.

Staff: 238.

BUTNER ï

BUTNER ï

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, Texas 777805-2197

409-823-1879

Fax: 409-775-5681

South Central Region

Security level: Minimum/Female

(adjacent Minimum/Female

Intensive Confinement Center).

Judicial District: Southern Texas.

Capacity: FPC: 720, ICC: 82.

Population: FPC: 725, ICC: 127.

Staff: 151.

Location: 95 miles north of

Houston and 165 miles south of

Dallas. In the town of Bryan at

the intersection of Ursuline

Avenue and 23d Street. The

area is served by Easterwood

Airport in College Station, as

well as by commercial bus

lines.

BRYAN ï

MDC Brooklyn

100 29th Street

Brooklyn, New York 11232

Phone: 718-832-1039

Fax: 718-832-4225

Northeast Region

Security level: Administrative/

Male/Female.

Judicial District: Eastern

New York.

Capacity: 564.

Population: 1,231.

Staff: 355.

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 ï
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33

FCI Cumberland

14601 Burbridge Road, SE.

Cumberland, Maryland

21502-8771

301-784-1000

Fax: 301-784-1008

Mid-Atlantic Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Maryland.

Capacity: FCI: 768, Camp: 256.

Population: FCI: 1,172, Camp: 255.

Staff: 308.

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.

FCI Coleman

(Medium)

846 NE. 54th Terrace

Coleman, Florida

33521-8997

352-330-3200

Fax: 352-330-0552

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Middle Florida.

Capacity: Medium: 1,146,

Camp: 512.

Population: Medium: 1,616,

Camp: 430.

Staff: 251.

CUMBERLAND ï

Location: see FCC Coleman

(Administrative).

COLEMAN ï

FCI Coleman

(Low)

846 NE. 54th Terrace

Coleman, Florida

33521-8999

352-330-3100

Fax: 352-330-0259

Southeast Region

Security level: Low/Male.

Judicial District: Middle

Florida.

Capacity: 1,536.

Population: 1,802.

Staff: 200.

Location: In central Florida,

approximately 50 miles northwest of Orlando, 60 miles

northeast of Tampa, and 35

miles south of Ocala. The

Complex is located south of the

town of Coleman, off Highway

301 on State Road 470 in

Sumter County.

COLEMAN ï

COLEMAN ï

FCC Coleman

(Administrative)

846 NE. 54th Terrace

Coleman, Florida

33521-8999

352-330-3003

Fax: 352-330-0653

Southeast Region

Location: see FCC Coleman

(Administrative).

FCC Colemanís administrative

facility provides various administrative services to the Coleman

Complex.

Staff: 201.

MCC Chicago

71 West Van Buren

Chicago, Illinois 60605

312-322-0567

Fax: 312-322-0565

North Central Region

Security level: Administrative/

Male/Female.

Judicial District: Northern

Illinois.

Capacity: 411.

Population: 756.

Staff: 222.

Location: In downtown Chicago, at the intersection of Clark

and Van Buren Streets. The area

is served by Midway and OíHare

Airports, Amtrak, and commercial bus lines.

ï CHICAGO
34

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FPC Duluth

6902 Airport Road

P.O. Box 1400

Duluth, Minnesota 55814

218-722-8634

Fax: 218-733-4701

North Central Region

Security level: Minimum/Male.

Judicial District: Minnesota.

Capacity: 881.

Population: 575.

Staff: 106.

Location: On the southwestern

tip of Lake Superior, halfway

between Minneapolis-St. Paul

and the U.S.-Canadian border.

7 miles north of Duluth, off

Highway 53 at Stebner Road.

The area is served by Duluth

International Airport and

commerical bus lines.

DULUTH ï

FCI Dublin

8th StreetóCamp Parks

Dublin, California 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.

Capacity: FCI: 810, Camp: 299.

Population: FCI: 1,148, Camp: 321.

Staff: 275.

Location: 20 miles southeast of

Oakland. Off Interstate 580

(Hopyard/Dougherty Road exit,

proceed east to the Camp Parks

Army Base). The area is served

by the San Francisco and

Oakland airports and by

commercial bus lines.

DUBLIN ï

FCI Edgefield

501 Gary Hill Road

P.O. Box 723

Edgefield, South Carolina

29824

803-637-1500

Fax: 803-637-9840

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: South Carolina.

Capacity: FCI: 960, Camp: 256.

Population: FCI: 1,380, Camp:

276.

Staff: 409.

Location: On the border of

South Carolina and Georgia,

northeast of Augusta. The FCI is

located approximately 30 miles

northeast of I-20, on Highway

25. The area is served by

airports in Augusta, Georgia,

and Columbia, South Carolina.

ï EDGEFIELD

FCI Danbury

Route 37

33 1/2 Pembroke Road

Danbury, Connecticut

06811-3099

203-743-6471

Fax: 203-312-5110

Northeast Region

Security level: Low/Female

(adjacent Minimum/Female

Camp).

Judicial District: Connecticut.

Capacity: FCI: 508, Camp: 178.

Population: FCI: 959, Camp: 191.

Staff: 278.

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.

ï DANBURY

FMC Devens

P.O. Box 879

Ayer, Massachusetts 01432

978-796-1000

978-796-1037

Northeast Region

Security level: Administrative/

Male (adjacent Minimum/Male

Camp).

Judicial District: Massachusetts.

Capacity: FMC: 564,* Camp:

40.

Population: FMC: 548, Camp: 35.

Staff: 344.

Location: In north central

Massachusetts, approximately

39 miles west of Boston and 20

miles north of Worchester 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.

ï DEVENS

* This facility is currently being activated. When fully operational, FMC Devens will have a

capacity of 986, and the Camp will have a capacity of 124.
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35

FCI Elkton

8730 Scroggs Road

P.O. Box 89

Elkton, Ohio 44415

330-424-7448

Fax: 330-424-7075

Mid-Atlantic Region

ELKTON ï

Security level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern Ohio.

Capacity: FCI: 1,536, Camp: 256.

Population: FCI: 1,826, Camp: 302.

Staff: 320.

Location: In Northeastern Ohio,

less than an hour from Pittsburgh, Youngstown, and

Canton. The area is served by

the international airport in

Pittsburgh and regional airports

in Youngstown and Canton,

Amtrak, and commercial bus

lines.

FCI Englewood

9595 West Quincy Avenue

Littleton, Colorado 80123

303-985-1566

Fax: 303-763-2553

North Central Region

Security level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: Colorado.

Capacity: FCI: 476, Camp: 111.

Population: FCI: 881, Camp: 104.

Staff: 336.

Location: 15 miles southwest

of Denver, off Interstate 285.

The area is served by the

Denver International Airport,

Amtrak, and commercial bus

lines.

