Bureau of Prisons Staff:

Everyday Heroes

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Federal Bureau of Prisons

State of the Bureau 2007 State of the Bureau 2007
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Message from the Attorney General

Much has changed between the time I took the oath to serve as an Assistant United States Attorney for the Southern

District of New York in 1972 and was sworn in as Attorney General of the United States in 2007. But the oath we in the

Department of Justice are sworn to uphold remains unchanged. In simplest terms, we stand for and accomplish justice

by enforcing the regulations, laws, and Constitution of this Nation. The more than 100,000 men and women of the

Department of Justice, including the staff of the Federal Bureau of Prisons, carry out those responsibilities in a selfless,

dedicated manner.

The Department of Justice will continue to honor its commitment to protect the civil rights and liberties, as well as the

security, of the American public. The work being done by the Bureau—incarcerating offenders in safe, humane, costefficient and appropriately secure facilities, and also providing skills development opportunities to reduce the potential for recidivism—demonstrates how one of the Department’s agencies protects the public.

The Department must work as a team to succeed, whether we are trying to stop gangs, violent offenses, cybercrime, or

crimes against children. Successful return to the community for releasing offenders does not happen by accident; it

results from the hard work and close collaboration of many. During Fiscal Year 2007, the Bureau further enhanced its

operations and expanded its collaborative efforts in the area of release preparation and community re-entry. These

efforts included working with other law enforcement and government agencies, using local community resources and

faith-based organizations, and engaging inmates and their families in order to increase the likelihood of a successful

transition to the community and help break the cycle of incarceration.

The Bureau’s greatest assets—reflected in these pages and beyond—are its employees: the men and women who work

each day to protect this country by running safe, secure, and humane facilities. The tragic death in June 2008 of

Correctional Officer Jose Rivera reminds us—although no reminder was necessary—that this selfless work can come

at a precious price. Officer Rivera’s devotion to the Bureau and to the American people, and his dedication to protecting

this Nation, will be his legacy—a legacy that will be reflected in the continuing work of the Bureau for years to come.

I am proud to recognize the important work being done on a daily basis by the dedicated men and women who work for

the Bureau of Prisons. I invite you to read the State of the Bureau to familiarize yourselves with the Bureau’s operations

and accomplishments.

Michael B. Mukasey
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Message from the Director

On June 20, 2008, Correctional Officer Jose V. Rivera was

killed by inmates while working at the United States Penitentiary (USP), Atwater, California. Officer Rivera was a

dedicated officer and an outstanding young man, who

understood and accepted the responsibility of serving his

country, both abroad and at home. Although with the

Bureau for less than one year, he served with distinction;

his legacy will be the high standards he set for himself,

professionally and personally. Jose Rivera’s death is a

tragic loss for his family, friends, and loved ones; for his

colleagues in the Bureau of Prisons; and for citizens of the

United States. There is no question his brief life touched

us all.

This tragic loss serves as a poignant reminder of the very

real risks and dangers that Bureau of Prisons staff face

each and every day. Yet despite these challenges, Bureau

staff effectively carried out the agency mission – protecting society by confining offenders in facilities that are

safe, humane, cost-efficient, and appropriately secure, and

by providing work and other self-improvement opportunities to help inmates acquire the skills needed for a successful return to society as productive, law-abiding citizens.

This year’s State of the Bureau provides an overview of

Bureau operations, programs, and services, as well as

information about agency achievements this year. I am

pleased to describe for you in this document some of the

highlights resulting from the hard work of all Bureau staff

and the agency’s ongoing critical review of operations

and procedures.

During FY07, the agency actively promoted and integrated

into its culture the re-expressed core values that had been

approved by the Executive Staff in FY06 – correctional

excellence, respect and integrity. This more concise and

memorable expression of our core values did not in any

way change the Bureau’s mission or basic correctional

philosophies, but it did reinforce the agency’s expectations of its workforce.

As Director, my goal is for the Bureau to be an effective,

efficient, proactive organization that uses sound correctional basics to effectively carry out its mission – an organization that can readily adapt to external demands and

future realities. The Bureau’s forward thinking initiative

and REDMAP process, both of which you will read about

in this report, play important roles in moving the agency

toward that goal. By adhering to our core ideologies –

continuing to run safe, secure institutions for staff and

inmates alike; providing exceptional service and stewardship to the public, directing effective skills-building programs to prepare inmates for a successful transition to the

community; and ensuring a workforce that is well-trained,

professional, and diverse – the Bureau will maximize its

future readiness.

Each and every day, Bureau staff continue their exceptional work, making a difference in the lives of the inmates,

their colleagues, and the community. The Bureau’s long

tradition of correctional excellence is, in large measure,

due to their unwavering dedication to public service and

loyalty to the agency. I am grateful for their support, professionalism, and innovative spirit, which have contributed significantly to the Bureau’s bringing various major

initiatives to fruition and to the many accomplishments

described in this State of the Bureau.

Harley G. Lappin
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Mission Statement

The Federal Bureau of Prisons (BOP) protects society by

confining offenders in the controlled environments of prisons

and community-based facilities that are safe, humane, costefficient, and appropriately secure, and that provide work and

other self-improvement opportunities to assist offenders in

becoming law-abiding citizens.

Core Values

Correctional Excellence: We are correctional workers first,

committed to the highest level of performance.

Respect: We embrace diversity and recognize the value and

dignity of staff, inmates and the general public.

Integrity: We demonstrate uncompromising ethical conduct

in all our actions.

Vision Statement

The Federal Bureau of Prisons, judged by any standard, is

widely and consistently regarded as a model of outstanding

public administration, and as the best value provider of efficient,

safe, and humane correctional services and programs in

America. This vision will be realized when...

The Bureau provides for public safety by assuring that no

escapes and no disturbances occur in its facilities. The Bureau

ensures the physical safety of all inmates through a controlled

environment which meets each inmate’s need for security

through the elimination of violence, predatory behavior, gang

activity, drug use, and inmate weapons. Through the provision

of health care, mental, spiritual, educational, vocational, and

work programs, inmates are well-prepared for a productive and

crime-free return to society. The Bureau is a model of costefficient correctional operations and programs.

Our talented, professional, well-trained, and diverse staff

reflect the Bureau’s culture and treat each other fairly. Staff

work in an environment free from discrimination. A positive

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.

National Strategic Planning Goals

The BOP uses a strategic planning approach to management

that both reflects the President’s Management Agenda and is

tied to the Department of Justice’s (DOJ) objectives. Strategic

planning is driven by the BOP’s mission and vision statements,

which are supported by seven broad correctional goals. Each

goal is, in turn, supported by dynamic, specific objectives that

are created to help the agency achieve various milestones. The

seven national goals are listed below:

Population Management: The BOP will proactively manage

its offender population to ensure safe and secure operations,

and work toward ultimately achieving an overall crowding level

in the range of 15 percent.

Human Resource Management: The BOP will have a

competent, diverse workforce operating within a professional

work environment prepared to meet the current and future needs

of the organization.

Security and Facility Management: The BOP will maintain

its facilities in operationally sound conditions and in compliance

with security, safety, and environmental requirements.

Correctional Leadership and Effective Public Administration:

The BOP will manage its operations and resources in a

competent and effective manner which encourages creativity

and innovation in the development of exemplary programs, as

well as excellence in maintaining the basics of correctional

management. The BOP continually strives toward improvements in its effective use of resources and its efficient delivery

of services.

BOP Fundamentals
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Inmate Programs and Services: The BOP will provide services

and programs to address inmate needs, providing productive

use-of-time activities and facilitating the successful reintegration

of inmates into society, consistent with community expectations

and standards.

Building Partnerships: The BOP will continue to seek

opportunities for expanding the involvement of community and

local, state, and Federal agencies, in improving the effectiveness

of the services it provides to offenders and constituent agencies.

The active participation by BOP staff to improve partnerships

will allow the BOP to carry out its mission within the criminal

justice system and to remain responsive to other agencies and

the public. The BOP will develop partnerships to focus the

shared responsibility for the establishment of a supportive

environment promoting the reintegration of offenders into the

community.

Counter-Terrorism: The BOP will provide for public safety

and security by focusing on the prevention, disruption, and

response to terrorist activities.
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Joseph B. Waldrupe

Correctional Officer, USP Leavenworth

November 10, 1901

Andrew F. Turner

Correctional Officer, USP Leavenworth

March 26, 1916

Edgar A. Barr

Correctional Officer, USP Leavenworth

March 19, 1917

James R. Brock

Deputy Warden, USP Atlanta

December 27, 1917

Andrew H. Leonard

Captain, USP Leavenworth

November 14, 1922

R.G. Warnke

Laundry Foreman, USP Leavenworth

June 20, 1929

Royal C. Cline

Correctional Officer, USP Alcatraz

May 24, 1938

Harold P. Stites

Senior Officer, USP Alcatraz

May 2, 1946

William A. Miller

Correctional Officer, USP Alcatraz

May 3, 1946

William W. Latimer

Correctional Officer, National Training School

October 15, 1960

Vern M. Jarvis

Senior Officer, USP Marion

January 26, 1969

Wayne L. Selle

Senior Officer, USP Leavenworth

July 31, 1973

John W. Johnson

Correctional Officer, USP Leavenworth

September 29, 1974

Donald F. Reis

Senior Officer Specialist, FCI El Reno

February 28, 1975

Janice R. Hylen

Contract Dietician, USP Atlanta

November 21, 1979

Gregory J. Gunter

Maintenance Mechanic General Foreman, FCI Petersburg

December 25, 1982

Gary L. Rowe

Senior Officer, MCC San Diego

February 7, 1983

Merle E. Clutts

Senior Officer Specialist, USP Marion

October 22, 1983

Robert L. Hoffman

Senior Officer Specialist, USP Marion

October 22, 1983

Boyd H. Spikerman

Correctional Officer, FCI Oxford

January 29, 1984

Robert F. Miller

Senior Officer, USP Lewisburg

October 12, 1987

D’Antonio Washington

Correctional Officer, USP Atlanta

December 22, 1994

Scott J. Williams

Senior Officer Specialist, USP Lompoc

April 3, 1997

Jose V. Rivera

Correctional Officer, USP Atwater

June 20, 2008

In Remembrance: Bureau Staff Killed in the Line of Duty

On June 20, 2008, USP Atwater Correctional Officer Jose V. Rivera was killed in the line of duty by inmates. As a reminder of

the very real risks inherent in the field of corrections, this year’s publication is dedicated to the Bureau’s 24 heroes who gave

their lives carrying out the Bureau’s mission, protecting their fellow correctional workers and the public, and serving their

country.
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While the primary business of the Federal Bureau of Prisons

(BOP) is operating correctional facilities, many administrative,

policy, training, program review and other support functions

are carried out by the Central Office, six regional offices, Grand

Prairie Office Complex and the BOP’s training centers.

Central Office

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

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

divided into eight divisions and the National Institute of Corrections.

Administration Division (ADM): develops and administers

the Bureau’s budget, oversees financial management, and is

responsible for the Bureau’s capacity planning, site selection

activities, construction and acquisition of new Bureau institutions, and facilities management programs.

Correctional Programs Division (CPD): develops activities

and programs designed to help inmates develop the skills necessary to facilitate successful reintegration into their communities upon release and to ensure institution security, safety of

staff and inmates, and orderly institution operations. Programs

include psychology and religious services, drug abuse treatment, programs for special needs offenders and females, and

case management. CPD provides national policy direction for

institution correctional services, intelligence gathering and

counter-terrorism activities, the management of inmates placed

in the Federal Witness Security Program, notification to crime

victims of release-related activities, inmate transportation,

inmate designations and sentence computations, emergency preparedness, inmate discipline, and the coordination of transfer

of inmates to and from other countries. CPD also has responsibility for a variety of functions in the areas of contract residential re-entry centers, community corrections field offices, federally-sentenced juveniles, community-based drug treatment,

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

and Customs Enforcement. Division staff are responsible for

direct oversight of field staff who monitor contract compliance

and coordinate the Bureau’s privatization management efforts.

Health Services Division (HSD): manages the health care

programs of the Bureau, ensuring that Federal inmates receive

essential medical, dental, and psychiatric services. This Division is also responsible for the Bureau’s safety, environmental,

and food services programs.

Human Resource Management Division (HRMD): is responsible for recruitment, selection, training, and development of

Bureau staff, as well as employee pay and position management,

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

services.

Industries, Education, and Vocational Training (IEVT):

oversees Federal Prison Industries, also known by its trade name

UNICOR, a wholly-owned Government corporation that provides employment and training opportunities for inmates confined in Federal correctional facilities. This Division also manages the Bureau’s education, vocational training, inmate transition, and leisure time programs.

Information, Policy, and Public Affairs (IPPA): is responsible for managing the Bureau’s information technologies

(including mission critical systems, wide area network, public

and internal websites), research and evaluation programs,

security technology programs, public affairs, legislative affairs,

and policy development.

Office of General Counsel (OGC): provides legal advice,

assistance, and representation to Bureau officials in the areas

of legislative and correctional issues, commercial law, inmate

litigation, administrative and discrimination complaints, ethics

issues, equal employment opportunity law, Freedom of Information Act and Privacy Act issues, labor law, and real estate

and environmental law.

Program Review Division (PRD): provides oversight of BOP

program performance through the development of strategic planning initiatives and through the administration of program

reviews (internal audits). The Division assesses the strength of

internal systems of control, and evaluates compliance with laws,

Bureau Components
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regulations, and standards. PRD coordinates the Bureau’s

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

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

as well as the American Correctional Association’s accreditation of Bureau institutions.

National Institute of Corrections (NIC): provides technical

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

divisions: Jails, Community Corrections, Prisons, Academy,

Offender Workforce Development, Financial Management, and

Research and Evaluation.

NIC Headquarters

320 First Street NW

Washington, DC 20534

800-995-6423 Fax: 202-307-3106

website: www.nicic.gov

NIC Academy/Information Center

National Corrections Academy

791 Chambers Road

Aurora, CO 80011

Academy: 800-995-6429 Fax: 303-365-4458

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

Staff Training Centers

Training is an integral part of the Bureau of Prisons’ staff

development. Introductory training is conducted at the Bureau’s

Staff Training Academy, and specialized professional training

is provided at the Management and Specialty Training Center.

Staff Training Academy (STA)

Federal Law Enforcement Training Center

Building 21

Glynco, GA 31524

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

Management and Specialty Training Center (MSTC)

National Corrections Academy

791 Chambers Road

Aurora, CO 80011

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

Grand Prairie Office Complex

The Bureau’s Grand Prairie Office Complex (GRA), located

in Grand Prairie, TX, was created to better serve employees

and consolidate various processes to achieve more efficient

and cost-effective operations. GRA staff have expertise in

either human resources, inmate systems, inmate classification

and designation, or financial management.

Components:

Consolidated Employee Services Center (CESC)

972-352-4200 Fax: 972-352-4220

E-mail address: GRA-HRM/Chief-CESC@bop.gov

Designation and Sentence Computation Center (DSCC)

972-352-4400 Fax: 972-352-4395

E-mail address: GRA-DSC/

PolicyCorrespondence&AdminRemedies@bop.gov

Field Acquisition Office (FAO)

972-352-4200 Fax: 972-352-4545

E-mail address: GRA/FieldAcquisitionOffice@bop.gov

Grand Prairie Office Complex

U.S. Armed Forces Reserve Complex

346 Marine Forces Drive

Grand Prairie, TX 75051

Regional Offices

The Bureau of Prisons has six regional offices, which directly

support the operations of the facilities within their respective

geographic regions of the country. Under the leadership of a

regional director and deputy regional director, regional office

staff provide management and technical assistance to institu-
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tion and community corrections personnel; conduct specialized

training programs; give technical assistance to state and local

criminal justice agencies; and contract with community agencies to provide offender placement in residential re-entry centers.

Regional staff include administrators who are subject matter

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

health services, unit/case management, correctional services,

and facilities operations). By maintaining close contact with

institution staff, regional staff ensure effective Bureau operations.

Bureau Facilities

Security Levels: The Bureau operates institutions of five

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

administrative). Security levels are based on such features as

the presence of external patrols, towers, security barriers, or

detection devices; the type of housing within the institution;

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

Minimum Security: also known as Federal Prison Camps

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

to military bases, where inmates help serve the labor needs of

the base. A number of BOP institutions have a small, minimum

security camp adjacent to the main facility. Often referred to

as satellite prison camps (SPCs), these provide inmate labor to

the main institution and to off-site work programs.