ï ENGLEWOOD

FCI El Reno

P.O. Box 1000

Highway 66 West

El Reno, Oklahoma

73036-1000

405-262-4875

Fax: 405-262-6266

South Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Western

Oklahoma.

Capacity: FCI: 820, Camp: 216.

Population: FCI: 1,204, Camp: 232.

Staff: 381.

Location: 30 miles west of

Oklahoma City. From Interstate

40, take exit 119 (Old Highway

66). Proceed 1.5 miles to the

institution on the right. The

area is served by Will Rogers

World Airport in Oklahoma

City.

ï EL RENO

FPC Eglin

Federal Prison Camp

P.O. Box 600

Eglin AFB, Florida 32542-

7606

850-882-8522

Fax: 850-729-8261

Southeast Region

Security level: Minimum/Male.

Judicial District: Northern

Florida.

Capacity: 800.

Population: 765.

Staff: 130.

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.

FPC El Paso

P.O. Box 16300

SSG Sims Road, Bldg. 11636

El Paso, Texas 79906-0300

915-566-1271

Fax: 915-724-3432

South Central Region

Security level: Minimum/Male.

Judicial District: Western Texas.

Capacity: 308.

Population: 195.

Staff: 51.

Location: On Fort Bliss, about

15 miles northeast of downtown

El Paso via Interstate 54. The

city of El Paso is located on the

southwest border of Texas near

New Mexico and Mexico. The

area is served by El Paso

International Airport, Amtrak,

and commercial bus lines.

ï EGLIN

ï EL PASO
36

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FCI Florence

P.O. Box 6500

Florence, Colorado 81226

719-784-9100

Fax: 719-784-9504

North Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Colorado.

Capacity: FCI: 840, Camp: 416.

Population: FCI: 1,232, Camp: 309.

Staff: 322.

Location: See ADX Florence.

USP Florence

P.O. Box 7500

Florence, Colorado 81226

719-784-9454

Fax: 719-784-5150

North Central Region

Security level: High/Male.

Judicial District: Colorado.

Capacity: 640.

Population: 982.

Staff: 347.

Location: See ADX Florence.

ï FLORENCE

ï FLORENCE

ADX Florence

P.O. Box 8500

Florence, Colorado 81226

719-784-9464

Fax: 719-784-5290

North Central Region

Security level: Administrative/

Male.

Judicial District: Colorado.

Capacity: 490.

Population: 356.

Staff: 333.

Location: The instituion is located

on State Highway 67, 90 miles

south of Denver, 45 miles south of

Colorado Springs, and 40 miles

west of Pueblo. The area is served

by airports in Denver, Colorado

Springs, and Pueblo; Amtrak in

Denver and Colorado Springs; and

commerical bus lines.

ï FLORENCE

FCI Estill

100 Prison Road

P.O. Box 699

Estill, South Carolina 29918

803-625-4607

Fax: 803-625-3139

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: South Carolina.

Capacity: FCI: 768, Camp: 256.

Population: FCI: 1,078, Camp: 238.

Staff: 315.

Location: In Hampton County,

off State Road 321, about 3

miles south of Estill. The area is

served by air and rail in Savannah, Georgia, and Charleston,

South Carolina. The area is

served directly by commercial

bus service.

FCI Fairton

P.O.Box 280

Fairton, New Jersey 08320

856-453-1177

Fax: 856-453-4186

Northeast Region

Security level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: New Jersey.

Capacity: FCI: 849, Camp: 65.

Population: FCI: 1,186, Camp: 87.

Staff: 335.

Location: 50 miles southeast of

Philadelphia and 40 miles west of

Atlantic City. Off Interstate 55, at

655 Fairton-Millville Road. The

area is served by airports in

Philadelphia, Atlantic City, and

Millville; Amtrak in Philadelphia

and Atlantic City; and commercial bus service.

ï ESTILL

FAIRTON ï
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37

MDC Guaynabo

P.O. Box 2146

San Juan, Puerto Rico

00922

787-749-4480

Fax: 787-775-7824

Southeast Region

Security level: Administrative/

Male/Female.

Judicial District: Puerto Rico,

U.S. Virgin Islands.

Capacity: 897.

Population: 1,118.

Staff: 282.

Location: 6 miles west of San

Juan, Puerto Rico, off Highway

22 at the intersection of Roads

165 and 28. The area is served

by San Juan International

Airport.

ï

GUAYNABO

FMC Fort Worth

3150 Horton Road

Fort Worth, Texas 76119-

5996

817-534-8400

Fax: 817-413-3350

South Central Region

Security level: Administrative/

Male.

Judicial District: Northern Texas.

Capacity: 1,132.

Population: 1,505.

Staff: 408.

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.

FCI Greenville

P.O. Box 4000,

100 U.S. Route 40

Greenville, Illinois 66246

618-664-6200

Fax: 618-664-6372

North Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Illinois.

Capacity: FCI: 752, Camp: 256.

Population: FCI: 1,160, Camp: 259.

Staff: 296.

Location: Approximately 43

miles east of downtown St.

Louis, Missouri, and 63 miles

from Springfield, Illinois. The

area is served by airports in

St. Louis, Greenville, and

Vandalia; Amtrak service in

Alton and St. Louis; and

commercial bus service in

Vandalia.

ï FORT WORTH

ï GREENVILLE

FORREST CITY

FCI Fort Dix

P.O. Box 38

Fort Dix, New Jersey 08640

609-723-1100

Fax: 609-723-6847

Northeast Region

Security level: Low/Male.

Judicial District: New Jersey.

Capacity: 3,331.

Population: 3,824.

Staff: 621.

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.

ï

FCI Forrest City

P.O. Box 7000

Forrest City, Arkansas 72336

870-630-6000

Fax: 870-630-6250

South Central Region

ï

Security level: Low/Male

(adjacent Minimum/Male

Camp).

Judicial District: Eastern

Arkansas.

Capacity: FCI: 1,536, Camp: 128.

Population: FCI: 1,860, Camp: 189.

Staff: 308.

Location: In eastern Arkansas,

between Little Rock (85 miles

west) and Memphis (45 miles

East), and near Interstate 40.

The area is served by air and

rail in Memphis, and Forrest

City is directly served by

commercial bus lines.

FORT DIX
38

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USP Lewisburg

R.D. #5

Lewisburg, Pennsylvania

17837

570-523-1251

Fax: 570-522-7745

Northeast Region

Security level: High/Male

(adjacent Minimum/Male Camp &

Intensive Confinement Center).

Judicial District: Middle

Pennsylvania.

Capacity: USP: 678, Camp: 352,

ICC: 240.

Population: USP: 997,

Camp: 252, ICC: 109.

Staff: 564.

Location: In central Pennsylvania, outside the town of

Lewisburg, 200 miles north of

Washington, DC, and 170 miles

west of Philadelphia. 6 miles

south of Interstate 80, 2 miles

off U.S. Route 15. The area is

served by Williamsport Airport.

FMC Lexington

3301 Leestown Road

Lexington, Kentucky 40511

606-255-6812

Fax: 606-253-8821

Mid-Atlantic Region

Security Level: Administrative/

Male (adjacent Minimum/Female

Camp).

Judicial District: Eastern Kentucky.

Capacity: FMC: 1,106, Camp: 193.

Population: FMC: 1,609, Camp: 216.

Staff: 528.

Location: 7 miles north of

Lexington on U.S. Highway

421. The area is served by Blue

Grass Field Airport and commercial bus service.

LEXINGTON ï

LEWISBURG ï

USP Leavenworth

1300 Metropolitan

Leavenworth, Kansas 66048

913-682-8700

Fax: 913-682-0041

North Central Region

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Kansas.

Capacity: USP: 1,197. Camp: 414.

Population: USP: 1,795, Camp: 460.

Staff: 538.

Location: 25 miles north of

Kansas City. On Highway 73.

The area is served by Kansas

City International Airport (15

miles from the facility).

ï LEAVENWORTH

FCI Jesup

2600 Highway 301 South

Jesup, Georgia 31599

912-427-0870

Fax: 912-427-1125

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Georgia.

Capacity: FCI: 744, Camp: 508.

Population: FCI: 1,070, Camp: 532.

Staff: 320.

Location: In southeast Georgia

on Route 301, 65 miles

southwest of Savannah, 40

miles northwest of Brunswick,

and 105 miles northwest of

Jacksonville, Florida. The area

is served by airports in Jacksonville, Savannah, and

Brunswick and by Amtrak.

ï

JESUP

FCI La Tuna

P.O. Box 1000

8500 Doniphan

Anthony, New MexicoTexas 88021

915-886-3422

Fax: 915-886-4951

South Central Region

Security level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Western Texas.

Capacity: FCI: 556, Camp: 246.

Population: FCI: 1,120, Camp: 204.

Staff: 296.

Location: On the Texas and New

Mexico border, 12 miles north

of the city limits of El Paso, off

Interstate 10, on State Highway

20. The area is served by El

Paso International Airport,

Amtrak, and commercial bus

lines.

ï LA TUNA

JESUP
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39

FCI Manchester

P.O. Box 3000

Manchester, Kentucky 40962

606-598-1900

Fax: 606-599-4115

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Kentucky.

Capacity: FCI: 744, Camp: 512.

Population: FCI: 1,134, Camp: 443.

Staff: 327.

Location: 75 miles south of

Lexington on Interstate 75, and

20 miles east of London on the

Daniel Boone Parkway. On

Route 8 (Fox Hollow Road),

off State Highway 421. The

area is served by airports in

Lexington, Kentucky, and

Knoxville, Tennessee.

MANCHESTER ï

FCI Lompoc

3600 Guard Road

Lompoc, California 93436

805-736-4154

Fax: 805-736-7163

Western Region

Security level: Low/Male (adjacent

Intensive Confinement Center).

Judicial District: Central

California.

Capacity: FCI: 472; ICC: 200.

Population: FCI: 811; ICC:137.

Staff: 234.

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.

FCI Loretto

P.O. Box 1000

Loretto, Pennsylvania 15940

814-472-4140

Fax: 814-472-6046

Northeast Region

Security level: Low/Male

(adjacent Minimum/Male

Camp).

Judicial District: Western

Pennsylvania.

Capacity: FCI: 473, Camp: 93.

Population: FCI: 758, Camp: 94.

Staff: 219.

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.

MDC Los Angeles

535 N. Alameda Street

Los Angeles, California

90012

213-485-0439

Fax: 213-253-9520

Western Region

Security level: Administrative/

Male/Female.

Judicial District: Central

California.

Capacity: 728.

Population: 940.

Staff: 272.

Location: In downtown Los

Angeles, off the Hollywood

Freeway (Highway 101) on the

corner of Alameda and Aliso

Streets. The area is served by

Los Angeles International

Airport, Amtrak, and commercial bus service.

USP Lompoc

3901 Klein Boulevard

Lompoc, California 93436

805-735-2771

Fax: 805-737-0295

Western Region

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Central California.

Capacity: USP: 1,035, Camp: 276.

Population: USP: 1,579, Camp: 281.

Staff: 500.

ï LOMPOC

ï LORETTO

ï LOS ANGELES

Location: See FCI Lompoc.

ï LOMPOC
40

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FCI Memphis

1101 John A. Denie Road

Memphis, Tennessee 38134-

7690

901-372-2269

Fax: 901-380-2462

Mid-Atlantic Region

Security level: Medium/Male

(satellite Minimum/Male Camp).

Judicial District: Western

Tennessee.

Capacity: FCI: 597, Camp: 296.

Population: FCI: 912, Camp: 278.

Staff: 349.

Location: In the northeast

section of Memphis near the

intersection of Interstate 40 and

Sycamore View Road. The area

is served by Memphis International Airport, Amtrak, and

commercial bus lines.

ï MEMPHIS

FCI Miami

15801 S.W. 137th Ave.

Miami, Florida 33177

305-259-2100

Fax: 305-259-2160

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Florida.

Capacity: FCI: 586, Camp: 260.

Population: FCI: 890, Camp: 321.

Staff: 292.

Location: In the southwest

section of Dade county, 30 miles

from downtown Miami. Off the

Florida Turnpike (Homestead

Extension, 152nd Street exit, 2.5

miles to 137th Street [south]).

The area is served by Miami

International Airport, Amtrak,

and commercial bus lines.

MIAMI ï

FCI McKean

P.O. Box 5000

Bradford, Pennsylvania

16701

814-362-8900

Fax: 814-363-6822

Northeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Western

Pennsylvania.

Capacity: FCI: 784, Camp: 292.

Population: FCI: 1,085, Camp: 237.

Staff: 315.

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 Airport and

Bradford Airport.

ï MCKEAN

USP Marion

4500 Prison Road

P.O. Box 2000

Marion, Illinois 62959

618-964-1441

Fax: 618-964-1895

North Central Region

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Illinois.

Capacity: USP: 482, Camp: 310.

Population: USP: 270, Camp:

283.

Staff: 478.

Location: 300 miles from

Chicago, 120 miles from St.

Louis, 9 miles south of

Marion. Off I-57 via Highway

148 north, east on Little Grassy

Road. The area is served by the

Williamson County Airport.

MARION ï

FCI Marianna

3625 FCI Road

Marianna, Florida 32446

850-526-2313

Fax: 850-482-6837

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Northern Florida.

Capacity: FCI: 805, Camp: 296.

Population: FCI: 1,112, Camp: 324.

Staff: 363.

Location: In the Florida

panhandle, 65 miles west of

Tallahassee and 5 miles north

of the town of Marianna. Off

Highway 167. The area is

served by airports in Tallahassee; Dothan, Alabama (35 miles

northwest of the facility); and

Panama City (54 miles south).