Low Security Federal Correctional Institutions (FCIs): have

double-fenced perimeters with electronic detection systems,

mostly dormitory or cubicle housing, strong work and program

components, and a staff-to-inmate ratio that is higher than that

in FPCs.

Medium Security FCIs: have strengthened perimeters

(double-fenced with electronic detection systems), mostly celltype housing, a wide variety of work and treatment programs, a

higher staff-to-inmate ratio than that in low security FCIs, and

even greater internal controls.

High Security United States Penitentiaries (USPs): have

highly-secured perimeters featuring walls or reinforced fences,

multiple- and single-occupant cell housing, the highest staffto-inmate ratio, and close control of inmate movement.

Administrative Facilities: have special missions, such as the

detention of pretrial offenders; the treatment of inmates with

serious or chronic medical problems; or the containment of

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

include Metropolitan Correctional Centers (MCCs), Metropolitan Detention Centers (MDCs), Federal Detention Centers

(FDCs), Federal Medical Centers (FMCs), the Medical Center

for Federal Prisoners (MCFP), the Federal Transfer Center

(FTC), and the Administrative-Maximum USP (ADX).

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

close proximity to one another. The close proximity makes it

possible to share services, enables staff to gain experience at

institutions of many security levels, and enhances emergency

preparedness by having additional resources readily available.

Satellite Low Security Facilities: FCIs Elkton and Jesup each

have a small low security satellite facility adjacent to the main

institution. FCI La Tuna has a low security facility affiliated

with, but not adjacent to, the main institution.
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During FY07, the Bureau of Prisons maintained its standing

as the largest correctional system within the U.S. Between

September 30, 2006, and September 30, 2007, the BOP’s total

inmate population had increased by 3.9 percent, from 192,584

to 200,020. Of that number, 167,323 were confined in Bureau

facilities; 24,773 were housed in privately-managed, state, and

local secure facilities; and 7,924 were confined in residential

re-entry centers (RRCs).

To effectively manage the population growth, the Bureau has

continued its expansion program, adding 2,679 beds in BOP

facilities during FY07, as well as 2,627 contract beds, including

2,144 low security beds in privately-managed facilities and

338 beds for male inmates in RRCs. The Secure Female Facility

(SFF), a unit of USP Hazelton, WV, started accepting inmates

in FY07, as did the USP at FCC Tucson, AZ. At the end of

FY07, Bureau institutions were at 37 percent above rated

capacity overall, with mediums and highs at 42 and 53 percent,

respectively. Secure female facilities were at 56 percent above

rated capacity.

Efficient Use of Resources

Federal Correctional Complexes (FCC)

In 1988, the Bureau’s Executive Staff approved the development of FCCs. At that time, it was recommended that an FCC

consist of a minimum, a medium, and a high security level

facility located on one site. Over the years, the correctional

complex concept has evolved to take into account the various

re-engineering and restructuring initiatives that have been

implemented.

In 2005, a committee was formed to review existing FCC best

practices and examine strategies to more effectively manage

allocated resources, enhance quality and improve productivity.

The Executive Staff approved a number of the resulting

recommendations that dealt with the management and operation

of correctional complexes. These decisions have allowed the

Bureau’s 13 complexes to move forward with a more structured

model to ensure consistency and achieve the maximum benefit

from our valued resources. Highlights of these decisions

include the following:

• An FCC was redefined as two or more institutions colocated on property that is contiguous.

• Each FCC has one Complex Warden, who is the final

decision-maker at that FCC. The Complex Warden oversees

an individual institution, in addition to their FCC oversight

duties. The number of wardens assigned to an FCC is

dependent on the number of institutions, as well as the

security level of the institutions at that complex.

• All FCC departments are to be consolidated to maximize

resources.

• Staff are assigned to the FCC, not an individual institution

within the FCC; additionally, staff rotate throughout the

FCC.

• Each FCC utilizes a “One Team Concept” to operate

consistently, share services, and draw from the large staff

complement. FCC-wide staff recalls are held, there is one

Special Operations Response Team for the FCC, and a

standardized curricula is used for educational programs.

Restructuring Initiatives

During FY07, restructuring and cost-reduction initiatives

involving Inmate Systems Management and Human Resources

were completed. At the end of September 2006, of the 3,404

total positions targeted for abolishing as part of the agency’s

comprehensive cost reduction strategy, only 233 remained;

during FY07, 114 of these positions were abolished. In total,

the cost reduction initiatives undertaken over the past few years

ensured the agency continued to operate within appropriated

budgets, while bringing beds on line to reducing crowding and

filling more staff positions that have direct contact with inmates.

Grand Prairie Office Complex: In July 2007, the Designation

and Sentence Computation Center (DSCC) moved into its

permanent quarters after having worked out of temporary

offices in Grand Prairie, TX for just over two years. DSCC

staff assumed responsibility for most tasks scheduled to be

turned over to the DSCC from the institutions, and completion

of this transfer is expected in early FY08. Staff from the

Consolidated Employee Services Center (CESC), a branch of

HRMD, also moved into permanent office space. CESC staff

absorbed all of the functions that were transferred to it from

FY07 Operations: Status and Developments
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institutions, regional and central offices. At the end of FY07,

these two branches became fully operational, which was

expected to translate into a noticeable reduction in the workload

of institution staff.

National Corrections Academy: The Bureau’s training center

building in Aurora, CO, was changed to the National Corrections Academy after the successful co-location of the Management and Specialty Training Center (MSTC) and sections

of the National Institute of Corrections (NIC). The co-location will not only reduce costs, but also reinforces the BOPNIC relationship and creates opportunities for enhanced collaboration.

MSTC continues to provide most of the Bureau’s senior-level

training courses and curriculum development activities, as well

as deliver specialized training. Additionally, it continues to

help staff acquire and maintain subject-matter expertise in their

specific functional areas.

NIC concentrates on management and leadership training, and

building training capacity within corrections systems. The NIC

Academy provides training, technical assistance, information

services and policy/program development assistance to Federal, state, and local corrections agencies. NIC’s Information

Center provides individualized research assistance and disseminates documents and videos they develop. NIC’s Corrections

Specialists are available to assist practitioners, including

Bureau staff, to locate information dealing with correctional

policies, programs, operations and training by accessing NIC’s

specialized library, as well as a variety of databases and information networks across the country.

Additionally, NIC’s Jails Division was relocated from

Longmont, CO, to NIC headquarters at Central Office. The

BOP and NIC recognize that jails are a unique component of

the corrections community and that jails are tremendously

diverse in terms of size, geographical location, setting (rural/

urban), resources available, design, operational philosophy,

operations, and level of programs and services offered to

offenders. The Jails Division continues to design services for

jails based on an understanding of jail-specific issues, and to

provide technical assistance, service and support to jails across

the country.

REDMAP

Over the past few years, the agency has undergone significant

budget reductions that resulted in the implementation of various cost-savings initiatives (to include reducing staffing levels). Even though staffing levels were reduced, the amount of

duties had not decreased. As a result, in July 2006, the Executive Staff approved the Reduction and Elimination of Duties

Management Assessment Project (REDMAP). This process

is designed to reduce the workload on staff by reducing paperwork, eliminating redundant processes, and removing unnecessary duties.

All disciplines are undergoing REDMAP assessments, which

involves a group of qualified staff systematically and thoroughly examining all applicable policies for elimination of

unnecessary or redundant processes or duties. If a process

cannot be eliminated, it is reviewed for streamlining; and the

group conducts a structured risk analysis of all remaining processes and procedures.

During FY07, various disciplines underwent the REDMAP

process; specifically, REDMAPs were conducted for food

services, correctional programs (phase I – traditional unit

management/casework), information systems and security,

education and recreation, facilities, health services, community

corrections, and employee services and affirmative action.

Each discipline developed a number of recommendations that

will take effect after the applicable policy has been updated.

In the end, the results of the entire process will substantially

reduce the workload for many BOP staff.

Best Practices Initiative

Over the agency’s history, Bureau staff, individually and collectively, have been the source of many innovative ideas that

have enhanced the agency’s ability to protect society. In April

2007, the BOP introduced a process to identify and communicate institution practices that have demonstrated their value to
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the agency, institutions, Bureau staff and/or inmates. Placing

this type of information on the Bureau’s intranet (called

Sallyport) makes it easier for institution staff to take full

advantage of the many lessons already learned by other sites

without having to “reinvent the wheel.” Practices in the following areas are considered for inclusion: cost reduction initiatives, energy conservation, inmate programs, institution management, recycling, release preparation and community

re-entry, and staff development.

Submissions can be made at any time and must be approved

by the institution’s Warden. Proposing an entry does not guarantee designation as an agency “best practice” or posting on

Sallyport. All submissions are reviewed by subject matter

experts and are included in the Best Practices section only

after the required approvals are obtained.

UNICOR

Lean Six Sigma: During FY07, UNICOR adopted “Lean Six

Sigma” as its standard program for continuous improvement.

Lean Six Sigma signifies the application of a disciplined, problem-solving approach to specific projects with very measurable results. More than 70 UNICOR staff received Lean Six

Sigma “Green Belt” training, and 6 staff are in the process of

completing their “Black Belt” certification, the highest level

achievable which requires several weeks of intensive classroom training and the successful completion of a large-scale

Lean Six Sigma project.

In July 2007, Central Office Industrial Specialist Bentley Stires

(duty station: FPC Bryan) became the first UNICOR staff

member to receive black belt certification. His project was

designed to significantly increase the monthly output of

UNICOR’s Fleet Management factory at FCI Gilmer. Beginning in June 2006, Mr. Stires and his team created a project

charter to ensure the formal buy-in of all staff and inmates

involved in the effort. By the end of 2006, the factory’s production improvements had made it possible to eliminate an

extended shift. Improvements were also realized in the

factory’s inventory tracking and accuracy. An initiative to better

organize factory tools, materials, and equipment was also

implemented. As a result of these combined initiatives, FCI

Gilmer’s UNICOR factory increased its monthly output of

re-manufactured trucks by more than 165 percent.

USP Lewisburg’s FPI metal factory achieved a delinquent-free

status (i.e., no delinquent orders) even though it experienced

very demanding lead times. While completing a six-month

stretch of zero delinquencies, the factory also reduced overtime by 20 percent. Factory Manager Gregory Holmes was

recognized as recipient of the Regional Staff Award from the

National Correctional Industries Association’s (NCIA) Northeast Region for his supervisory excellence and significant contributions that led to the factory’s remarkable achievements.

Additionally, the U.S. Postal Service recognized Lewisburg’s

performance during this most recent contract.

Forward Thinking Initiative

The agency’s forward thinking initiative, designed to enhance

the agency’s preparations to meet the future, has yielded

numerous accomplishments over the past 61⁄2 years. To date:

• more than 200 BOP and NIC management/supervisory staff

have been trained in forward thinking techniques;

• a permanent, multi-faceted forward thinking structure has

been established with a Review Team to oversee the overall

initiative, a Scanner Team to continuously monitor existing

and emerging trends, and an Executive Review Group to

ensure that all policy, pilot programs and Executive Staff

papers address identified future trends;

• all Executive Staff papers now include a forward thinking

component and all BOP workgroups include a staff member

trained in the process; and

• a section on Sallyport was created to include an overview

of the initiative, the top 30 trends and a “Trend Spotting”

link, which allows staff to provide input regarding emerging

trends.

Workgroups have been formed to provide innovative solutions

to some of the BOP’s most complex issues. Through FY07,

achievements included development of a long-term plan for

an integrated educational curriculum, various recommendations

to the Executive Staff to improve staff work life, and the
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establishment of milestones and start of implementation of

significant innovations to the Offices of the General Counsel

and Internal Affairs.

Workgroups are presently involved in developing a model for

a self-sustaining prison, analyzing creative solutions to prison

crowding, and exploring alternatives for providing costeffective medical care into the future.

Enhanced Automation

Fillable Forms: New fill and save features were added to

almost all BOP forms so the form can be saved with a user’s

typed text. These features, available to anyone using free

Adobe Reader software, makes it possible for staff to fill and

save electronic BOP forms. This means staff no longer have

to re-type information every time they use particular forms.

Users can fill in a form and save the text now, use the text

again later, or e-mail the completed form to another staff member. Forms with these user-friendly features are readily identifiable and available on the agency’s intranet. The improved

forms are also used on the agency’s public website, extending

this benefit directly to the public.

Legal Applications: During FY07, staff in the Legal Administrative Branch of the Office of General Counsel and Review

(OGC) produced a series of new case management applications with automated reporting capability. These applications

have been installed in all six regions and in three branches of

Central Office. All of OGC’s open cases, as well as historical

data, have been loaded into the system. These applications

will enable legal staff to better track cases and trends, as well

as improve the efficiency of case processing. Staff continue to

develop additional applications for various areas of OGC.

Video Transfer and Networking Programs: The Southeast

Region’s (SER) implementation of video transfer as a mechanism to forward use of force videos for review and disposition

has expanded to other regions. Additionally, each SER institution also has the capability to conduct inmate disciplinary

hearings with the Disciplinary Hearing Officer via video networking.

Inmate Management

Inmate Complaint Resolution

The Administrative Remedy Program is the internal grievance

process through which an inmate may request consideration

or review of any issue related to his/her conditions of

confinement. An inmate must first present an issue of concern

informally to staff, and staff must attempt to informally resolve

the issue before an inmate submits a formal request for

Administrative Remedy. At each institution, procedures are in

place to informally resolve inmate complaints. If an inmate

views the issue as sensitive and is concerned that his/her safety

or well-being would be compromised if the request became

known at the institution, the inmate may submit the request

directly to the Regional Director. If the request is determined

to be of an emergency nature which threatens the inmate’s

immediate health or welfare, the Warden (or Regional Director)

must respond promptly.

The program requires timely investigation and response,

including redress as appropriate. During FY07, of the total

number of requests for Administrative Remedy answered by

institutions (24,594) inclusive of all security levels, 7.4 percent

were granted. Of those appealed to the regional level and

answered (16,046), 3.8 percent were granted. Finally, of the

total number appealed to the Central Office level and answered

(7,704), 1.2 percent were granted.

Crisis Management

To enhance crisis management preparations, during FY07, the

Bureau implemented the National Incident Management System (NIMS)/Incident Command System (ICS) with CPD as

the lead division and HSD’s National Safety and Environmental Branch coordinating training. Most importantly, this brings

the Bureau under the Department of Homeland Security’s

(DHS) unified command structure that has proven to be an

absolute necessity for effective large-scale crisis management.

At the end of the FY, NIMS training was well-underway, with

priority having been given to management and command staff

and institutions with the highest probability of experiencing

natural disasters or terrorist activity. Training has included

table-top exercises simulating management of different inci-
15

dents, online courses from DHS’ Federal Emergency Management Agency (FEMA) and more.

Counter-Terrorism

To enhance counter-terrorism operations, in November 2006,

the Bureau activated the Counter-Terrorism Unit (CTU) to:

• assist in identifying and validating inmate involvement in

terrorist activities;

• coordinate foreign language translation services, monitor

and analyze terrorist inmate communications, and produce

intelligence products;

• develop and provide relevant counter-terrorism training;

and

• actively collaborate with other correctional agencies, law

enforcement, and the intelligence community.

Located in Martinsburg, WV, the CTU assists the agency in

identifying, developing, and implementing policies, programs,

and protocols that are relevant to national security matters.

Communications Management Unit (CMU)

The Bureau established the CMU at FCC Terre Haute, IN, to

house inmates who, due to their current offense of conviction,

offense conduct, or other verified information, require increased

monitoring of communications with persons in the community

to ensure the safe, secure and orderly running of Bureau facilities, and to protect the public. The CMU is an open unit that

operates separately from the general population of the main

institution. With a capacity of housing 90 inmates, the CMU’s

operational procedures reduce inmates’ ability to circumvent

existing mail and telephone monitoring procedures. Types of

inmates who may be housed there include those:

• convicted of, or associated with, international or domestic

terrorism;

• convicted of sex offenses who repeatedly attempt to contact their victims;

• who attempt to coordinate illegal activities while incarcerated via approved communication methods; and

• those who have received extensive disciplinary actions due

to their continued misuse/abuse of approved communication methods.