ï MARIANNA
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41

FPC Nellis

C.S. 4500

North Las Vegas, Nevada

89036-4500

702-644-5001

Fax: 702-644-7282

Western Region

Security Level: Minimum/Male.

Judicial District: Nevada.

Capacity: 561.

Population: 479.

Staff: 72.

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.

NELLIS ï

FCI Milan

P.O. Box 9999

Arkona Road

Milan, Michigan 48160

734-439-1511

Fax: 734-439-0949

Mid-Atlantic Region

Security level: Low/Administrative/Male.

Judicial District: Eastern

Michigan.

Capacity: 1,021.

Population: 1,409.

Staff: 361.

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.

FPC Montgomery

Maxwell Air Force Base

Montgomery, Alabama 36112

334-293-2100

Fax: 334-293-2274

Southeast Region

Security Level: Minimum/Male.

Judicial District: Middle

Alabama.

Capacity: 920.

Population: 715.

Staff: 122.

Location: Near the Alabama

River, at Maxwell Air Force

Base. Off Interstates 65 and 85.

The area is served by Montgomery Regional Airport,

Amtrak, and commercial bus

lines.

FCI Morgantown

Greenbag Road

P.O. Box 1000

Morgantown, West Virginia

26507-1000

304-296-4416

Fax: 304-284-3613

Mid-Atlantic Region

Security Level: Minimum/Male.

Judicial District: Northern

West Virginia.

Capacity: 935.

Population: 1,005.

Staff: 184.

Location: In north central

West Virginia, on the southern

edge of Morgantown. Off

State Highway 857 (Greenbag

Road). The area is served by

the Morgantown Municipal

Airport and commercial bus

lines.

FDC Miami

P.O. Box 019118

33 N.E. 4th Street

Miami, Florida 33101-9118

305-982-1114

Fax: 305-982-1357

Southeast Region

Security level: Administrative/

Male/Female.

Judicial District: Southern

Florida.

Capacity: 1,283.

Population: 1,544.

Staff: 291.

Location: East of Miami

International Airport in

downtown Miami. Located at

the corner of NE. 4th Street and

N. Miami Avenue. The area is

served by Miami International

Airport, Amtrak, and commercial bus lines.

MILAN ï

ï MONTGOMERY

ï MORGANTOWN

MIAMI ï
42

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FTC Oklahoma

City

P.O. Box 898802

7420 South MacArthur Blvd.

Oklahoma City, Oklahoma

73189-8802

405-682-4075

Fax: 405-680-4041

South Central Region

Security Level: Administrative/

Male/Female.

Judicial District: Western

Oklahoma.

Capacity: 1,074.

Population: 1,360.

Staff: 301.

Location: 3 miles west of

Interstate 44 and 4 miles south

of Interstate 40. Located at and

served by the Will Rogers World

Airport. Also served by commercial bus lines.

ï OKLAHOMA CITY

FCI Otisville

P.O. Box 600

Otisville, New York 10963

914-386-5855

Fax: 914-386-9455

Northeast Region

Security Level: Medium/Male

(adjacent Minimum/Male

Camp).

Judicial District: Southern

New York.

Capacity: FCI: 665, Camp: 100.

Population: FCI: 1,045, Camp: 103.

Staff: 320.

Location: In southeast New York,

near the Pennsylvania and New

Jersey borders, and 70 miles

northwest of New York City. The

area is served by several airports,

the closest of which is in

Newburgh, New York. Bus and

train service connect Otisville to

New York City.

ï OTISVILLE

FDC Oakdale

P.O. Box 5060

Oakdale, Louisiana 71463

318-335-4466

Fax: 318-215-2046

South Central Region

Security Level: Administrative/

Male (adjacent Minimum/Male

Camp).

Judicial District: Western

Louisiana.

Capacity: FDC: 630, Camp: 118.

Population: FDC: 884, Camp: 138.

Staff: 239.

Location: See FCI Oakdale.

OAKDALE ï

MCC New York

150 Park Row

New York, New York 10007

212-240-9656

Fax: 212-417-7673

Northeast Region

Security Level: Administrative/

Male/Female.

Judicial District: Southern

New York.

Capacity: 507.

Population: 898.

Staff: 287.

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.

ï NEW YORK

FCI Oakdale

P.O. Box 5050

Oakdale, Louisiana 71463

318-335-4070

Fax: 318-335-3936

South Central Region

Security Level: Medium/Male.

Judicial District: Western

Louisiana.

Capacity: 820.

Population: 1,137.

Staff: 302.

Location: In central Louisiana,

35 miles south of Alexandria

and 58 miles north of Lake

Charles. Off of State Highway

165 on Whatley Road. The area

is served by Alexandria International Airport (40 miles from the

facility) and by commercial bus

lines.

OAKDALE ï
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43

FCI Phoenix

37900 N. 45th Avenue

Department 1680

Phoenix, Arizona

85086

623-465-9757

Fax: 623-465-5133

Western Region

Security Level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Arizona.

Capacity: FCI: 740, Camp: 272.

Population: FCI: 1,266, Camp: 251.

Staff: 322.

Location: 30 miles north of

downtown Phoenix. Off

Interstate 17, Pioneer Road

exit. The area is served by

Phoenix Sky Harbor International Airport, several regional

airports, Amtrak, and commercial bus lines.

PHOENIX ï

FCI Oxford

Box 500

Oxford, Wisconsin

53952-0500

608-584-5511

Fax: 608-584-6371

North Central Region

Security Level: Medium/Male.

(adjacent Minimum/Male Camp).

Judicial District: Western

Wisconsin.

Capacity: FCI: 586, Camp: 156.

Population: FCI: 1,058, Camp: 194.

Staff: 324.

Location: In central Wisconsin,

60 miles north of Madison. Off

I-39 at the intersection of

County Road G and Elk

Avenue. The area is served by

Dane County Regional Airport,

and commercial bus service in

Portage and Wisconsin Dells.

FCI Pekin

P.O. Box 7000

Pekin, Illinois

61555-7000

309-346-8588

Fax: 309-477-4688

North Central Region

Security Level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Central Illinois.

Capacity: FCI: 752, Camp: 256.

Population: FCI: 1,178, Camp: 295.

Staff: 303.

Location: Located on Route 29

South in Pekin, approximately

10 miles south of Peoria, 180

miles southwest of Chicago,

and 180 miles northeast of St.

Louis. The area is served by the

Greater Peoria Regional

Airport, Amtrak, and commercial bus service to Peoria.

FPC Pensacola

110 Raby Avenue

Pensacola, Florida

32509-5127

850-457-1911

Fax: 850-458-7295

Southeast Region

Security Level: Minimum/Male.

Judicial District: Northern

Florida.

Capacity: 424.

Population: 479.

Staff: 86.

Location: 175 miles west of

Tallahassee and 50 miles east

of Mobile, Alabama, on

Saufley Field. Off Interstate 10.

The area is served by Pensacola

Municipal Airport, Amtrak, and

and commercial bus lines.

FCI Petersburg

P.O. Box 90026

Petersburg, Virginia

23804-0026

804-733-7881

Fax: 804-863-1510

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Virginia.

Capacity: FCI: 828, Camp: 296.

Population: FCI: 1,129, Camp: 294.

Staff: 348.

Location: 25 miles southeast of

Richmond. From Interstate 95,

take Exit 54 (Temple Avenue/

Highway 144), proceed east

approximately 3 miles, then

turn left on River Road. The

area is served by airports in

Petersburg and Richmond,

Amtrak, and commercial bus

lines.

OXFORD ï

PEKIN ï

ï PENSACOLA

PETERSBURG ï
44

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MCC San Diego

808 Union Street

San Diego, California

92101-6078

619-232-4311

Fax: 619-595-0390

Western Region

Security Level: Administrative/

Male/Female.

Judicial District: Southern

California.

Capacity: 612.

Population: 962.

Staff: 260.

Location: In downtown San

Diego, adjacent to the Federal

courthouse. The area is served

by the Lindberg Field Airport,

Amtrak, and commercial bus

lines.

SAN DIEGO ï

FCI Sandstone

2300 County Road 29

Sandstone, Minnesota 55072

320-245-2262

Fax: 320-245-0385

North Central Region

Security Level: Low/Male.

Judicial District: Minnesota.

Capacity: 473.

Population: 826.

Staff: 246.

Location: 100 miles northeast

of Minneapolis/St. Paul and 70

miles southwest of Duluth. Off

Interstate 35 (Sandstone exit,

follow Highway 23 to Route

123 east). The institution is 2

miles from the intersection.

The area is served by commercial bus lines.

SANDSTONE ï

FCI Safford

P.O. Box 820

Safford, Arizona 85548

520-428-6600

Fax: 520-348-1331

Western Region

Security Level: Low/Male.

Judicial District: Arizona.

Capacity: 421.

Population: 809.

Staff: 175.

Location: In southeastern

Arizona, 127 miles northeast of

Tucson, 165 miles east of

Phoenix. Off Highway 191,

7 miles south of the town of

Safford. The area is served by

airports in Tucson and Phoenix,

Amtrak in Phoenix and Tucson,

and commercial bus lines.

SAFFORD ï

FCI Ray Brook

P.O. Box 300

Ray Brook, New York

12977

518-891-5400

Fax: 518-891-0011

Northeast Region

Security Level: Medium/Male.

Judicial District: Northern

New York.

Capacity: 737.

Population: 1,067.

Staff: 269.

Location: In the Adirondack

Mountain region of upstate New

York, midway between the villages

of Lake Placid and Saranac Lake.

Off Route 86. The area is served by

the Adirondack Airport, the Albany

Airport, and the Burlington,

Vermont, Airport; Amtrak in

Albany; and commercial bus lines.

FMC Rochester

P.O. Box 4600

2110 East Center Street

Rochester, Minnesota

55903-4600

507-287-0674

Fax: 507-287-9601

North Central Region

Security Level: Administrative/

Male.

Judicial District: Minnesota.

Capacity: 674.

Population: 802.

Staff: 439.

Location: In southeastern

Minnesota, 2 miles east of

downtown Rochester. Off

Fourth Street. The area is served

by the Rochester Airport and

commercial bus lines.

ï RAY BROOK

ROCHESTER ï
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45

FCI Schuylkill

P.O. Box 700

Minersville, Pennsylvania

17954

570-544-7100

Fax: 570-544-7225

Northeast Region

Security Level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: Middle Pennsylvania.

Capacity: FCI: 729, Camp: 296.

Population: FCI: 1,122, Camp: 261.

Staff: 336.

Location: 100 miles northwest

of Philadelphia and 46 miles

northeast of Harrisburg. West

of Interstate 81, off State

Highway 901. The area is

served by Harrisburg International Airport, Amtrak in

Harrisburg, and commercial

bus lines.

FCI Seagoville

2113 North Highway 175

Seagoville, Texas 75159

972-287-2911

Fax: 972-287-5466

South Central Region

Security Level: Low/Administrative/Male.

Judicial District: Northern Texas.

Capacity: 866.

Population: 1,260.

Staff: 286.

Location: 11 miles southeast of

Dallas, off Highway 175

(Hawn Freeway). The area is

served by the Dallas-Fort

Worth International Airport,

Amtrak in Dallas and Fort

Worth, and commercial bus

lines.

FPC Seymour

Johnson

Caller Box 8004

Goldsboro, North Carolina

27533-8004

919-735-9711

Fax: 919-735-0169

Mid-Atlantic Region

Security Level: Minimum/Male.

Judicial District: Eastern

North Carolina.

Capacity: 576.

Population: 489.

Staff: 94.

Location: Near Goldsboro,

North Carolina, on Seymour

Johnson Air Force Base. Off

Interstate highways 40 and 95

and U.S. 70. The area is served

by Raleigh/Durham International Airport and Kinston

Airport, Amtrak in Raleigh and

Durham, and commercial bus

lines.

FCI Sheridan

P.O. Box 8000

27072 Ballston Road

Sheridan, Oregon

97378-9601

503-843-4442

Fax: 503-843-3408

Western Region

Security Level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: Oregon.

Capacity: FCI: 923, Camp: 512.

Population: FCI: 1,367, Camp: 446.

Staff: 373.

Location: In northwestern

Oregon, 90 minutes south of

Portland. Off Highway 18 on

Ballston Road. The area is

served by Portland International Airport, Amtrak in

Portland and Salem, and

commercial bus lines.

SCHUYLKILL ï

SEAGOVILLE ï

ï SHERIDAN

ï SEYMOUR

JOHNSON

ï SEATAC

Security Level: Administrative/

Male/Female.

Judicial District: Western Washington.

Capacity: 695.

Population: 674.

Staff: 249.

FDC SeaTac

P.O. Box 13901

Seattle, Washington

98198-1091

206-870-5700

Fax: 206-870-5717

Western Region

Location: 12 miles south of

Seattle, and 16 miles north of

Tacoma, 1 mile west of Interstate

5 (200th Street exit). The SeaTac

International Airport is 1 mile

from the facility. Amtrak and

commercial bus lines also serve

the area. The street address is

2425 South 200th Street.
46

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USP Terre Haute

Highway 63 South

Terre Haute, Indiana 47808

812-238-1531

Fax: 812-238-9873

Mid-Atlantic Region

Security Level: High/Male

(adjacent Minimum/Male Camp).

(Operates Special Confinement Unit

for inmates under death sentence).