Sex Offender Management and Treatment

The Adam Walsh Child Protection and Safety Act of 2006

directly affected the BOP by requiring sex offender registration, the establishment of sex offender management and treatment programs in each Bureau region, and the civil commitment of certain sex offenders as “sexually dangerous persons.”

Although the BOP already offered programming to its population of sex offenders, expansion of management and treatment

services was necessary to achieve compliance with the law.

Consequently, in FY07, the BOP developed and implemented

changes to policies and operations that comply with the new

mandates. In January 2007, CPD issued interim guidance

regarding implementation of the sections of the Adam Walsh

Act that deal with the civil commitment of sexually dangerous

persons. Since enactment of the Adam Walsh Act, the agency

has:

• created a Certification Review Panel and established endof-sentence review procedures to determine the

applicability of the civil commitment statute to sex offenders

releasing from BOP custody;

• established the Commitment and Treatment Program (CTP)

at FCC (FCI) Butner to provide those services to sexually

dangerous persons;

• developed high- and moderate-intensity Sex Offender

Treatment Programs for the Bureau’s sentenced inmates,

and developed admissions protocols to assign treatment

volunteers to the appropriate treatment program based on

their individual risk classification; and

• established additional Sex Offender Management Programs

(SOMP) to provide treatment and specialized correctional

management services to sex offenders.

Currently, three of six SOMP sites (FMC Devens, USP Marion

and FCI Seagoville) are fully operational. The remaining three

(FCCs Petersburg and Tucson, and FCI Marianna) will be

activated by the end of FY09.

Health Care Delivery

Medical Classification: Particularly noteworthy was the very

successful use of the BOP’s medical classification system in

conjunction with the agency’s security classification system to

determine appropriate institution designations for inmates.
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Specifically, this system helps the agency identify inmates with

needs for higher levels of medical care so they can be

transferred to sites with the appropriate medical resources to

manage their needs. Additionally, this system has ensured that

staff resources are in line with the level of medical care being

provided at each facility.

The Bureau’s CARE Level 4 facilities are the Federal Medical

Center (FMC) at FCC Butner; FMCs Carswell, Devens, Lexington, and Rochester; and the Medical Center for Federal

Prisoners (MCFP), Springfield, MO.

MRSA Awareness Project: HSD and MSTC jointly developed

a video on Methicillin-resistant Staphylococcus Aureus

(MRSA), a type of staph infection that is resistant to certain

antibiotics, for staff training purposes. The video was made

available via the agency’s intranet and was also posted to the

Bureau’s public website, along with clinical practice guidelines

on the topic. The Department of Health and Human Services’

Centers for Disease Control and Prevention includes on its

website the BOP’s guidelines as a resource on prevention and

control strategies for correctional settings.

Teleradiology: The Bureau used teleradiology to transmit digital

radiographic images to a team of radiologists who are available 24/7, 365 days a year, and provide interpretations within 2

hours. As of September 30, 2007, 39 Bureau institutions with

one or more x-ray units were participating in the teleradiology

initiative. The BOP’s experience with Walter Reed Hospital

over the past three years demonstrated that teleradiology is a

cost-effective and efficient method for using advanced technology to improve patient care. In light of this, the Bureau

signed an agreement that will allow expansion of teleradiology

services. To ensure this capability is available at all institutions, the agency is identifying institutions that require infrastructure modifications to be able to accept new digital equipment.

Telehealth: The Bureau also relies on the agency’s wide-area

network infrastructure to provide telehealth services. While

this capability is presently primarily used to provide psychiatric consultations, a team of staff from Health Services, the

Administration Division and OGC is working on establishing

parameters that will serve as the basis for developing a comprehensive telehealth system within the BOP. At this time, a

psychiatrist can observe and interview patients long distance,

review prior treatment, and discuss future treatment and management plans with providers at an inmate’s assigned institution. A psychiatrist in one location can also provide consultation services or training to staff at multiple facilities, thereby

maximizing the efficient use of resources.

Mobile Surgical Unit: The Statement of Work for the mobile

surgery unit pilot project approved for a limited trial in the

Bureau’s Southeast Region, has been completed and is pending release by the Bureau’s Field Acquisition Office. Designed

for stability and self-contained for power, water, and hazardous waste disposal, these units will be able to move from institution to institution to serve a wide area, and they can be customized for specialty procedures, e.g., eye surgeries and orthopedics. The Bureau expects this to enhance public safety by

reducing the number of escorted trips to community medical

settings for services, reduce costs associated with staffing for

these trips, and increase the availability of on-site ambulatory

services throughout the agency. The BOP’s decision to pilot

the use of this resource is consistent with the shift in community standards of medical care to increasingly use ambulatory

surgical procedures to treat conditions that in the past required

inpatient hospitalization.

Dialysis Capacity: MCFP Springfield has increased its capacity

to dialyze inmates; it can now treat 180 inmates. The facility

is currently renovating the area to further increase capacity by

44 stations, which will reduce institution expenditures by

hundreds of thousands of dollars as a result of reduced reliance

on outside hospital facilities to meet this need.

Individual Efforts: Several U.S. Public Health Service (PHS)

officers assigned to the Bureau received national awards from

external organizations in 2007 in recognition of their exceptional service. Specifically, during its June 2007 annual meeting, the PHS Commissioned Officers Association acknowledged the following officers for their hard work and continu-
17

ing efforts in support of the health care mission of the United

States and the BOP specifically:

• VADM Richard H. Carmona Inspiration Award recipient:

CDR Eric Payne, Chief Therapist, FCC Butner (FMC)

• George I. Lythcott 2007 Award: LCDR Stephanie Burrell,

Chief Dental Officer, FCI Talladega

• Therapist of the Year Award: CDR Jessie Whitehurst-Lief,

Clinical Specialist, FMC Lexington

• U.S. PHS Award for Managerial Excellence Improving

Pharmacy Service or Public Support: CDR Sharon

Oestereich, Chief Pharmacist, FCC Allenwood

• Jack D. Robertson Dental Award: CAPT Nick Makrides,

Chief Dentist, Health Services Division (HSD), Central

Office

• Ernest Eugene Buell Dental Award: LCDR Phillip Woods,

National Dental Specialty Consultant, MCC San Diego

• 2007 Hanzel Award for Administrative Activities (one of

four Minnegerode Awards for Nursing Excellence): CAPT

Donna Olive, Infection Control Officer, HSD, Central

Office

In April 2007, the North Carolina Commissioned Officers

Association presented awards to the following FCC Butner

PHS officers in recognition of their service to the Commissioned Corps or as a civilian support member of the Corps:

• Junior Officer of the Year: LT Artresiah Rogers

• Senior Officer of the Year: CDR Melinda Mandrillo

• Civilian Support Award: DON Mary Ellis

• President’s Award: LT Alnissa Carter

• USPHS Commendation Medal: LT Alnissa Carter

Ensuring a Positive Environmental Impact

DOJ Energy and Environmental Management

The Bureau’s commitment to effective environmental

stewardship is best demonstrated by the fact that all award

winners of DOJ’s Energy and Environmental Management

Awards Program (EEMAP) for 2007 were from the Bureau.

The awards program, which is open to all DOJ employees,

recognizes those contributing to the goals of the “Greening

the Government” Executive Orders. EEMAP winners were

selected based on actual results achieved within established

parameters. Summaries of the achievements that warranted

this level of recognition follow.

Award category: Sustainable Design/Green Building

Recipient: FCC Butner

Construction of FCI Butner II was completed in 2006. It is

the first U.S. prison to receive Leadership in Energy and Environmental Design (LEED) certification. In accordance with

LEED principles and standards, special attention was given to

site selection, water and energy efficiency, materials and

resources, and indoor environmental quality. Through the

incorporation of waterless and water-efficient technology into

the facility’s design, water use has been reduced by 33 percent. It has also achieved a 30 percent reduction in design

energy costs compared to standard counterparts. During construction, a stringent construction waste management plan

meant that more than 70 percent of construction waste was

diverted from local landfills.

Since the activation of the facility as a “Green Building,” the

FCC had devoted considerable effort to incorporating “Green

Products” at the FCC. The BOP has added five new compressed natural gas vehicles to its fleet at Butner, and switched

to a new laundry process that combines the use of green chemicals and lower water temperature to significantly reduce the

impact on resources and the environment. The FCC’s Facilities Department has instituted an alternative fuel program to

help reduce harmful emissions, and food service oils are converted to bio-based diesel to run generators and diesel equipment. The Safety Department procures environmentallyfriendly sanitation and housekeeping cleaning chemicals and

supplies that meet green procurement standards. A recycling

program has also been established at each Butner institution.

Inmate details sort through and remove recyclable materials,

and the recycling of metals has resulted in significant monetary savings.

Award category: Recycling

Recipient: FPC Duluth

During the past several years, FPC Duluth has dramatically

reduced the amount of waste designated for local landfills. In
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FY06, FPC Duluth recycled 390,000 pounds of waste. The

facility implemented a three-tier recycling program that

includes very specific institution trash recycling, a vermiculture

program and a food waste composting program.

• The trash recycling program involves a systematic, thorough

sorting of waste to recover recyclable materials, which are

then processed and prepared for shipment to a contract

recycling center. The program recovers 3.8 tons of

recyclable material each week.

• The vermiculture program uses red wiggler worms to

recycle food waste into a rich, dark soil conditioner that is

used throughout the institution grounds. Annually, this

program diverts 2.6 tons of food waste from landfills.

• The food waste composting program is a cooperative effort

between FPC Duluth, a contract waste vendor, and the

municipal landfill. Each week, two tons of compost is

removed from the facility.

FPC Duluth has worked closely with local government agencies

to recycle scrap metal. For example, from FY04-06, 660.23

tons of metal worth more than $160,000 was recycled. Other

programs include the recycling of all motor oil, estimated at

600 gallons per year; the use of bio-diesel in equipment; and

the recycling of wood pallets and concrete.

Award category: Recycling

Individual Award Recipient: Chad B. Stark, Maintenance

Worker Supervisor, FCC Florence

In 2005, FCC Florence Maintenance Supervisor Chad Stark

volunteered to take the position of Complex Recycling Coordinator, with responsibility for running the recycling operation for the entire FCC. Mr. Stark began improving operations by reducing the number of monthly trash pulls and changing the landfill location, thereby reducing travel time, mileage, and wear and tear on equipment. His efforts have eliminated the use of outside trash contractors. All bagged trash

from the four FCC facilities is sorted; and the recyclable

materials, including aluminum cans, cardboard, paper, plastics, fabrics, concrete, metals, etc., are processed and sold. In

previous years, the FCC’s recycling program generated more

than 500,000 pounds of materials, producing a revenue of about

$27,000. Under Mr. Stark’s guidance, in FY06, more than 1.6

million pounds of materials were recycled with a value of more

than $46,000.

Award category: Alternative Fuels and Fuel Conservation

Recipients: Mid-Atlantic Regional Office (MARO) and USP

Big Sandy

MARO and USP Big Sandy worked closely to establish a successful bio-diesel operation at the USP. The program is an

alternative fuel initiative that converts used vegetable oil into

bio-diesel fuel. The energy-saving initiative is environmentally-friendly and has reduced fuel and cooking oil disposal

costs. Bio-diesel is biodegradable, nontoxic, has lower emissions than pertroleum diesel, and is basically free of sulfur.

USP Big Sandy is currently using bio-diesel in fleet buses,

trucks, tractors, backhoes, mowers, emergency generators, forklifts, bulldozers and ATVs. The USP is the only government

facility making and using bio-diesel in the state of Kentucky.

Since implementing the program in 2006, USP Big Sandy has

produced 1359 gallons of bio-diesel fuel at a cost of 52 cents

per gallon, resulting in a cost savings of more than $2,000

(based on a current price of $2.12 per gallon for diesel fuel).

Plans are underway to expand the program to include the collection of used cooking oil from six nearby Bureau facilities;

this expansion is expected to produce 1,500 gallons of biodiesel per month achieving a fuel savings of $4,500 per month.

Across the Bureau...

Efforts to safeguard the environment, both major and more

limited in scope, occurred throughout the agency during FY07.

A brief sample of those activities is provided below.

UNICOR’s Recycling Business Group supported Earth Day

2007 by participating in a variety of events to help encourage

the recycling of electronic material. UNICOR staff from the

Washington, DC metropolitan area took part in recycling collection events sponsored by the Environmental Protection

Agency; Departments of Veterans Affairs, Labor and the Interior; General Services Administration; and the community of

Chantilly, VA. Specifically, UNICOR’s Recycling Business

Group provided an environmentally-friendly manner of disposing of electronic materials.
19

In the Mid-Atlantic Region (MXR):

• Bio-diesel projects were implemented at FCI Cumberland

and FCC Butner.

• Eighty-five percent of all MXR institutions implemented

three or more new energy and fuel conservation strategies.

• Annual savings of nearly $325,000 were realized by

increasing composting, initiating one Energy Savings Performance Contract (ESPC), using best practices information to guide grease trap maintenance, and hauling institution trash to a disposal site.

• Institutions also participated in a range of other energy conservation initiatives, such as use of water conservation measures, vegetable farming, increased use of hybrid vehicles,

and vanpool commuting options for staff.

In the North Central Region (NCR):

• FPC Duluth received $13,000 in rebate checks from Minnesota Power for its energy conservation efforts. Duluth

also saves between $120 and $250 per week from its food

waste composting program. Finally, Duluth has an aggressive recycling program with dual benefits: revenues are generated from the sale of recyclable materials and $450 per

month is saved by the materials not being subject to trash

removal.

• FPC Yankton’s horticulture program is extremely efficient

and productive. Using only two-thirds of an acre and an

initial investment of $200 in seed, in 2007, the institution

saw returns of almost 22,000 pounds of produce, with an

estimated value exceeding $10,000.

• FCI Milan actively participates in a recycling program and

saves approximately $375 per week as a result of reduced

trash removal.

• FCI Pekin implemented numerous energy-saving initiatives,

including removing hot water from inmate washing

machines, replacing lights with high efficiency lights, and

replacing paper filters used in institution automobiles. The

institution will realize several thousand dollars’ worth of

savings each fiscal year as a result.

• To reduce utility expenditures, FCI Greenville participated

in the Renewable Energy Certificate program and also used

creative alternatives to gas-powered equipment.

• USP Marion’s wastewater program achieved such outstanding results that it earned Wastewater Plant Supervisor

Jimmie D. Barter, Jr., the Wastewater Plant Operator of the

Year award from the Illinois Association of Water Pollution Control Operators.

In the Western Region (WXR):

• At the end of FY07, the Western Regional Office (WXRO)

was working with the Field Acquisition Office on a final

review of Energy Savings Performance Contracts (ESPCs)

to be implemented at select WXR facilities. Energy Conservation Measures (ECMs) will include extensive utility

equipment upgrades and systems optimization. Once completed, the combined ESPC projects at FCCs Tucson,

Victorville and Lompoc; and FCIs Phoenix and Safford are

projected to result in an overall annual cost avoidance of

approximately $2.1 million.

• FCI Safford found a creative solution to the initial costs

associated with purchasing and installing equipment

upgrades. The vendor purchases and installs the energy

conservation equipment (i.e., high-efficiency lighting, a

computer system that more efficiently controls heating and

air conditioning, and energy-efficient air conditioning/heating package units), and the savings on the utility bills are

temporarily diverted to the vendor until the project is paid

in full, at which point, they revert back to the facility.

BOP Workforce: Staffing and Training

Consolidated Employee Services Center (CESC)

Payroll and Personnel Processing: In support of the Enterprise Human Resource Initiatives, the Consolidated Processing Unit (CPU) initiated the electronic Official Personnel

Folder (eOPF) project that will automate all Bureau employee’s

personnel files. More importantly, eOPF assures continuity of

operations and disaster recovery by providing the Bureau with

offsite electronic record storage. Finally, eOPF fosters

employee satisfaction by providing self-service web access to

key personnel information.

The CPU processes all payroll and personnel actions for the

Bureau. During FY07, the CPU processed more than 90,000
20

personnel actions. A Service Desk application was developed

for Employee Services Departments (ESD) to use when submitting payroll/personnel processing actions or document

requests. This application facilitates the CPU’s tracking of

the numerous personnel actions requests it receives.