Judicial District: Southern Indiana.

Capacity: USP: 791, Camp: 340.

Population: USP: 1,145, Camp:

332.

Staff: 492.

Location: Two miles south of

the City of Terre Haute, which is

70 miles west of Indianapolis on

Interstate 70. The institution is

located on Highway 63. The

area is served by Hulman

Regional Airport and commercial bus lines.

ï TERRE HAUTE

FCI Terminal

Island

1299 Seaside Avenue

Terminal Island, California

90731

310-831-8961

Fax: 310-732-5335

Western Region

Security Level: Medium/Male.

Judicial District: Central

California.

Capacity: 478.

Population: 1,014.

Staff: 309.

Location: In Los Angeles Harbor,

between San Pedro and Long

Beach. Off Harbor Freeway (110

South) at the Terminal Island exit.

Cross the Vincent Thomas Bridge

to the Ferry Street exit. The area is

served by Los Angeles International Airport and Long Beach

Airport, Amtrak, and commercial

bus lines.

ï TERMINAL ISLAND

FCI Tallahassee

501 Capital Circle, NE.

Tallahassee, Florida

32301-3572

850-878-2173

Fax: 850-216-1299

Southeast Region

Security Level: Low/Female,

Administrative/Male.

Judicial District: Northern

Florida.

Capacity: 692.

Population: 1,133.

Staff: 325.

Location: Three miles east of

downtown Tallahassee. On

Highway 319 at its intersection

with Park Avenue. The area is

served by Tallahassee Regional

Airport, Amtrak, and commercial bus lines.

TALLAHASSEE ï

FCI Talladega

565 East Renfroe Road

Talladega, Alabama 35160

256-315-4100

Fax: 256-315-4495

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern Alabama.

Capacity: FCI: 644, Camp: 296.

Population: FCI: 953, Camp: 408.

Staff: 342.

Location: In northeast Alabama,

50 miles east of Birmingham

and 100 miles west of Atlanta,

Georgia. Off the 275 bypass on

Renfroe Road.

TALLADEGA ï

MCFP Springfield

P.O. Box 4000

1900 West Sunshine

Springfield, Missouri 65801-

4000

417-862-7041

Fax: 417-837-1711

North Central Region

Security Level: Administrative/

Male.

Judicial District: Western

Missouri.

Capacity: 912.

Population: 1,155.

Staff: 657.

Location: At the corner of

Sunshine Street and the Kansas

Expressway. Off Interstate 44.

The area is served by the

Springfield Municipal Airport

and commercial bus lines.

ï SPRINGFIELD
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47

FCI Three Rivers

P.O. Box 4000

Three Rivers, Texas 78071

361-786-3576

Fax: 361-786-5069

South Central Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern Texas.

Capacity: FCI: 784, Camp: 256.

Population: FCI: 1,014, Camp: 304.

Staff: 310.

Location: About 80 miles south

of San Antonio and 73 miles

northwest of Corpus Christi.

On Interstate 37, 9 miles west

of the town of Three Rivers;

near the Choke Canyon

Reservior.

FCI Tucson

8901 South Wilmot Road

Tucson, Arizona 85706

520-574-7100

Fax: 520-670-5674

Western Region

Security Level: Medium/Male,

Administrative Male/Female.

Judicial District: Arizona.

Capacity: 392.

Population: 830.

Staff: 225.

Location: In southern Arizona,

10 miles southeast of the city

of Tucson, near Interstate 10

and Wilmot Road. The area is

served by Tucson International

Airport, Amtrak, and commercial bus lines.

FCI Waseca

P.O. Box 1731

University Drive, SW.

Waseca, Minnesota 56093

507-835-8972

Fax: 507-837-4558

North Central Region

Security Level: Low/Male.

Judicial District: Minnesota.

Capacity: 710.

Population: 1,058.

Staff: 225.

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

miles west of Owatonna on

State Highway 57. The area is

served by airports in Minneapolis and Rochester.

FPC Yankton

Box 680

Yankton, South Dakota

57078

605-665-3262

Fax: 605-668-1116

North Central Region

Security Level: Minimum/Male.

Judicial District: South Dakota.

Capacity: 655.

Population: 551.

Staff: 104.

Location: In southeastern South

Dakota, 60 miles northwest of

Sioux City, Iowa, and 85 miles

southwest of Sioux Falls, South

Dakota, off U.S. Highway 81.

The area is served by airports

in Sioux City and Sioux Falls,

and by Yankton municipal

airport.

THREE RIVERS ï

TUCSON ï

WASECA ï

YANKTON ï

FCI Texarkana

P.O. Box 9500

Texarkana, Texas 75505

903-838-4587

Fax: 903-223-4424

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Texas.

Capacity: FCI: 747, Camp: 220.

Population: FCI: 1,366, Camp: 320.

Staff: 304.

Location: In northeast Texas

near the Arkansas border, 70

miles north of Shreveport,

Louisiana, and 175 miles east of

Dallas. Off Route 59 south, on

Leopard Drive.

TEXARKANA ï
48

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FCI Yazoo City

2225 Haley Barbour

Parkway

P.O. Box 5050

Yazoo City, Mississippi

39194

601-751-4800

Fax: 601-751-4905

Southeast Region

Security Level: Low/Male.

Judicial District: Southern

Mississippi.

Capacity: 1,536.

Population: 1,865.

Staff: 283.

YAZOO CITY ï

Location: About 60 miles north

of Jackson, Mississippi, off

highway 49. The area is served

by most major carriers at the

airport in Jackson. Yazoo City

also is served by Amtrak and

commercial bus lines.
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49

In the Works

The Bureau of Prisons has undertaken new construction projects

to accommodate the growing

Federal inmate population and reduce

overcrowding in the institutions already

open. The following institutions were

scheduled to come on line after September 30, 1999. Please note that the estimated construction completion dates supplied below are projections, not fixed

dates. Also, once construction is completed at a new institution, that institution does not immediately begin accepting inmates, as there are necessary activation and preparatory procedures that

must be completed beforehand.

FDC Brooklyn, New York

Detention

Rated capacity: 1,229.

Estimated construction completion:

December 1999.

FDC Houston, Texas

Detention

Rated capacity: 670.

Estimated construction completion:

October 1999.

FDC Philadelphia, Pennsylvania

Detention

Rated capacity: 757.

Estimated construction completion:

November 1999.

USP Pollock, Louisiana

High

Rated Capacity: 960 (penitentiary)

 128 (adjacent camp)

Estimated construction completion:

August 2000

FCI Victorville, California

Medium

Rated capacity: 1,152.

Estimated construction completion:

November 1999.

FPC Victorville, California

Minimum (Female)

Rated capacity: 256.

Estimated construction completion:

December 1999.
50

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The Bureauís Community Corrections and Detention Division

is responsible for the development and implementation of policies and

procedures related to the administration

of approximately 600 community corrections and detention contract facilities

nationwide. The Division is responsible

for the Bureauís efforts in privatization,

and for coordinating the BOPís responsibility to confine sentenced felony offenders from the District of Columbia.

The Division also is responsible for the

coordination of volunteer programs.

The Divisionís Detention Services

Branch develops policies and provides

program guidance for U.S. Marshals Service and Immigration and Naturalization

Service prisoners who are housed in BOP

institutions. Because approximately 25

percent of the Bureauís population is

made up of foreign nationals, the Detention Services Branch has been proactive

in obtaining contract bedspace for these

inmates.

In addition to the community corrections

and detention professionals located in the

Bureauís Central Office in Washington,

DC, each of the Bureauís six regional

offices has a community corrections

regional administrator. Collectively, these

regional administrators oversee 13 management center administrators, and the

activities of 29 Community Corrections

Managerís (CCM) Offices throughout the

United States.

Each CCM Office has a community

corrections manager, who is responsible

for the development, administration, and

oversight of residential and nonresidential services provided through contractual

agreements. Programs and services are

procured through contractual agreements

with Federal, State, county, and city Government agencies and through contracts

with private agencies. Services provided

by these agencies include prerelease programs; short and long-term detention;

juvenile and adult boarding; and home

confinement programs.

The Bureau of Prisons is also actively involved in the expansion of new programs

and facilities, including transitional drugabuse treatment programs and comprehensive sanctions centers.

Atlanta CCM Office

715 McDonough Blvd., SE

Atlanta, GA 30315

404-635-5673, Fax: 404-635-5683

Districts: Northern/Middle/Southern

Georgia, South Carolina

Baltimore-MARO CCM Office

10010 Junction Drive, Suite 101-N

Annapolis Junction, MD 20701

301-317-3281, Fax: 301-317-3138

Districts: Maryland, Delaware, District of

Columbia, Northern West Virginia,

Eastern Virginia

Boston CCM Office

JFK Federal Building

Suite 2200

Boston, MA 02203

617-565-4293, Fax: 617-565-4297

Districts: Massachusetts, Vermont,

Connecticut, Maine,

Rhode Island, New Hampshire

Chicago CCM Office

200 W. Adams

Suite 2915

Chicago, IL 60606

312-886-2114, Fax: 312-886-2118

Districts: Central/Northern Illinois,

Eastern/Western Wisconsin

Cincinnati CCM Office

36 East 7th Street

Suite 2107-A

Cincinnati, OH 45202

513-684-2603, Fax: 513-684-2590

Districts: Eastern Kentucky, Southern

Indiana, Northern/Southern Ohio

Dallas CCM Office

4211 Cedar Springs Road

Suite 100

Dallas, TX 75219

214-767-9999, Fax: 214-767-9794

Districts: Oklahoma, Northern Texas

Denver CCM Office

1961 Stout Street, Room 683

Denver, CO 80294

303-844-5177, Fax: 303-844-6189

District: Colorado

Detroit CCM Office

211 Fort Street

Suite 620

Detroit, MI 48226

313-226-6186, Fax: 313-226-7327

Districts: Eastern/Western Michigan,

Northern Indiana

El Paso CCM Office

208 Mesa One Building

4849 North Mesa Street

El Paso, TX 79912

915-534-6326, Fax: 915-534-6432

Districts: New Mexico, Western Texas

(Midland, Pecos, Del Rio, and El Paso

Division)

Houston CCM Office

515 Rusk Street, Room 12016

Houston, TX 77002

713-718-4781, Fax: 713-718-4780

Districts: Southern/Eastern Texas

Community Corrections
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51

Kansas City CCM Office

Gateway Complex, Tower II

400 State Avenue, Room 131

Kansas City, KS 66101-2405

913-551-1117; Fax: 913-551-1120

Districts: Northern/Southern Iowa,

Kansas, Nebraska, Western Missouri

Long Beach CCM Office

501 West Ocean Boulevard

Suite 3260

Long Beach, CA 90802-4221

562-980-3536, Fax: 562-980-3543

District: Central California

Miami CCM Office

401 North Miami Avenue

Miami, FL 33128-1830

305-536-5705, Fax: 305-536-6530

Districts: Puerto Rico, Virgin Islands,

Southern Florida

Minneapolis/St. Paul CCM Office

300 South 4th Street

Suite 1210, 12th Floor

Minneapolis, MN 55415

612-664-5560, Fax: 612-664-5569

Districts: North Dakota, South Dakota,

Minnesota

Montgomery CCM Office

P.O. Box 171

15 Lee Street

U.S. Courthouse, Room B-18

Montgomery, AL 36101

334-223-7480, Fax: 334-223-7012

Districts: Southern/Middle/Northern

Alabama, Southern/Northern

Mississippi, Northern Florida

Nashville CCM Office

Bureau of Prisons

599 U.S. Courthouse

Nashville, TN 37203

615-736-5148, Fax: 615-736-5147

Districts: Eastern/Middle/Western

Tennessee, Western Kentucky

New Orleans CCM Office

501 Magazine Street, Suite 1211

New Orleans, LA 70130

504-589-2371, Fax: 504-589-2378

Districts: Louisiana, Arkansas

New York CCM Office

26 Federal Plaza, Room 36-110

New York, NY 10278

212-264-9520, Fax: 212-264-9516

Districts: Eastern and Southern

New York, New Jersey

Orlando CCM Office

3659 Maguire Blvd., Suite 650

Orlando, FL 32803

407-648-6511, Fax: 407-648-6058

District: Middle Florida

Philadelphia CCM Office

U.S. Custom House, 7th Floor

Second and Chestnut Streets

Philadelphia, PA 19106

215-597-6317, Fax: 215-597-6357

Districts: Eastern/Middle Pennsylvania

Phoenix CCM Office

234 N. Central Avenue, Suite 425

Phoenix, AZ 85004-2212

602-379-4947, Fax: 602-379-4061

Districts: Southern California, Arizona

Pittsburgh CCM Office

William S. Moorehead Federal Building

1000 Liberty Avenue, Room 831

Pittsburgh, PA 15222

412-395-4744, Fax: 412-395-4730

Districts: Northern/Western New York,

Western Pennsylvania

Raleigh CCM Office

310 New Bern Avenue, Room 325

P.O. Box 27743

Raleigh, NC 27611-7743

919-856-4548, Fax: 919-856-4777

Districts: Southern West Virginia,

Eastern/Middle/Western North Carolina,

Western Virginia

Sacramento CCM Office

501 I Street, Suite 7-1000

Sacramento, CA 95814

916-930-2010, Fax: 916-930-2008

District: Eastern California

St. Louis CCM Office

U.S. Federal Courthouse

1114 Market Street

Room 902

St. Louis, MO 63101

314-539-2376, Fax: 314-539-2465

Districts: Southern Illinois, Eastern

Missouri

Salt Lake City CCM Office

324 S. State Street, Suite 228

Salt Lake City, UT 84111

801-524-4212, Fax: 801-524-4005

Districts: Utah, Wyoming, Nevada, Idaho

San Antonio CCM Office

727 E. Durango, Room B-138

San Antonio, TX 78206

210-472-6225, Fax: 210-472-6224

District: Western Texas (Austin, San

Antonio, and Waco Division)