Benefits Counseling and Processing: The Consolidated

Benefits Unit (CBU):

• provides expert retirement and benefits counseling to BOP

employees;

• processes all retirements; health, life, dental and vision

insurance; and death benefits;

• provides guidance to military personnel and their families

regarding entitlements while in a military status, as well as

counseling to assist military personnel with the transition

back to their Bureau careers;

• offers and provides financial literacy retirement training to

BOP staff at facilities; and

• is developing an online learning version that combines a

highly-interactive virtual classroom (CENTRA) with sessions for early, mid, and late career retirement planning.

During FY07, the CBU processed more than 700 retirements,

in excess of 800 retirement calculations, approximately 700

military deposits, and 43 death cases.

Hiring and Staff Placement: The Consolidated Staffing Unit

(CSU) is responsible for processing all merit promotion

announcements for non-bargaining unit positions and all Delegated Examining (external hiring) functions for the Bureau.

The automated application system, BOP-Careers, is used to

manage merit promotion and outside hiring. BOP-Careers

makes it possible for applicants to access vacancy announcements at any time via the internet, and expedites the delivery

of qualified candidates to selecting officials. During FY07,

responsibility for the automated BOP-HIRES certification system used for the external hiring of Correctional Officers and

hard-to-fill positions, was successfully transitioned to the CSU.

Also, as of May 2007, responsibility for all merit promotion

for bargaining unit positions was transferred to the CSU. During FY07, the CSU processed approximately 3,600 vacancy

announcements. As of September 24, 2007, there were 36,254

BOP staff and 315 were on active military duty.

Correctional Services Staffing

During FY07, progress was made in increasing staffing levels

in institution Correctional Services departments. By reducing

reliance on other departments to cover custody posts, this

helped those other departments perform their important work.

Although the agency staffing goal for Correctional Services

increased and continues to be 90 percent, each institution has

unique staffing needs and Wardens have latitude in staffing as

they deem appropriate.

Workforce Development

The Bureau needs its current and future leaders to be successful and makes every effort to ensure this occurs. To that end,

the agency provides a range of training opportunities designed

for professional development. These learning experiences

begin when a new employee comes on board and continue

throughout an individual’s career, thus ensuring a pool of qualified leaders, managers, and supervisors for succession planning. Over the course of FY07, 70 Introduction to Correctional Techniques (ICT) classes were held with 3,196 new BOP

staff attending; 754 staff attended specialty training (e.g., Bus

Operations, Side Handle Baton, Disturbance Control Team);

and MSTC conducted 189 classes on-site for 3,263 participants, and 15 off-site classes for 698 participants.

Nearly 300 participants completed all prescribed program

requirements and graduated from the Leadership Enhancement

and Development (LEAD) program during FY07. Additionally, almost 200 participants remain active in their course work

and are expected to graudate in the near future. Advanced

executive training from various prestigious centers and higher

learning institutions (e.g., Harvard University, the Center for

Creative Leadership, Aspen Institute) supplement and complement that provided by NIC and the Office of Personnel Management (OPM). The curriculum is structured to ensure

appropriate developmental experiences and challenges. Course

work covers such topics as correctional leadership, management and executive development, strategic leadership and

building performance-based organizations, and senior managers in government.
21

Highlights of FY07 training developments include:

• Correctional Officer On-the-Job Training (OJT): During

FY07, the Bureau was notified that the Veterans Benefits

Administration (VBA) of the Department of Veterans

Affairs (VA) approved the BOP’s proposal for a standardized, Bureau-wide 12-month (2080 hour) correctional officer on-the-job training program. This was the end-result

of the collaborative efforts of staff in the Training and Staff

Development Section of the Bureau’s Human Resource

Management Division (HRMD) and the VA. This initiative will assist with the recruitment of qualified personnel.

• Attorney Mentors: The Bureau successfully promoted one

of the Department’s Diversity Initiatives by providing mentors to assist newly-hired attorneys. Mentors are experienced Bureau staff who are committed to helping make each

new attorney’s work experience productive and rewarding.

Mentors provide support and encouragement, answer questions, and facilitate a better understanding of agency culture. They contact new attorneys before they report for

duty and meet regularly with them thereafter. During FY07,

several Bureau mentors received special recognition from

DOJ for their outstanding contributions.

• Trainers for Civil Treatment Training: OGC’s Labor Law

Branch expanded its pool of attorneys who have completed

the Trainers for Civil Treatment Training from one to six,

increasing training availability to staff in the field.

• Inmate Skills/Offender Workforce Development Training:

Given the Bureau’s continued emphasis on these initiatives,

formal training on these topics was incorporated into the

Bureau’s core mandatory standards for Annual Refresher

Training (ART), which is provided at all Bureau sites.

Other Achievements Managing Human Resources

Alternative Dispute Resolution: In June 2007, the Bureau

and Hensel Phelps Construction Company received the 2006

Alternative Dispute Resolution (ADR) in Acquisition Award

from the White House Office of Federal Procurement Policy

and the Chief Acquisition Officers Council. The award recognizes Federal agencies and private sector organizations that

use a variety of ADR techniques to resolve Federal acquisition disputes in a more efficient, timely manner than achievable through traditional litigation processes, while preserving

the business relationships between agencies and their private

sector partners.

The Bureau and Hensel Phelps were recognized for their use

of the “Partnering Program” on the design/build contract for

the FCI II Butner project. Through this program, the Government and the contractor were able to amicably resolve many

on-site issues during construction of the facility. This

“Partnering Program” concept was developed by the Administration Division’s Property & Construction and Design &

Construction Branches, and is used on all design/build contracts for new prison construction projects.

The FCI II Butner project was also selected by the Association of General Contractors of America as a winner of the 2007

Marvin M. Black Excellence in Partnering Award. This prestigious award is presented to owners and construction companies of projects that best exemplify the spirit of partnering using

the ADR process.

EEO Counselor Program: During FY07, the BOP fully implemented its full-time EEO Counselor Program: it increased the

number of full-time counselors from 4 to 5, and increased the

number of locations participating in the program from 20 to

26.

Oversight

Internal

The BOP’s primary internal system of control is the program

review process, through which the Bureau subjects each of its

programs or disciplines to a thorough examination by

organizationally independent, trained Bureau subject matter

experts. Program review guidelines are specific to each

discipline or department and assess the strengths and

weaknesses of a particular program or activity and compliance

with applicable policies, regulations, and American Correctional Association (ACA) standards. Of the 466 program

reviews conducted in FY07, 73.6 percent achieved ratings

above acceptable (either good or superior). Institution teams

annually review the same critical functions examined by the
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program review team to allow the institution to identify and

correct any potential weaknesses.

In a continuing effort to refine the program review process, a

new category of findings, “minor deficiency,” was approved

and implemented for program reviews beginning in January

2007. The purpose for adding the new category was to further

delineate findings and allow for deficiencies to be weighted

based on the significance of the issue. While all policy

deviations are important and noteworthy, some are more serious

than others. This distinction could not be made with the

previous categories. Although many factors are taken into

consideration when assigning a final rating, the additional

finding of “minor deficiency” provides a means to distinguish

the seriousness of findings and, thus, a more accurate reflection

of the overall strengths and weaknesses of a program.

Institution Character Profiles (ICP), conducted by a regional

team of administrators and the Regional Director, are completed

every several years and provide a great deal of descriptive and

subjective information about institution performance. ICPs

include direct observation of institution operations, interviews

with randomly-chosen inmates and staff, and input from outside

agencies and organizations. Review of data from the agency’s

management information systems and specially-designed

surveys provided to staff anonymously prior to the ICP, provide

a context for identifying prospective issues in advance of the

ICP and for interpreting information obtained during the ICP.

During FY07, 34 ICPs were conducted, with findings and

recommendations communicated to the Director.

External

ACA Accreditation: The Bureau enhances the effective

management of its institutions through a process of

accreditation based on standards approved jointly by American

Correctional Association (ACA) and the Commission on

Accreditation for Corrections. During FY07, 35 previouslyaccredited BOP institutions were re-accredited, and 2 new

facilities (FCC Butner’s FCI Medium II and FCC Tucson’s

USP) received initial accreditations. With these accreditations,

the Bureau, for the first time in its history, achieved 100 percent

accreditation. In August 2007 at ACA’s summer conference,

the Bureau received ACA’s prestigious Golden Eagle award,

the highest honor an agency can receive, bestowed only on

agencies that have every entity under their jurisdiction

accredited.

In 1997, the Executive Staff made the decision that all Bureau

institutions would be accredited. Since then, PRD’s Program

Analysis Section has provided training and assistance to

numerous institutions regarding the accreditation process. In

addition to being mandated by Bureau policy, the number of

accredited institutions is a performance measure in DOJ’s budget process. Achieving 100 percent accreditation is a major

milestone and accomplishment for the agency.

JCAHO Accreditation: All institutions (with the exception of

CARE level 1 facilities) are accredited by the Joint Commission for the Accreditation of Healthcare Organizations

(JCAHO). Because Care level 1 institutions serve an essentially healthy inmate population, the BOP’s Executive Staff

decided to not pursue JCAHO accreditation for these sites.

Clean Financial Audit Opinions: For the ninth year in a row,

the BOP received an Unqualified (clean) Opinion on its audited

financial statements. Clean opinions are indicative of sound

financial management. The requirement to produce annual

audited financial statements resulted from requirements in the

Chief Financial Officers Act of 1990, and applies to the 24

largest federal departments and agencies.

Federal Prison Industries (FPI) also received a clean audit with

no material weaknesses or reportable conditions for FY06, from

the independent accounting firm of Pricewaterhouse Coopers,

LLC. Since it was established in 1934, the FPI program has

received a qualified audit only once, in FY 2000. However,

the FY 2000 audit was reversed the following year, and determined to be unqualified or “clean.” The FY06 audit makes it

72 years with a clean audit for FPI.
23

In the Bureau of Prisons, release preparation begins the first

day of incarceration, when inmates begin their work with the

unit team to formulate a plan for how the term of imprisonment will be spent. Work and other programming opportunities are offered to help inmates acquire skills necessary to

become law-abiding citizens upon their release, which is critical to reducing the potential for further victimization. Rigorous research has demonstrated that the Bureau’s core inmate

programs work – that is, they reduce recidivism.

Core Programs

Work programs assist with inmate management in the

institution, but more importantly they teach inmates skills and

the importance of a good work ethic, thereby increasing the

likelihood of successful community re-entry. All sentenced

inmates are required to work if medically able. Examples of

institution work assignments include unit orderlies, food

service, laundry, and landscaping.

Inmates who work for Federal Prison Industries (FPI or trade

name UNICOR), one of the Bureau’s most important

correctional programs, gain marketable skills in business areas

such as electronics, textiles, services, recycling, fleet

management, and vehicular repair. As of September 30, FPI

employed 23,152 inmates, representing 18 percent of the

eligible Federal inmate population. Research has shown that

inmates who participate in FPI are less likely to revert to

criminal behavior and are more likely to be gainfully employed

following release from prison. The Post-Release Employment

Project (PREP) compared inmates who worked in prison

industries with similar inmates who did not participate in the

FPI program. PREP found that inmates who worked in FPI

were significantly less likely to recidivate than inmates who

did not participate, for as much as 12 years following release.

Inmates who participated in FPI were also less likely to engage

in prison misconduct. In addition, minority groups that are at

the greatest statistical risk for recidivism benefitted more from

industrial work participation and vocational training than their

non-minority counterparts.

UNICOR’s Services Business Group achieved two milestones

during FY07. On September 21, 2007, the number of directory assistance calls answered by UNICOR inmate workers at

call centers during 2007 exceeded 100 million. During calendar year 2006, UNICOR answered 90 million such calls. When

the UNICOR call center program began in November 2003, it

employed 23 inmates and had just 13 phone stations. At the

end of FY07, UNICOR operated 5 directory assistance call

centers with 725 phone stations, and employed more than 1,600

inmates at FPC Alderson; FMC Carswell; and FCIs Dublin,

Tallahassee, and Williamsburg.

UNICOR’s distribution program also reached a milestone when

it processed the 100 millionth catalog since the program

began in December 2001. The two distribution centers are

located at FPCs Alderson and Bryan. At these centers,

inmates glue perfume samples into catalogs, then package and

mail the catalogs to customers. In 2001, the program employed

50 inmates at FPC Bryan; the program now employs more than

350 inmates.

To help inmates obtain work upon release, the UNICOR

Federal Bonding Program provides theft insurance to

employers as an incentive for hiring ex-offenders who worked

in UNICOR for at least six months while confined at a BOP

facility. This benefit applies to ex-federal offenders hired after

February 1, 2006, and the ex-offender must seek coverage

within one year of release.

Occupational Training (OT) programs are offered at the

majority of BOP institutions. Inmates can learn a variety of

marketable skills in both traditional trade areas and emerging

occupations, receive on-the-job training, and participate in

certified apprenticeship programs that link training to existing

workforce needs. In FY07, occupational education completions

totaled 13,616, representing a six percent increase from FY06.

PREP research found that inmates who participate in VT are

33 percent less likely to recidivate as compared to similar

nonparticipating inmates.

Enhancing Community Re-entry Success
24

Education programs help inmates acquire literacy skills. All

BOP facilities offer literacy classes, adult continuing education,

English as a Second Language (ESL), parenting classes, library

services, wellness education, and leisure-time activities.

Research has found that inmates who participate in education

programs are 16 percent less likely to recidivate than similar

nonparticipating offenders.

On any given day in FY07, 35 percent of the designated inmate

population was enrolled in one or more education/recreation

programs. During FY07, 6,089 inmates obtained a General

Educational Development (GED) certificate, up from 5,547

GED completions recorded during FY06. At the end of FY07,

77 percent of inmates within 6-7 months of release did not have

a literacy need (i.e., they either had or had earned their GEDs),

and 23 percent were either enrolled in or on the waiting list for

the GED program.

Innovative education strategies include FCI Cumberland’s

participation in the Correctional Learning Network (CLN), a

cooperative joint venture that provides correctional facilities

with a subscription satellite learning service. This has made it

possible for the Education Department to download and

develop various classes for inmates, including GED, Re-entry

Readiness and adult continuing education. Since the initial

course offerings in May 2007, inmate participation has been

excellent.

Substance Abuse Treatment: The Bureau offers drug education, non-residential drug abuse treatment, and counseling at

every institution. Treatment includes individual and group

therapy, group counseling, and other skills-building strategies

aimed at developing pro-social values and preparing inmates

for transition to the community. The goal of the programs is to

reduce the likelihood of inmates relapsing to drug use.

The Bureau is mandated by law to provide residential drug

abuse treatment to 100 percent of the eligible population. The

BOP’s residential drug abuse program (RDAP), the most

intensive treatment offered by the Bureau, is available at 58

institutions. RDAP includes transitional drug abuse treatment

in the community, which ensures continuity of care when the

inmate transfers to an RRC. Program staff monitor inmate

progress, provide treatment interventions and coordinate with

U.S. Probation to ensure the inmate continues with the same

treatment provider when moved to supervised release.

Continuing treatment during the community transition while

the individual is under supervision supports lasting change.

During FY07, 23,596 inmates participated in a drug abuse

education course; 14,392 inmates received non-residential

treatment; and 17,549 inmates participated in RDAP. Of

inmates participating in RDAP, 90 percent completed the program. The TRIAD study demonstrated that inmates who completed the RDAP are 16 percent less likely to recidivate and 15

percent less likely to relapse to drug use three years after

release, when compared to similar inmates who did not participate in RDAP.

There is enormous demand for residential drug treatment services in part because of the potential for some (non-violent)

offenders to earn an early release following successful completion of the program. As a result of their successfully completing RDAP, during FY07, 4,801 inmates received an early

release averaging seven months. Since implementation of the

early release incentive, 31,511 inmates have been released

early. From June 1995 through the close of FY07, a total of

182,317 inmates have participated in RDAP. For the first time

since the law was enacted, the Bureau was unable to meet the

demand for services mandated by the Violent Crime Control

and Law Enforcement Act of 1994 (VCCLEA) as 43 eligible

inmates were unable to receive RDAP before their release from

Bureau custody.