San Francisco CCM Office

450 Golden Gate Avenue, Room 145458

P.O. Box 36137

San Francisco, CA 94102

415-436-7990, Fax: 415-436-7995

Districts: Northern California, Hawaii

Seattle CCM Office

3160 Jackson Federal Bldg.

915 Second Avenue

Seattle, WA 98174

206-220-6593, Fax: 206-220-6591

Districts: Alaska, Oregon,

Western/Eastern Washington, Montana
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Statistical Data, FY 1999

General Data

Inmates Committed to Bureau of Prisons Custody

Total, September 30, 1999 ......................................................................................................133,689

In Bureau Institutions ............................................................................................................. 117,295

In Contract Facilities* ..............................................................................................................16,394

* Includes Federal inmates in privately-operated community corrections centers, detention centers,

and prisons; Federal inmates in State and local correctional and detention facilities; and Federal

juvenile offenders in contract facilities.

Sentenced .................................................................................................................................. 89.8%

Unsentenced ............................................................................................................................. 10.2%

Staff to Inmate Ratio................................................................................................................... 1:3.9

Inmate Characteristics

Average Age ....................................................................................................................................37

Gender

Male .......................................................................................................................................... 92.5%

Female ........................................................................................................................................ 7.5%

Race

White ........................................................................................................................................ 57.9%

Black ......................................................................................................................................... 38.8%

Other ........................................................................................................................................... 3.3%

Ethnicity

Hispanic .................................................................................................................................... 31.4%

Non-Hispanic ............................................................................................................................ 68.6%
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Citizenship

U.S. ........................................................................................................................................... 70.9%

Mexico ...................................................................................................................................... 14.6%

Colombia .................................................................................................................................... 3.3%

Cuba ............................................................................................................................................ 2.2%

Dominican Republic ................................................................................................................... 2.1%

Jamaica ....................................................................................................................................... 1.4%

Nigeria ........................................................................................................................................ 0.4%

Other ........................................................................................................................................... 5.1%

Type of Commitments

U.S. Code.................................................................................................................................. 96.3%

Probation Violation ..................................................................................................................... 1.3%

Parole Violation .......................................................................................................................... 0.8%

DC Superior Court ...................................................................................................................... 0.8%

State, territorial ........................................................................................................................... 0.8%

Median Months Expected to Be Served

All offenses ......................................................................................................................................67

Drug offenses ...................................................................................................................................82

Robbery .........................................................................................................................................101

Property offenses .............................................................................................................................51

Extortion, fraud, and bribery ...........................................................................................................25

Homicide, aggravated assault, kidnapping ....................................................................................133

Firearms, explosives, arson .............................................................................................................71

White-collar offenses .......................................................................................................................17

Immigration .....................................................................................................................................34

Courts or corrections .......................................................................................................................28

National security ............................................................................................................................103

Continuing criminal enterprise ......................................................................................................194

Inmate Security Level

Minimum .................................................................................................................................. 26.7%

Low ........................................................................................................................................... 36.9%

Medium..................................................................................................................................... 23.4%

High .......................................................................................................................................... 13.0%
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Statistics by Inmate Security Level (BOP Institutions Only)

Sentence Length

Median sentence length .................................................60 ........ 72 ..... 120 ........180 .....84

Sentence Imposed (% of Population)

Under 1 year .............................................................. 4.2% .... 1.7% .... 0.4% .....0.2% .... 1.9%

1-3 years .................................................................. 25.7% ..17.0% .... 6.2% .....1.4% .. 14.6%

3-5 years .................................................................. 21.7% ..18.6% .... 9.7% .....3.1% .. 15.2%

5-10 years ................................................................ 27.0% ..26.7% .. 24.2% .. 13.0% .. 24.3%

10-15 years .............................................................. 17.2% ..22.0% .. 24.4% .. 19.5% .. 21.0%

15-20 years ................................................................ 3.1% .... 8.1% .. 15.4% .. 15.5% .... 9.5%

Over 20 years ............................................................. 1.0% .... 5.3% .. 18.8% .. 27.9% .. 10.4%

Life sentence ............................................................. 0.1% .... 0.6% ...... .9% .. 19.4% .... 3.1%

Offense (% of Population)

Drug offenses ........................................................... 68.1% ..61.5% .. 54.5% .. 40.0% .. 59.0%

Robbery ..................................................................... 1.0% .... 4.8% .. 12.3% .. 24.7% .... 8.1%

Property offenses ....................................................... 7.4% .... 5.1% .... 4.7% .....6.3% .... 5.8%

Extortion, bribery, fraud .......................................... 12.7% .... 3.1% .... 1.7% .....0.8% .... 5.1%

Homicide, aggravated assault, kidnapping ............... 0.5% .... 1.8% .... 3.3% .....8.6% .... 2.7%

Arms, explosives, arson ............................................. 5.6% .... 6.7% .. 14.2% .. 14.1% .... 9.1%

All others ................................................................... 4.7% ..17.0% .... 9.3% .....5.5% .. 10.2%

MIN LOW MED HIGH

BOPWIDE
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Personnel

Personnel, September 30, 1999 ................................................................................................30,927

Gender

Male .......................................................................................................................................... 72.8%

Female ...................................................................................................................................... 27.2%

Race/Ethnicity

White ........................................................................................................................................ 66.2%

African American ..................................................................................................................... 20.2%

Hispanic .................................................................................................................................... 10.3%

Other ........................................................................................................................................... 3.3%

Education

High school ............................................................................................................................... 34.6%

Technical school ......................................................................................................................... 4.3%

Some college ............................................................................................................................ 31.3%

Bachelorís degree ..................................................................................................................... 19.2%

Some graduate work ................................................................................................................... 2.4%

Masterís degree .......................................................................................................................... 4.7%

Ph.D. ........................................................................................................................................... 1.7%

Advanced professional degree .................................................................................................... 1.8%

Age

18-24 ........................................................................................................................................... 1.5%

25-29 ......................................................................................................................................... 10.8%

30-34 ......................................................................................................................................... 22.8%

35-39 ......................................................................................................................................... 28.1%

40-44 ......................................................................................................................................... 20.2%

45-49 ......................................................................................................................................... 10.8%

50-55 ........................................................................................................................................... 4.8%

Older than 55 .............................................................................................................................. 1.0%
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