Other Programming

The values- and skills-building components of RDAP have

proven their worth even for inmates with no substance abuse

problems. The Bureau continues to develop and operate specialized treatment programs based on the cognitive-behavioral

treatment model that underlies RDAP. Examples of these specialized unit-based, programs include:
25

• Challenge, which currently operates at 11 USPs and targets

high-risk offenders with histories of substance abuse and/

or mental illness;

• BRAVE (Bureau Rehabilitation & Values Enhancement),

operating at FCI Beckley, which is designed to improve

the institutional adjustment of young male offenders serving

their first significant term (5 years or more) of Federal

incarceration; and

• Skills Program, operating at FCC Coleman (Medium) and

designed to improve the functional ability of inmates with

cognitive deficits that may be linked to a history of brain

injury and/or chronic mental illness.

Examples of other specialized program opportunities include:

• the Habilitation Program, which serves high-security, lowfunctioning inmates who have difficulty adapting to a penitentiary environment, but have the ability to function well

at medium security institutions. Inmates begin in a specialized treatment unit, then transition to the general population at the institution (FCC Butner Medium).

• a Step Down Unit that currently operates at both FCI

Danbury and FCC Butner (Medium), offers intensive residential mental health care to inmates with severe mental

illnesses, thereby reducing the need for Medical Referral

Center placements.

• the Resolve and Rehabilitate Program, which provides

psycho-educational and cognitive behavioral non-residential treatment to female offenders with a history of traumarelated mental illnesses; it operates at FPC Alderson, WV;

FPC Bryan, TX, and SFF Hazelton, WV.

During FY07, BOP Psychology Services departments around

the country conducted 308,142 mental health assessments/

evaluations, 50,759 individual sessions, and 2,065 crisis counseling sessions.

Religious Services/Programs: Approximately 38 percent of

inmates confined by the Bureau participate in religious services

or programs on a weekly basis. Nationwide, a total of 244

contractors and more than 6,600 volunteers support the work

of the 252 full-time Bureau chaplains in accommodating the

religious practices of more than 30 faith groups.

The Life Connections Program (LCP), the Bureau’s residential

multi-faith-based program designed to facilitate personal

transformation and help reduce recidivism, operates at FCI

Milan; USP Leavenworth; the Federal Medical Center,

Carswell; and FCCs Petersburg (FCI) and Terre Haute (USP).

This program relies heavily on community resources and

volunteers to help inmates achieve personal growth and

supports the release process by connecting inmates with a faith

community at their release destination. At the end of the year,

a total of 599 inmates had completed the program and 425

were participating. As of the end of August 2007, 209 LCP

graduates had been released from BOP custody. An interim

report prepared by the Bureau’s Office of Research and

Evaluation demonstrates a positive effect of LCP participation

in reducing serious forms of misconduct while inmates

participate in the program. Analysis of impact on recidivism

requires at least another year before enough data is available

for LCP graduates and comparison subjects to support a

preliminary evaluation. Proposals for expanding the LCP by

up to six sites are being evaluated.

The Threshold Program was implemented in September 2007

and currently operates at 31 Bureau institutions. This nonresidential, six-month program provides inmates with spiritual

growth opportunities in key life focus areas. Bureau chaplains,

volunteers and mentors provide this service in partnership.

Inmate Financial Responsibility Program (IFRP): The BOP

encourages offenders to meet their financial obligations through

the IFRP, in which staff assist each inmate in creating a financial

plan to meet their obligations. Inmates who participate in FPI

and who have court-ordered fines, family support, and victim

restitution must contribute 50 percent of their earnings toward

these obligations. During FY07, inmates who participated in

FPI contributed more than $2.7 million of their earnings toward

meeting their financial obligations; and agency-wide, a total

of $10,091,974.08 was collected through the IFRP.
26

Inmate Skills Development (ISD) & Re-Entry

Throughout FY07, the Bureau continued to devote substantial

effort to expanding the ISD Initiative, which is designed to

enhance the agency’s effectiveness at facilitating the successful

re-entry of inmates. As part of this ongoing initiative, the

Bureau created an automated assessment and tracking tool,

called the Inmate Skills Development System (ISDS), to help

staff identify an inmate’s strengths and weaknesses, as these

relate to release readiness. During the demonstration process,

the ISDS has been fine-tuned and is being gradually rolled out

to all institutions for staff to use in assessing inmate skills and

targeting inmate program recommendations to address

identified needs, thereby enhancing the effectiveness of

program resources.

The ISDS will be optimally effective once fully integrated with

the Bureau’s legacy information system – SENTRY. Ultimately,

the ISD initiative is expected to help link inmates with the

most appropriate programs given their specific needs, ensure

programs have demonstrable and measurable outcomes, assist

in program resource allocation and provide a seamless flow of

information to parties with a stake in the outcome. By providing inmates with programs targeted to address theeir identified deficit areas, the Bureau anticipates that inmates will be

better-prepared and more likely to succeed.

About 30 months before an inmate’s expected release date,

the agency’s focus on release preparation intensifies. All

sentenced inmates releasing to the community from Bureau

facilities participate in the agency’s standardized Release

Preparation Program, with a curriculum that covers six

categories: health and nutrition, employment, personal finance

and consumer skills, community resources, release requirements and procedures, and personal growth. Institution

employment resource centers assist inmates in preparing for

post-release job searches, and the Inmate Transition Branch

helps institutions conduct mock job fairs to provide inmates

interviewing practice to refine their skills. In FY07, Bureau

institutions held 135 mock jobs fairs.

The BOP strives to provide all eligible inmates the opportunity

to release through residential re-entry centers (RRCs), which

provide a structured, supervised environment and support in

job placement, counseling, and other services that facilitate a

successful transition to the community. RRCs also provide

more support to higher need inmates, including those who have

been separated from their homes and families for extended

periods of time, have fewer job skills, have more extensive

mental health problems and have a higher incidence of behavior

problems. Research has found that RRC participants are more

likely to be gainfully employed and less likely to commit

crimes, when compared to inmates who release directly back

to the community. During FY07, the Bureau referred a total

of 39,379 inmates to RRCs. Placements were secured for 98.5

percent of inmates referred. Of those who participated, 90

percent successfully completed the program.

A requirements-based RRC Statement of Work (SOW) was

issued during FY07 that includes significant changes for new

RRCs. The SOW includes the requirement for RRCs to provide

more extensive services addressing the specific needs of each

inmate, improving and expanding employment assistance

programs in their facilities, and the implementation of a nineweek transitional skills program that uses a cognitive behavioral

approach to addressing common barriers to successful re-entry.

RRCs are now also required to employ a social services coordinator to establish community resources and services for

inmates (e.g., outreach programs to gain and maintain community support). Among other things, social services coordinators will help ensure inmates transferring to RRCs or releasing directly to the community and who suffer from significant

medical and/or mental health concerns, are linked with appropriate social services in the community. These requirements

are designed to ensure continuity of care and increase an

inmate’s chances of remaining crime-free.

The Bureau’s Psychology Services Branch collaborated with

the Administrative Office of the U.S. Courts (AOUSC) to

expand community substance abuse treatment to include inmates with co-occurring disorders of substance abuse and
27

mental illness, as well as substance abuse and sex offender

needs.

Collaboration: Workforce Development

Close interagency collaboration – essential to achieving optimal

re-entry outcomes – remains a high priority for the BOP. In

October 2006, to demonstrate the importance of collaboration,

an executive management staff national video conference

training meeting was convened. All members of the agency’s

management staff (Assistant and Regional Directors and their

Deputies, Wardens and Deputy Wardens, Associate Wardens,

Executive Assistants and Camp Administrators) participated.

Part of the conference included presentations and discussions

of programs and related initiatives that enhance institution

management effectiveness and, most importantly, the likelihood

of inmates successfully transitioning back to their communities.

Because intra- and interagency collaboration are critical to

meeting these goals, an invitation to participate in this portion

of the video conference was extended to criminal justice and

law enforcement agencies and to appropriate institution staff

nationwide. District Chiefs of the Offices of U. S. Probation

and Pretrial Services, upper level representatives from the

Administrative Office of the U. S. Courts, staff from the U.S.

Attorneys’ Offices, and representatives from other Bureau

partners were invited. At the institution level, Wardens were

able to invite Department Heads and Case Management

Coordinators; other staff from Unit Management, Psychology,

Health Services, Chaplaincy, and Education Departments; and

the institution’s designated Inmate Skills Development and

Re-entry Coordinator. Training topics included management

of the mentally ill, residential re-entry center placement, inmate

skills development and the National Offender Workforce

Development Partnership (NOWDP), and management of sex

offenders and the Adam Walsh Act

In conjunction with the Office of Probation and Pre-Trial

Services (OPPS), the BOP’s Inmate Skills Development Branch

and National Institute of Corrections (NIC) continued their

considerable efforts to enhance existing relationships and

expand partnerships to include other parties with a stake in

offender re-entry. The U.S. Departments of Veterans Affairs

and Education joined the National Workforce Development

Partnership, adding to the membership list that already included

the AOUSC, OPPS, the U.S. Department of Labor, and others.

The BOP, NIC, and OPPS also jointly conduct Offender

Workforce Development Specialist (OWDS) training,

providing staff and community partners within targeted

geographic locations the tools and resources to enhance career

opportunities for ex-offenders releasing to the area.

The BOP has made it a priority to establish local partnerships

that support re-entry and workforce development efforts at each

institution: 47 staff have been trained as Workforce Development Specialists, and ISD and Re-entry (ISDR) Coordinators

at each facility received facilitator training and curriculum

materials to enable them nable them to conduct Offender

Employment Specialist (OES) training in collaboration with

their local partners. This fosters stronger working relationships and a unified, consistent approach to re-entry. Multiple

sites have already provided OES training to their community

partners, with participation from employers, educational institutions, “one-stop” employment service centers, and faith-based

organizations. One example of what has been accomplished

during FY07 on a regional level comes from the Mid-Atlantic

Region, where every institution had formed at least one

Workforce Development Partnership, and one institution had

established 11 new partnerships.

The BOP’s ISD Branch and its Federal partners conducted

presentations and workshops to expand awareness of

collaborative offender workforce and skills development

efforts. Audiences included representatives of RRCs, local

and state correctional agencies, coordinators of Homeless

Veterans services, and other community and government

agencies. The 2007 Defendant/Offender Workforce Development Partnership training conference held in Charlotte, NC

drew more than 650 participants. The conference provided

opportunities for partnership development, hands-on training

in workforce development techniques, and access to multiple

resources.

NIC recently completed the conversion of Offender Workforce

Development Specialist classroom training modules to
28

e-learning format. To be offered through NIC’s e-Learning

Center, this training will be a coordinated effort between NIC’s

Academy and Offender Workforce Development Division

(OWDD), the BOP and the OPPS. It represents a continuing

effort to provide more cost-efficient competency-based training

that leads to trainee certification as Career Development

Facilitators. This approach will significantly reduce the number

of days required for classroom training, thereby creating

additional opportunities for many more trainees to participate

in this professional training series.

OWDD coordinates the efforts of Federal, state, local, and nonprofit agencies to improve employment outcomes for offenders and ex-offenders. It offers professional training to the field

to ensure staff have the knowledge and skills necessary to

accomplish this goal. Simply put, it enables staff to improve

programs in their jurisdiction. The competency-based training, which focuses on offender workforce development issues

and partnership development, is delivered via classroom

instruction, satellite/internet broadcasts, e-learning, or a

blended approach.

Over the last six months of FY07, NIC’s OWDD has provided:

• Offender Workforce Development Specialist (OWDS)

training to 34 participants from Federal, state, local, nonprofit, and faith-based agencies. In turn, these participants

will partner with NIC to provide OWDS training in their

respective jurisdictions.

• two satellite/internet broadcasts: “A National Dialogue:

Building Bridges to Safer Communities Through Offender

Employment” had more than 2,200 participants; “A Model

for Social Justice: Collaboration Between Faith-Based and

Community Organizations and Corrections,” had an audience of more than 3,700.

This training facilitated the development of OWDD partnerships in more than 30 states and the Virgin Islands with jurisdictions representing the BOP; U.S. Probation; the Departments of Education and Labor; and state, local and non-profit

agencies.

The knowledge and skills acquired via NIC’s offender

workforce development and OWDS training, over the past five

years, have contributed to important developments in several

jurisdictions around the country and they are to be congratulated for their efforts:

• Supervisors and probation officers from U.S. Probation’s

Eastern District of Missouri launched a workforce development program in 2003. In September 2007, the unemployment rate for Federal probationers in that area was

lower than that of the general population in St. Louis and

the national unemployment rate, findings that have not

changed for 33 consecutive months.

• U.S. Probation’s Northern District of Texas launched a

workforce development program in 2005. As of June 2007,

the unemployment rate for Federal probationers had

decreased 36 percent from when the program began. This

program led to a formal partnership between U.S.

Probation’s Northern District of Texas, OPPS, the BOP,

three institutions in the District, and local halfway houses,

with the specific goal of improving the coordination and

delivery of re-entry and workforce development services

to better prepare releasing offenders for jobs that fit local

business and economic markets.

The goal of these numerous activities has been to increase the

opportunities for employment of ex-offenders. Providing a

viable means of employment is critical to offenders being able

to support themselves and succeed as law-abiding citizens. The

Bureau remains fully committed to doing everything possible

to help inmates reintegrate successfully and to reduce

recidivism.

Training: Improving Corrections Outcomes

Correctional systems throughout the country are being

evaluated on their operational efficiency and their effectiveness

at reducing recidivism. The BOP and NIC play a key role in

supporting non-Federal agencies or jurisdictions to help them

accomplish this objective. To that end, during FY07, NIC

conducted 25 leadership training programs that served 166 BOP

staff and 578 representatives of state and local corrections

jurisdictions. Course titles included: Executive Excellence,

Correctional Leadership Development, Management

Development for Women and Minorities, State Correctional
29

Leadership for Women, Correctional Leadership for Women,

Management Development for the Future, Executive Training

for New Wardens, Deputy Directors’ Training, and the National

Sheriff’s Institute, specifically designed for first-term sheriffs.

Training opportunities also served an additional 186 corrections leaders representing the following audiences: new

parole and probation chief executives, chiefs of urban facilities, state community corrections administrators, new Parole

Board members, pre-trial program directors, and representatives of large jails.

The newest version of the NIC public website was launched in

January 2007. Using next generation concepts and technologies, NIC’s site ensures faster information and news delivery

through NIC’s news feed system (blogs); enhanced organization, simplified navigation, and improved search options, which

make it easier to locate what a visitor wants; subscription

capability; and a secure and efficient way to interact and collaborate online with other corrections professionals.

NIC conducted four satellite/internet broadcasts in FY07 that

involved a total of 1,424 sites and were viewed by 14,312 participants.

NIC custom-developed six e-Learning courses titled: Jail Data

Collection, Using Assessment Instruments to Assist Offenders

with Career Planning, Using Computer Systems and Web Sites

to Assist Offenders with Educational Career Planning, Strategies to Lessen Barriers for Offenders Entering the Workforce,

Establishing the Learning Organization, and Your Role

Responding to Sexual Abuse (PREA).

In FY07, NIC provided 265 responses to technical assistance

requests; and NIC’s Learning Center and e-Learning had a total

of 4,623 course completions combined. NIC processed and

responded to 7,298 new requests submitted through its public

website (www.nicic.gov), which had 499,225 unique visitors.

Additionally, there were 204,059 downloads from NIC’s online

catalog.

At the end of FY07, NIC’s Learning Center contained 165

web-based training (WBT) courses in the following categories:

• leadership/management (147 titles);

• specialized corrections topics custom-designed by NIC for

correctional practitioners, but available to all users (13

titles); and

• Offender Workforce Development training series customdesigned by NIC and currently available only to program

participants (5 titles).

In FY07, NIC started several initiatives to improve offender

outcomes; these involve:

• designing an evidence-based management system (the

Women Offender Case Management Model) that follows

women as they move through the system;

• research and development of two gender-specific tools for

the assessment and classification of women offenders; and

• under family justice, the development and piloting of a

relational tool to facilitate the building of support networks

for male and female offenders re-entering communities.

Within the Transition from Jail to the Community (TJC)

Project, NIC and the Urban Institute launched an initiative to

develop strategies to be used by jails and local communities to

improve long-term reintegration success by enhancing the transition process. The resulting model will be tested and evaluated in six jurisdictions, yet to be determined. This initiative

will involve bringing jail, community leaders, social service

providers, faith-based groups, criminal justice decisionmakers and representatives, elected officials and other interested parties together to jointly develop policies and procedures affecting custody, release, and supervision. The TJC

model is viewed as a new way of doing business, involving

long-term systems change through a collaborative, community-based orientation – a process that secures buy-in from all

participants.

Having Future Impact...

Over the course of FY07, the agency closely monitored the

activity of the U.S. Sentencing Commission, which proposed
30

an amendment to the sentencing guidelines that would lower

by two levels the base offense levels for crack cocaine. The

proposed amendment became effective November 1, 2007, and

the USSC’s subsequent decision to make this amendment retroactive (i.e., apply it to individuals sentenced before November 1, 2007) may potentially affect approximately 19,500

inmates.

Given the inmate population’s high level of interest in the

USSC’s 2007 actions on the crack cocaine matter, from the

onset, the BOP’s approach was proactive in nature – diffuse

potentially provocative situations before they have the chance

to occur. Communication with staff and inmates – before, during and after each date when USSC action (i.e., decisions) was

anticipated or could occur – was the critical element to managing inmates’ reaction to this issue.

The USSC’s decision on retroactivity poses some immediate

challenges for the Bureau, which has certain responsibilities

prior to an inmate’s release, many of which are mandated by

law (e.g., notification of victims and witnesses and collection

of DNA samples, if required). The agency will work diligently

to ensure these priorities are accomplished within the time

frame allotted by the Courts.
31

Close working relationships between Bureau institutions and

their local communities benefits all parties. Citizen volunteers

provide a variety of important services that supplement the

services and programs offered by Bureau staff. Their efforts,

which may include providing vocational training, Alcoholics

and Narcotics Anonymous, spiritual counseling, tutoring, prisoner visitation, and leisure-time activities, support community

re-entry efforts and promote institution safety. Citizens are

also key participants in mock job fairs that occur at BOP institutions to prepare inmates for employment searches and job

interviews.

Community service and public works projects provide inmates

an opportunity to learn and practice work skills, while

contributing back to the community in positive ways.

Community service projects are conducted in cooperation with

local municipalities, as well as community and faith-based

organizations. Projects are wide-ranging and may benefit

children, the poor, the sick or individuals with disabilities (e.g.,

braille transcription); or include such activities as maintaining

local parks, construction projects in local community centers,

and more. Carefully-selected inmates speak to students,

juvenile offenders, drug treatment program participants, and

members of community groups to give them a first-hand

understanding of the consequences of drug use and crime; staff

supervise these activities.

During FY07, FPC Duluth, MN, was one of five recipients of

the Attorney General’s Volunteer and Community Service

Awards. These awards recognize outstanding contributions to

the community and the spirit of volunteerism demonstrated by

agencies and their staff. FPC Duluth was recognized for the

institution’s community service programs involving staff and

inmates.

UNICOR strives to achieve its goals of preparing inmates for

release while making every effort to work with and support

private sector employers. For example, during FY07, FPI was

recognized by DOJ’s Office of Small and Disadvantaged Business Utilization for exceeding the Department’s goals for the

use of small,women-owned and HUBzone small businesses.

Approximately 74 percent of the purchases made by UNICOR

during FY06 were from small businesses, including those

owned by women, minorities, and the disadvantaged. This is

more than three times DOJ’s goal for purchasing from small

businesses. UNICOR routinely has the highest level of small

business utilization within DOJ.

Whether at work or in their personal lives, Bureau staff, collectively and individually, have demonstrated their commitment to serving the public. BOP staff are involved in a variety

of volunteer programs and activities within their local communities. Staff support and participate in activities of faithbased and community organizations, blood drives, a toiletries

collection program for the homeless, and community-based

crime prevention and drug intervention programs, just to name

a few. They generously support the Combined Federal Campaign Program. Bureau staff are among the first to stop to

render assistance when they witness motor vehicle accidents,

the aid they provide in those initial moments frequently being

the difference between life and death.

Extraordinary Efforts

During FY07, individual Bureau staff members were acknowledged for their extraordinary actions or performance in support of the American public; their achievements warrant special mention herein.

Medals of Valor

On August 13, 2007, FCI Ashland Lieutenant Nathan Clark

and SIS Support Technician Roger Chaffin were awarded

Medals of Valor from the North American Association of Wardens and Superintendents (NAAWS) at the ACA conference

that was held in Kansas City, MO. The Medal of Valor is given

to individuals who have demonstrated heroic action in the line

of duty.

Lt. Clark and Mr. Chaffin were honored for risking their lives

to intervene in a life-threatening situation. On January 19,

2006, the two men went to interview inmates at a hospital following a bus accident. After the interviews had ended, they

entered an elevator in the hospital’s parking garage. When the

Working with the Community
32

elevator stopped on the 4th floor, a man and woman entered.

As the elevator stopped on the 5th floor and the doors began to

open, the man pulled the woman toward him, took a pistol

from his jacket and shot the woman in the head. Without hesitation, Mr. Chaffin tackled the man, removed him from the

elevator, and restrained him. Lt. Clark disarmed the man and

went for help. The suspect was handcuffed and detained until

local law enforcement arrived. The victim survived the shooting.

Lt. Clark’s and Mr. Chaffin’s selfless disregard for their personal safety and the courage to willingly risk their lives to protect fellow citizens were the finest demonstration of the

Bureau’s commitment to protecting the public.

President’s Volunteer Service Gold Award

FCC Victorville Psychologist Dr. Alpha Omega Curry received

the President’s Volunteer Service Gold Award from the

President’s Council on Service and Civic Participation.

Dr. Curry was recognized for her leadership in activities that

honor Dr. Martin Luther King, Jr. By supporting the Martin

Luther King Day of Service/Justice Sunday National Consortium, Dr. Curry played a critical role in raising awareness and

promoting action to assist the thousands of men, women, and

children affected by crime and incarceration. She recognized

the urgent need for volunteers to get involved in the lives of

youths who are most at-risk to help reduce the potential for

their involvement with the criminal justice system, and she

used the PEN OR PENCIL initiative as one vehicle to accomplish this goal.

Endorsed by the National Council for Social Studies, the PEN

OR PENCIL initiative is a field demonstration program with a

social action and service learning curriculum that uses history

as a template to improve conduct. It also provides an opportunity for participants to engage in constructive dialogue about

race, improve their social skills, and improve reading and life

skills.
33

FPC Alderson

P.O. Box A

Glen Ray Rd.

Alderson, WV 24910

304-445-2901

Fax: 304-445-7736

Staff: 171

Security Level: Minimum/Female

Judicial District: Southern West Virginia

Population: 1,199

Location: In the foothills of the Allegheney Mountains, 270 miles southwest

of Washington, DC; 12 miles south of I-64, off State Hwy 3. Serving the area:

Lewisburg and Beckley, WV, and Roanoke, VA airports; Amtrak, and commercial bus lines.

FCC Security Levels: Low, Medium, High/Male

Judicial District: Middle Pennsylvania

Population: 3,915

Location: 197 miles north of Washington, DC; 11 miles south of Williamsport,

PA; 2 miles north of Allenwood, on U.S. Route 15. Serving the area:

Williamsport-Lycoming County Airport and commercial bus lines.

FCI Ashland

P.O. Box 888

State Route 716

Ashland, KY

41105-0888

606-928-6414

Fax: 606-929-4395

Staff: 285

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Population: FCI: 1,229 Camp: 327

Location: In the highlands of northeastern Kentucky, 125 miles east of Lexington and 5 miles southwest of the city of Ashland; off State Route 716, 1

mile west of U.S. 60.

Bureau Institutions

Note: Population numbers effective 09/27/07.

FCC

Allenwood

P.O. Box 3500

White Deer, PA 17887

570-547-0963

Fax: 570-547-9200

FCC Staff: 847

USP Atlanta

601 McDonough Blvd.,

SE

Atlanta, GA 30315-0182

404-635-5100

Fax: 404-331-2403

Staff: 515

Security Level: Medium/Administrative with adjacent Minimum Camp/Male

Judicial District: Northern Georgia

Population: USP: 2,011 Camp: 530

Location: In southeast Atlanta, at the junction of Boulevard and McDonough

Blvd. Off I-20 (south on Boulevard) or I-285 (north on Moreland Ave., left on

McDonough Blvd.). Serving the area: Hartsfield International Airport, Amtrak,

and commercial bus lines.

Mid-Atlantic Region

Northeast Region

Mid-Atlantic Region

Southeast Region

• AAALDERSONSON

AATLANTA

•

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Eastern California

Population: USP: 1,108 Camp: 126

Location: On a portion of the former Castle Air Force Base, approximately

130 miles from San Francisco. Serving the area: Fresno Yosemite International, Sacramento International, and Modesto City/County (Harry Sham

Field) Airports; Amtrak; and commerical bus lines.

USP Atwater

P.O. Box 019000

#1 Federal Hwy

Atwater, CA 95301

209-386-4701

Fax: 209-386-4635

Staff: 321

Western Region

ATWATER

•

ASASHLAND•

• AALLENWOODD
34

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Population: FCI: 1,617 Camp: 155

Location: In Marlboro County off Hwy 9, 86 miles from Myrtle Beach. Serving the area: Florence Regional (31 miles) and Douglass International, Charlotte, NC (89 miles) airports.

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Population: USP: 1,524 Camp: 138

Location: In Eastern Kentucky, 11 miles south of Inez on Rt. 3 South; 18 miles

southeast of Paintsville and 15 miles northeast of Prestonburg. Serving the

area: Huntington, WV; Lexington, KY; and Charleston, WV airports.

FCI Bastrop

 P.O. Box 730

1341 Hwy 95 N

Bastrop, TX 78602

512-321-3903

Fax: 512-304-0117

Staff: 250

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Western Texas

Population: FCI: 1,160 Camp: 180

Location: 30 miles southeast of Austin, 8 miles south of Elgin, and 8 miles

north of Bastrop, off Hwy 95. Serving the area: Austin-Bergstrom International Airport in Austin (25 miles).

FCC Security Levels: Low, Medium, High with adjacent Minimum Camp/

Male

Judicial District: Eastern Texas

Population: 5,664

Location: On the Texas Gulf coast, about 90 minutes from Houston. From

U.S. 10, take Route 69; exit at Florida Avenue; turn right on West Port Arthur

Rd., then right on Knauth Rd. Serving the area: Southeast Texas Regional

Airport, Amtrak, and commercial bus lines.

FCC

Beaumont

P.O. Box 26035

Beaumont, TX 77720-

6035

409-727-8188

Fax: 409-626-3700

FCC Staff: 874

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Southern West Virginia

Population: FCI: 1,644 Camp: 433

Location: Approximately 51 miles southeast of Charleston, WV and 136 miles

northwest of Roanoke, VA. Serving the area: Charleston and Beckley airports, Amtrak, and commercial bus lines.

FCI Beckley

P.O. Box 1280

1600 Industrial Park Rd.

Beaver, WV 25813

304-252-9758

Fax: 304-256-4956

Staff: 351

Mid-Atlantic Region

Southeast Region

South Central Region

South Central Region

Mid-Atlantic Region

•

BBASTROP

• BEAUMONT

• BECKLEY

FCI

Bennettsville

696 Muckerman Rd.

Bennettsville, SC 29512

843-454-8200

Fax: 843-454-8219

Staff: 303

USP

Big Sandy

P.O. Box 2067

Inez, KY 41224

606-433-2400

Fax: 606-433-2596

Staff: 366

•

BENNETTSVILLE

BECKLEY

• BIG SANDY
35

FCI

Big Spring

1900 Simler Ave.

Big Spring, TX

79720-7799

432-263-6699

Fax: 432-268-6867

Staff: 246

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Northern Texas

Population: FCI: 1,552 Camp: 188

Location: Midway between Dallas and El Paso, on the southwest edge of

Big Spring, at the intersection of I-20 and U.S. Hwy 80. Serving the area:

Midland/Odessa Airport, a small municipal airport, and commercial bus lines.

Security Level: Administrative/ Male, Female

Judicial District: Eastern New York

Population: 2,621

Location: In the Sunset Park section of Brooklyn, one of the five boroughs

of New York City. Serving the area: LaGuardia, Kennedy, and Newark Airports; Amtrak (Pennsylvania Station); and commercial bus lines (42nd Street

Port Authority).

MDC

Brooklyn

P.O. Box 329001

Brooklyn, NY 11232

Phone: 718-840-4200

Fax: 718-840-5001

Staff: 512

Security Level: Minimum/Female

Judicial District: Southern Texas

Population: 960

Location: 95 miles northwest of Houston and 165 miles south of Dallas, in

the town of Bryan at the intersection of Ursuline Ave. and 23rd St. Serving

the area: Easterwood Airport in College Station and commercial bus lines.

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, TX 77805-2197

979-823-1879

Fax: 979-775-5681

Staff: 127

South Central Region

Northeast Region

South Central Region

BIG SPRING

•

BIG SPRING

BIG SPRING

BROOKLYN

•

BIG SPRING

BRYAN

•

FCC Security Levels: Low, Medium with adjacent Minimum Camp,

Administrative/Male

Judicial District: Eastern North Carolina

Population: 4,590

Location: Near the Research Triangle area of Durham, Raleigh, and Chapel

Hill; 5 miles off I-85 on old Hwy 75. Serving the area: Raleigh-Durham Airport, Amtrak, and commercial bus lines.

FCC Butner

Old NC Hwy 75

P.O. Box 1600

Butner, NC 27509

919-575-3900

Fax: 919-575-4801

FCC Staff: 1306

• BUTNER

Mid-Atlantic Region

USP Canaan

P.O. Box 400

Waymart, PA 18472

570-488-8000

Fax: 570-488-8130

Staff: 354

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Middle Pennsylvania

Population: USP: 1,593 Camp: 131

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

Scranton and 134 miles north of Philadelphia

• CANAAN

Northeast Region
36

FCC

Coleman

P.O. Box 1023

Coleman, FL 33521

352-689-6000

Fax: 352-689-6012

FCC Staff: 1,257

FCC Security levels: Low, Medium, High/Male; Minimum Camp adjacent to

Medium/Female

Judicial District: Middle Florida

Population: 7,396

Location: In central Florida, south of the town of Coleman, off Hwy 301 on

State Rd 470 in Sumter County; approximately 50 miles northwest of

Orlando, 60 miles northeast of Tampa, and 35 miles south of Ocala.

MCC Chicago

71 W Van Buren

Chicago, IL 60605

312-322-0567

Fax: 312-322-1120

Staff: 208

Security Level: Administrative/Male, Female

Judicial District: Northern Illinois

Population: 726

Location: In downtown Chicago, at the intersection of Clark and Van Buren

Sts. Serving the area: Midway and O’Hare Airports, Amtrak, and commercial

bus lines.

FMC

Carswell

P.O. Box 27066

Fort Worth, TX 76127

817-782-4000

Fax: 817-782-4875

Staff: 393

Security Level: Administrative with adjacent Minimum Camp/Female

Judicial District: Northern Texas

Population: FMC: 1,502 Camp: 275

Location: In the northeast corner of the Naval Air Station, Joint Reserve

Base; 1 mile from Hwy 183 and 3 miles from I-30. Serving the area: Dallas-Fort

Worth Airport, the Fort Worth Transportation Authority, Amtrak, and commercial bus lines.

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Maryland

Population: FCI: 1,181 Camp: 278

Location: In western Maryland, 130 miles northwest of Washington, DC; 6

miles south of I-68 off State Route 51 South. Serving the area: BaltimoreWashington International (BWI) (144 miles), Washington Dulles (128 miles),

and Pittsburg International (130 miles) Airports; and Amtrak.

FCI

Cumberland

14601 Burbridge Rd., SE

Cumberland, MD

21502-8274

301-784-1000

Fax: 301-784-1008

Staff: 291

Security Level: Low with adjacent Minimum Camp/Female

Judicial District: Connecticut

Population: FCI: 1,250 Camp: 201

Location: In southwestern Connecticut, 70 miles from New York City, 3 miles

north of Danbury on State Route 37. Serving the area: Westchester County

(45 minutes) and New York City airports (90 minutes), and commerical bus

lines.

FCI Danbury

Route 37

Danbury, CT 06811

203-743-6471

Fax: 203-312-5110

Staff: 242

South Central Region

North Central Region

Southeast Region

Mid-Atlantic Region

Northeast Region

CARSWELL •

• CHICAGO

LOS ANGELES L

COLEMAN

•

CUMBERLAND

•

DANBURY •
37

FMC Devens

P.O. Box 880

Ayer, MA 01432

978-796-1000

Fax: 978-796-1118

Staff: 444

Security level: Administrative with adjacent Minimum Camp/Male

Judicial District: Massachusetts

Population: FMC: 992 Camp: 127

Location: In north central Massachusetts, approximately 39 miles west of

Boston and 20 miles north of Worcester on the decommissioned military

base of Fort Devens; off of Route 2, exit 37B. Take the first right; institution

is 1/2 mile on the right.

Northeast Region

DEVENS •

Security Level: Low/Female and Administrative/Male with adjacent Minimum Camp/Female

Judicial District: Northern California

Population: FCI: 1,167 Camp: 324

Location: 20 miles southeast of Oakland, off I-580; take Hopyard/Dougherty

Rd. exit, then proceed east to the Camp Parks Army Base. Serving the area:

San Francisco and Oakland airports, and commercial bus lines.

FCI Dublin

5701 8th St., Camp Parks

Dublin, CA 94568

925-833-7500

Fax: 925-833-7599

Staff: 246

• DUBLIN

Western Region

Security Level: Minimum/Male

Judicial District: Minnesota

Population: 834

Location: On the southwestern tip of Lake Superior, halfway between Minneapolis-St. Paul and the U.S.-Canadian border; 7 miles north of Duluth, off

Hwy 53 at Stebner Rd. Serving the area: Duluth International Airport and

commercial bus lines.

FPC Duluth

P.O. Box 1400

Duluth, MN 55814

218-722-8634

Fax: 218-733-4701

Staff: 89

North Central Region

DULUTH •

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Population: FCI: 1,645 Camp: 556

Location: On the South Carolina/Georgia border, northeast of Augusta,

approximately 30 miles northeast of I-20 on Hwy 25. Serving the area:

Augusta, GA and Columbia, SC airports.

FCI Edgefield

P.O. Box 723

Edgefield, SC 29824

803-637-1500

Fax: 803-637-9840

Staff: 343

• EDGEFIELD

Southeast Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Western Oklahoma

Population: FCI: 1,141 Camp: 255

Location: 30 miles west of Oklahoma City. From I- 40, take exit 119 (Old Hwy

66), proceed 1.5 miles (institution on the right). Serving the area: Will Rogers

World Airport in Oklahoma City.

FCI El Reno

P.O. Box 1000

El Reno, OK 73036-1000

405-262-4875

Fax: 405-262-7626

Staff: 320

EGLIN EL RENO •

South Central Region
38

FCI Estill

P.O. Box 699

Estill, SC 29918

803-625-4607

Fax: 803-625-5635

Staff: 289

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Population: FCI: 1,133 Camp: 301

Location: In Hampton County, off State Rd. 321, about 3 miles south of Estill.

Serving the area: air and rail in Savannah, GA and Charleston, SC; local area

bus service to advance ticket holders.

FCI

Englewood

9595 W Quincy Ave.

Littleton, CO 80123

303-985-1566

Fax: 303-763-2553

Staff: 315

Security Level: Medium/Administrative with adjacent Minimum Camp/

Male

Judicial District: Colorado

Population: FCI: 937 Camp: 162

Location: 15 miles southwest of Denver, off I-285. Serving the area: Denver

International Airport, Amtrak, and commercial bus lines.

FCC Security Levels: Medium, High, Administrative Maximum with

adjacent Minimum Camp/Male

Judicial District: Colorado

Population: 3,166

Location: On State Hwy 67, 90 miles south of Denver, 45 miles south of

Colorado Springs, and 40 miles west of Pueblo. Serving the area: Denver,

Colorado Springs, and Pueblo airports; Amtrak in Denver and La Junta; and

commerical bus lines.

FCI Fairton

P.O. Box 280

Fairton, NJ 08320

856-453-1177

Fax: 856-453-4015

Staff: 305

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: New Jersey

Population: FCI: 1,401 Camp: 117

Location: 50 miles southeast of Philadelphia and 40 miles west of Atlantic

City, off State Hwy 55 at 655 Fairton-Millville Rd. Serving the area: Philadelphia, Atlantic City, and Millville airports; Amtrak in Philadelphia and Atlantic

City; and commercial bus service.

FCC

Florence

5880 State Hwy 67

Florence, CO 81226

719-784-9464

Fax: 719-784-5057

FCC Staff: 926

Security Level: Low with satellite Low Facility/Male

Judicial District: Northern Ohio

Population: FCI: 1,954 FSL: 631

Location: In northeastern Ohio, less than an hour from Pittsburgh, Youngstown, and Canton. Serving the area: Pittsburgh International and Youngstown and Canton regional airports, Amtrak, and commercial bus lines.

FCI Elkton

P.O. Box 89

Elkton, OH 44415

330-420-6200

Fax: 330-420-6436

Staff: 353

Northeast Region

North Central Region

Southeast Region

Northeast Region

North Central Region

FLORENCE

•

FAIRTON

•

ESTILL

•

ENGLEWOOD •

ELKTON

•
39

FCC Security Levels: Medium, Low with adjacent Minimum Camp/Male

Judicial District: Eastern Arkansas

Population: 3,958

Location: In eastern Arkansas, between Little Rock (85 miles east) and Memphis (45 miles west), near I-40. Serving the area: air and rail in Memphis, and

commercial bus lines to Forrest City.

FCI Fort Dix

P.O. Box 38

Fort Dix, NJ 08640

609-723-1100

Fax: 609-723-6847

Staff: 593

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: New Jersey

Population: FCI: 2,252 Camp: 418

Location: In central New Jersey, approximately 45 minutes east of Philadelphia., off Route 68; follow signs for Fort Dix/McGuire Air Force Base. Serving the area: Philadelphia International Airport, Amtrak, and commercial bus

lines.

FCC

Forrest City

P.O. Box 7000

Forrest City, AR 72336

870-494-4200

Fax: 870-494-4496

FCC Staff: 563

Security Level: Low/Male

Judicial District: Northern Texas

Population: 1,733

Location: In north central Texas, in southeast Fort Worth; north of I-20 and

east of I-35. Serving the area: Dallas/Fort Worth International Airport, Amtrak,

and commercial bus lines.

FCI

Fort Worth

3150 Horton Rd.

Fort Worth, TX

76119-5996

817-534-8400

Fax: 817-413-3350

Staff: 288

Security level: Medium with adjacent Minimum Camp/Male

Judicial District: Northern West Virginia

Population: FCI: 1,696 Camp: 135

Location: In central West Virginia, 85 miles northeast of Charleston and 150

miles from Pittsburgh, PA. Serving the area: Pittsburgh International and

Yeager Regional airports.

FCI Gilmer

P.O. Box 5000

201 FCI Ln.

Glenville, WV

26351-9500

304-462-0395

Fax: 304-462-0396

Staff: 300

South Central Region

Northeast Region

South Central Region

Mid-Atlantic Region

FORREST CITY

•

FORT DIX •

FORT WORTH

•

GILMER •

Security Level: Medium/Male with adjacent Minimum Camp/Female

Judicial District: Southern Illinois

Population: FCI: 1,203 Camp: 311

Location: Approximately 43 miles east of St. Louis, MO and 63 miles from

Springfield, IL. Serving the area: St. Louis, Mascoutah, Greenville, and

Vandalia airports; Amtrak service in Alton and St. Louis; and commercial bus

service in Vandalia.

FCI

Greenville

P.O. Box 4000

Greenville, IL 66246

618-664-6200

Fax: 618-664-6372

Staff: 280

GREENVILLE

•

North Central Region
40

USP

Hazelton

P.O. Box 450

Bruceton Mills, WV

26525

304-379-5000

Fax: 304-379-5039

Staff: 469

Security Level: High with adjacent Minimum Camp/Male; Secure Female

Facility (SFF)

Judicial District: Northern District of West Virginia

Population: USP: 1,647 Camp: 137 SFF: 591

Location: In the mountains of Preston County, WV in the community of

Bruceton Mills, approximately 35 minutes from Morgantown; 45 minutes

from Uniontown, PA; and 45 minutes from Cumberland, MD.

MDC

Guaynabo

P.O. Box 2146

San Juan, Puerto Rico

00922-2146

787-749-4480

Fax: 787-775-7824

Staff: 256

Security Level: Administrative/Male, Female

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

Population: 1,302

Location: 6 miles west of San Juan, Puerto Rico, off Hwy 22 at the intersection of Roads 165 and 28. Serving the area: San Juan International Airport.

Southeast Region

Mid-Atlantic Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Eastern California

Population: FCI: 962 Camp: 114

Location: In the Sierra highlands of northern California, 50 miles northwest

of Reno, NV and about 30 miles south of Susanville, CA.

FCI Herlong

P.O. Box 900

Herlong, CA 96113

530-827-8000

Fax: 530-827-8024

Staff: 244

Western Region

FDC

Honolulu

P.O. Box 30547

Honolulu, HI 96820

808-838-4200

Fax: 808-838-4507

Staff: 196

Security Level: Administrative/Male, Female

Judicial District: Hawaii

Population: 491

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

AAHAZELTONSON •

GUAYNABO

•

HERLONG

Western Region

• HONOLULU

Security Level: Administrative/Male, Female

Judicial District: Southern Texas

Population: 1,027

Location: In downtown Houston at the intersection of Texas and San Jacinto

Avenues. Serving the area: George Bush International and William P. Hobby

Airports, Amtrak, and commercial bus lines.

FDC Houston

P.O. Box 526245

Houston, TX

77052-6245

713-221-5400

Fax: 713-229-4200

Staff: 232

•

HOUSTON

South Central Region

•
41

FCI La Tuna

P.O. Box 1000

8500 Doniphan

Anthony, NM-TX 88021

915-886-6600

Fax: 915-886-6628

Staff: 333

Security Level: Low with satellite Low Facility and adjacent Minimum Camp/

Male

Judicial District: Western Texas

Population: FCI: 1,103 FSL: 387 Camp: 260

Location: On the Texas/New Mexico border, 12 miles north of the city limits

of El Paso, off I-10 on State Hwy 20. Serving the area: El Paso International

Airport, Amtrak, and commercial bus lines.

FCI Jesup

2600 Hwy 301 S

Jesup, GA 31599

912-427-0870

Fax: 912-427-1125

Staff: 337

Security Level: Medium with satellite Low Facility and adjacent Minimum

Camp/Male

Judicial District: Southern Georgia

Population: FCI: 1,081 FSL: 626 Camp: 154

Location: In southeast Georgia on Route 301, 65 miles southwest of Savannah, 40 miles northwest of Brunswick, and 105 miles northwest of Jacksonville, FL. Serving the area: Jacksonville, Savannah, and Brunswick airports;and

Amtrak.

Southeast Region

South Central Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Kansas

Population: USP: 1,721 Camp: 461

Location: 25 miles north of Kansas City on Hwy 73. Serving the area: Kansas

City International Airport (15 miles).

USP

Leavenworth

P.O. Box 1000

Leavenworth, KS 66048

913-682-8700

Fax: 913-578-1010

Staff: 387

North Central Region

USP Lee

P.O. Box 900

Jonesville, VA

24263-0900

276-546-0150

Fax: 276-546-9116

Staff: 376

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Western Virginia

Population: USP: 1,614 Camp: 130

Location: 8 miles east of Jonesville, off of U.S. 58 at the intersection of State

Route 638. Serving the area: Tri-Cities Regional Airport (Kingsport, Bristol,

Johnson City, TN area).

Mid-Atlantic Region

• JESUPUP

• LA TUNA

• LEAVENWORTH

•

LEE

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Middle Pennsylvania

Population: USP: 1,498 Camp: 631

Location: In central Pennsylvania, outside the town of Lewisburg, 200 miles

north of Washington, DC; 170 miles west of Philadelphia; 6 miles south of I80 and 2 miles off U.S. Route 15. Serving the area: Williamsport Airport.

USP

Lewisburg

2400 Robert F. Miller Dr.

Lewisburg, PA 17837

570-523-1251

Fax: 570-522-7745

Staff: 504

Northeast Region

• LELEWISBURG
42

FCI

Manchester

P.O. Box 3000

Manchester, KY 40962

606-598-1900

Fax: 606-599-4115

Staff: 296

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Population: FCI: 1,150 Camp: 532

Location: 75 miles south of Lexington off I-75 and 28 miles east of London on

the Hal Rogers Pkwy, on Route 8 (Fox Hollow Rd.), off State Hwy 421. Serving the area: Lexington, KY and Knoxville, TN airports.

Security Level: Administrative/Male, Female

Judicial District: Central California

Population: 1,041

Location: In downtown Los Angeles, off Hollywood Freeway (Hwy 101), on

the corner of Alameda and Aliso Streets. Serving the area: Los Angeles

International Airport, Amtrak, and commercial bus service.

MDC Los

Angeles

535 N Alameda St.

Los Angeles, CA 90012

213-485-0439

Fax: 213-253-9510

Staff: 239

Mid-Atlantic Region

Western Region

Security Level: Administrative/Male with adjacent Minimum/Female Camp

Judicial District: Eastern Kentucky

Population: FMC: 1,441 Camp: 299

Location: 7 miles north of Lexington on U.S. Hwy 421. Serving the area: Blue

Grass Field Airport and commercial bus service.

FMC

Lexington

3301 Leestown Rd.

Lexington, KY 40511

859-255-6812

Fax: 859-253-8821

Staff: 479

FCC Lompoc

3901 Klein Blvd.

Lompoc, CA 93436

805-735-2771

Fax: 805-736-1292

FCC Staff: 511

FCC Security Levels: Low, Medium with adjacent Minimum Camp/Male

Judicial District: Central California

Population: 3,790

Location: 175 miles northwest of Los Angeles, adjacent to Vandenberg Air

Force Base. Serving the area: Santa Barbara (60 miles south) and Santa Maria

(25 miles north) airports, Amtrak, and commercial bus service.

Mid-Atlantic Region

Western Region

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Western Pennsylvania

Population: FCI: 1,288 Camp: 148

Location: In southwest Pennsylvania between Altoona and Johnstown, 90

miles east of Pittsburgh, off Route 22, between I-80 and the Pennsylvania

Turnpike via Route 220. Serving the area: Pittsburgh Airport, Amtrak, and

commercial bus service.

FCI Loretto

P.O. Box 1000

Loretto, PA 15940

814-472-4140

Fax: 814-472-6046

Staff: 235

Northeast Region

LEXINGTON •

•

LOMPOC

LOS ANGELES L

• LORETTO

• LLOS ANGELES

MANCHESTER

•
43

FCI Marianna

3625 FCI Rd.

Marianna, FL 32446

850-526-2313

Fax: 850-718-2014

Staff: 342

Security Level: Medium/Male with adjacent Minimum Camp/Female

Judicial District: Northern Florida

Population: FCI: 1,197 Camp: 315

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

north of the town of Marianna, off Hwy 167. Serving the area: Tallahassee;

Dothan, AL (35 miles); and Panama City (54 miles) airports.

Southeast Region

USP Marion

P.O. Box 2000

Marion, IL 62959

618-964-1441

Fax: 618-964-2058

Staff: 344

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Southern Illinois

Population: USP: 908 Camp: 300

Location: 300 miles from Chicago, 120 miles from St. Louis, 9 miles south of

Marion, off I-57 via Hwy 148 north; east on Little Grassy Rd. Serving the

area: Williamson County Airport.

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Population: USP: 474 Camp: 146

Location: In the southern part of Kentucky, off I-75 via State Hwy 92 or via

U.S. 27. Serving the area: Lexington Bluegrass and Knoxville’s McGhee Tyson

Airports.

USP

McCreary

330 Federal Way

Pine Knot, KY 42635

606-354-7000

Fax: 606-654-7190

Staff: 339

North Central Region

Mid-Atlantic Region

• MARIANNA

•

 MARION

• MCCREARY

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Western Pennsylvania

Population: FCI: 1,233 Camp: 336

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. Serving the area: Buffalo and Bradford airports.

Security Level: Medium with satellite Minimum Camp/Male

Judicial District: Western Tennessee

Population: FCI: 1,179 Camp: 341

Location: In the northeast section of Memphis near the intersection of I-40

and Sycamore View Rd. Serving the area: Memphis International Airport,

Amtrak, and commercial bus lines.

FCI McKean

P.O. Box 5000

Bradford, PA 16701

814-362-8900

Fax: 814-363-6822

Staff: 297

FCI Memphis

1101 John A. Denie Rd.

Memphis, TN 38134

901-372-2269

Fax: 901-384-5462

Staff: 300

MCKEAN •

Northeast Region

•

IMEMPHIS

Mid-Atlantic Region
44

Security Level: Minimum/Male

Judicial District: Middle Alabama

Population: 953

Location: On Maxwell Air Force Base off I-65 and I-85. Serving the area:

Montgomery Regional Airport, Dannelly Field, and commercial bus lines.

FPC

Montgomery

Maxwell Air Force Base

Montgomery, AL 36112

334-293-2100

Fax: 334-293-2326

Staff: 110

FCI

Morgantown

P.O. Box 1000

Morgantown, WV

26507-1000

304-296-4416

Fax: 304-284-3600

Staff: 173

Security Level: Minimum/Male

Judicial District: Northern West Virginia

Population: 1,171

Location: In north central West Virginia, on the southern edge of Morgantown,

off State Hwy 857 (Greenbag Rd.). Serving the area: Morgantown Municipal

Airport and commercial bus lines.

Mid-Atlantic Region

Southeast Region

FCI Miami

15801 SW 137th Ave.

Miami, FL 33177

305-259-2100

Fax: 305-259-2160

Staff: 262

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Southern Florida

Population: FCI: 1,074 Camp: 400

Location: In southwest Dade county, 30 miles from downtown Miami, off the

Florida Turnpike (Homestead Extension, 152nd St. exit), 2.5 miles to 137th St.

south. Serving the area: Miami International Airport, Amtrak, and commercial bus lines.

Southeast Region

North Central Region

Southeast Region

Security Level: Administrative/Male, Female

Judicial District: Southern Florida

Population: 1,620

Location: East of Miami International Airport in downtown Miami, located at

the corner of NE 4th St.and N Miami Ave. Serving the area: Miami International Airport, Amtrak, and commercial bus lines.

FDC Miami

P.O. Box 019118

Miami, FL 33101-9118

305-577-0010

Fax: 305-536-7368

Staff: 281

FCI Milan

P.O. Box 9999

E Arkona Rd.

Milan, MI 48160

734-439-1511

Fax: 734-439-5535

Staff: 316

Security Level: Low, Administrative/Male

Judicial District: Eastern Michigan

Population: 1,424

Location: 45 miles south of Detroit and 35 miles north of Toledo, in the town

of Milan, off U.S. 23 (exit 27). Serving the area: Detroit Metro and Toledo

Express airports, Amtrak, and commercial bus lines.

• IMIAMI

• IMIAMI

• MILAN

• MORGANTOWN

•

MONTGOMERY
45

Security Level: Administrative/Male, Female

Judicial District: Southern New York

Population: 756

Location: In downtown Manhattan, adjacent to Foley Square and across the

street from the Federal courthouse. Serving the area: LaGuardia, Kennedy,

and Newark Airports; Amtrak, and commercial bus lines.

MCC

New York

150 Park Row

New York, NY 10007

646-836-6300

Fax: 646-836-7751

Staff: 256

Northeast Region

FCC Security Levels: Low, Administrative with adjacent Minimum Camp/

Male

Judicial District: Western Louisiana

Population: 2,400

Location: In central Louisiana, 35 miles south of Alexandria and 58 miles

north of Lake Charles, off State Hwy 165 on Whatley Rd. Serving the area:

Alexandria International Airport (40 miles) and commercial bus lines.

FCC

Oakdale

P.O. Box 5050

Oakdale, LA 71463

318-335-4070

Fax: 318-215-2547

FCC Staff: 431

South Central Region

• NEW YORK

•

OAKDALE

•

FTC

Oklahoma

City

P.O. Box 898802

7410 S. MacArthur Blvd.

Oklahoma City, OK 73189

405-682-4075

Fax: 405-680-4041

Staff: 276

Security Level: Administrative/Male, Female

Judicial District: Western Oklahoma

Population: 1,600

Location: 3 miles west of I-44 and 4 miles south of I-40. Serving the area: Will

Rogers World Airport and commercial bus lines.

FCI Otisville

P.O. Box 600

Otisville, NY 10963

845-386-6700

Fax: 845-386-6727

Staff: 286

South Central Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Southern New York

Population: FCI: 1,091 Camp: 118

Location: In southeastern part of New York state, near the Pennsylvania and

New Jersey borders, and 70 miles northwest of New York City (NYC). Serving the area: several airports (the closest is Stewart International in Newburgh,

NY), bus and train service connecting to NYC.

Northeast Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Western Wisconsin

Population: FCI: 1,082 Camp: 213

Location: In central Wisconsin, 60 miles north of Madison, off I-39 at the

intersection of County Rd. G and Elk Ave. Serving the area: Dane County

Regional Airport, and commercial bus service in Portage and Wisconsin

Dells.

FCI Oxford

P.O. Box 500

Oxford, WI 53952-0500

608-584-5511

Fax: 608-584-6371

Staff: 294

•

OOXFORD

North Central Region

• OKLAHOMA CITY

• OTISVILLE
46

FCC

Petersburg

P.O. Box 90042

Petersburg, VA 23804

804-504-7200

Fax: 804-504-7204

FCC Staff: 545

FCC Security Levels: Medium, Low with adjacent Minimum Camp/Male

Judicial District: Eastern Virginia

Population: 3,434

Location: 25 miles southeast of Richmond. From I-95, take Exit 54 (Temple

Ave./Hwy 144), proceed east approximately 3 miles, then turn left on River

Rd. Serving the area: Richmond International Airport, Amtrak, and commercial bus lines.

Mid-Atlantic Region

Security Level: Administrative/Male, Female

Judicial District: Eastern Pennsylvania

Population: 1,153

Location: In downtown Philadelphia. Serving the area: Philadelphia International Airport, Amtrak, and commerical bus lines.

FDC

Philadelphia

P.O. Box 572

Philadelphia, PA 19106

215-521-4000

Fax: 215-521-7220

Staff: 260

FCI Phoenix

37900 N 45th Ave.

Phoenix, AZ 85086

623-465-9757

Fax: 623-465-5199

Staff: 303

Security Level: Medium/Male with adjacent Minimum Camp/Female

Judicial District: Arizona

Population: FCI: 1,035 Camp: 325

Location: 30 miles north of downtown Phoenix, off I-17, Pioneer Rd. exit.

Serving the area: Phoenix Sky Harbor International and several regional airports, Amtrak (in Tucson), and commercial bus lines.

Western Region

Northeast Region

Security Level: Minimum/Male

Judicial District: Northern Florida

Population: 665

Location: 175 miles west of Tallahassee and 50 miles east of Mobile, AL, on

Saufley Field, off I-10. Serving the area: Pensacola Municipal Airport, Amtrak,

and commercial bus lines.

FPC

Pensacola

110 Raby Ave.

Pensacola, FL

32509-5127

850-457-1911

Fax: 850-458-7295

Staff: 98

Security Level: Medium/Male with adjacent Minimum Camp/Female

Judicial District: Central Illinois

Population: FCI: 1,132 Camp: 304

Location: Located on Route 29 South in Pekin, approximately 10 miles south

of Peoria, 170 miles southwest of Chicago, and 170 miles northeast of St.

Louis. Serving the area: Greater Peoria Regional Airport, Amtrak, and commercial bus service to Peoria.

FCI Pekin

P.O. Box 7000

Pekin, IL 61555-7000

309-346-8588

Fax: 309-477-4685

Staff: 282

North Central Region

Southeast Region

• PPEKIN

PPENSACOLA

•

• PETERSBURG

• PHILADELPHIA

• PPHOENIX
47

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Western Louisiana

Population: USP: 1,475 Camp: 136

Location: In central Louisiana between Hwys 165 and 167, approximately 12

miles north of Alexandria. Serving the area: Alexandria International Airport

and commercial bus lines.

USP Pollock

P.O. Box 1000

1000 Airbase Rd.

Pollock, LA 71467

318-561-5300

Fax: 318-561-5391

Staff: 372

South Central Region

Security Level: Medium/Male

Judicial District: Northern New York

Population: 1,198

Location: In upstate New York, midway between the villages of Lake Placid

and Saranac Lake, off Route 86. Serving the area: Adirondack, Albany,

Montreal (Canada) and Burlington, VT airports; Amtrak in Plattsburgh and

Albany; and commercial bus lines.

FCI

Ray Brook

P.O. Box 300

Old Ray Brook Rd.

Ray Brook, NY 12977

518-897-4000

Fax: 518-897-4216

Northeast Region Staff: 249

•

RAY BROOK

Security Level: Administrative/Male

Judicial District: Minnesota

Population: 857

Location: In southeastern Minnesota, 2 miles east of downtown Rochester,

off Fourth St. Serving the area: Rochester Airport and commercial bus lines.

FMC

Rochester

P.O. Box 4600

2110 E. Center St.

Rochester, MN

55903-4600

507-287-0674

Fax: 507-287-9601

Staff: 440

FCI Safford

P.O. Box 820

Safford, AZ 85548

928-428-6600

Fax: 928-348-1331

Staff: 167

Security Level: Low/Male

Judicial District: Arizona

Population: 768

Location: In southeastern Arizona, 127 miles northeast of Tucson, 165 miles

east of Phoenix, off Hwy 191, 7 miles south of the town of Safford. Serving

the area: Tucson and Phoenix airports.

Security Level: Administrative/Male, Female

Judicial District: Southern California

Population: 1,007

Location: In downtown San Diego, adjacent to the Federal Courthouse.

Serving the area: Lindberg Field Airport, Amtrak, and commercial bus lines.

MCC

San Diego

808 Union St.

San Diego, CA

92101-6078

619-232-4311

Fax: 619-595-0390

Staff: 236

North Central Region

Western Region

Western Region

PPOLLOCK •

• ROCHESTER

•

ASAFFORD

•

SAN DIEGO
48

Security Level: Low, Administrative with adjacent Minimum Camp/Male

Judicial District: Northern Texas

Population: 1,894 Camp: 169

Location: 11 miles southeast of Dallas, off Hwy 175 (Hawn Freeway). Serving the area: Dallas-Fort Worth International Airport, Amtrak in Dallas and

Fort Worth, and commercial bus lines.

FCI

Seagoville

2113 N Hwy 175

Seagoville, TX 75159

972-287-2911

Fax: 972-287-5466

Staff: 283

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Middle Pennsylvania

Population: FCI: 1,271 Camp: 310

Location: 100 miles northwest of Philadelphia and 46 miles northeast of Harrisburg; west of I-81 off State Hwy 901. Serving the area: Harrisburg International Airport, Amtrak in Harrisburg, and commercial bus lines.

FCI

Schuylkill

P.O. Box 700

Minersville, PA 17954

570-544-7100

Fax: 570-544-7224

Staff: 287

South Central Region

Northeast Region

Security Level: Administrative/Male, Female

Judicial District: Western Washington

Population: 1,048

Location: 12 miles south of Seattle and 16 miles north of Tacoma, 1 mile west

of I-5 (200th St.exit). Serving the area: SeaTac International Airport (1 mile),

Amtrak, and commercial bus lines.

FDC SeaTac

2425 S 200th St.

P.O. Box 13901

Seattle, WA

98198-1091

206-870-5700

Fax: 206-870-5717

Staff: 230 Western Region

Western Region

FCI Sheridan

P.O. Box 8000

27072 Ballston Rd.

Sheridan, OR

97378-9601

503-843-4442

Fax: 503-843-3408

Staff: 339

Security Level: Medium and Administrative with adjacent Minimum Camp/

Male

Judicial District: Oregon

Population: FCI: 1,448 Camp: 505

Location: In northwestern Oregon, 90 minutes south of Portland, off Hwy 18

on Ballston Rd. Serving the area: Portland International Airport, Amtrak in

Portland and Salem, and commercial bus lines.

FCI

Sandstone

P.O. Box 999

Sandstone, MN 55072

320-245-2262

Fax: 320-245-0385

Staff: 238

Security Level: Low/Male

Judicial District: Minnesota

Population: 1,185

Location: 100 miles northeast of Minneapolis/St. Paul and 70 miles southwest of Duluth, off I-35. Take Sandstone exit, follow Hwy 23 to Route 123

east; institution is 2 miles from the intersection. Serving the area: commercial

bus lines.

North Central Region

• SEATAC

• SSANDSTONEAE

• SCHUYLKILL

• SEAGOVILLE

•

SHERIDAN
49

FCI Terminal

Island

1299 Seaside Ave.

Terminal Island, CA

90731

310-831-8961

Fax: 310-732-5335

Staff: 287

Security Level: Low/Male

Judicial District: Central California

Population: 1,056

Location: In Los Angeles Harbor, between San Pedro and Long Beach; off

Harbor Freeway (110 South) at the Terminal Island exit. Cross the Vincent

Thomas Bridge to the Ferry St.exit. Serving the area: Los Angeles International and Long Beach airports, Amtrak, and commercial bus lines.

FCC

Terre Haute

4700 Bureau Rd. S.

Terre Haute, IN 47802

812-244-4400

Fax: 812-244-4791

FCC Staff: 694

FCC Security Levels: Medium with adjacent Minimum Camp, High (includes

Special Confinement Unit for inmates under Federal death sentences)/Male

Judicial District: Southern Indiana

Population: 3,049

Location: On Hwy 63, 2 miles south of the City of Terre Haute, which is 70

miles west of Indianapolis on I-70. Serving the area: Hulman Regional Airport and commercial bus lines.

Security Level: Low/Female, Administrative/Male

Judicial District: Northern Florida

Population: 1,265

Location: Three miles east of downtown Tallahassee, on Hwy 319 at its

intersection with Park Ave. and Conner Blvd. Serving the area: Tallahassee

Regional Airport, Amtrak, and commercial bus lines.

FCI

Tallahassee

501 Capital Cir., NE

Tallahassee, FL

32301-3572

850-878-2173

Fax: 850-671-6105

Staff: 296

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Northern Alabama

Population: FCI: 1,050 Camp: 336

Location: In northeast Alabama, 50 miles east of Birmingham and 100 miles

west of Atlanta, GA; off the 275 bypass on Renfroe Rd.

FCI

Talladega

565 E Renfroe Rd.

Talladega, AL 35160

256-315-4100

Fax: 256-315-4495

Staff: 297

Southeast Region

Southeast Region

Western Region

North Central Region

MCFP

Springfield

P.O. Box 4000

1900 W Sunshine

Springfield, MO

65801-4000

417-862-7041

Fax: 417-837-1711

Staff: 626

Security Level: Administrative/Male

Judicial District: Western Missouri

Population: 1,050

Location: At the corner of Sunshine St. and the Kansas Expressway, off I-44.

Serving the area: Springfield/Branson Municipal Airport and commercial bus

lines.

North Central Region

• SPRINGFIELD

• TALLADEGA

• TALLAHASSEE

•

TERMINAL ISLAND

THREE RIVERS

• TERRE HAUTE
50

FCI

Texarkana

P.O. Box 9500

Texarkana, TX 75505

903-838-4587

Fax: 903-223-4424

Staff: 274

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Eastern Texas

Population: FCI: 1,391 Camp: 350

Location: In northeast Texas near the Arkansas border, 175 miles east of

Dallas and 70 miles north of Shreveport, LA; off Route 59 S on Leopard Dr.

South Central Region

• TEXARKANA

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Southern Texas

Population: FCI: 1,173 Camp: 365

Location: About 80 miles south of San Antonio and 73 miles northwest of

Corpus Christi, off I-37 on Hwy 72; 8 miles west of the town of Three Rivers,

across from Choke Canyon Lake.

FCI

Three Rivers

P.O. Box 4000

Three Rivers, TX

78071

361-786-3576

Fax: 361-786-5051

South Central Region Staff: 272

FCC Tucson

9300 S Wilmot Rd.

Tucson, AZ 85706

520-663-5000

Fax: 520-663-5024

FCC Staff: 466

Security Level: Medium/Male; Administrative/Male, Female; High (activation underway) with adjacent Minimum Camp/Male

Judicial District: Arizona

Population: 1,609

Location: In southern Arizona, 10 miles southeast of the city of Tucson, near

I-10 and Wilmot Rd. Serving the area: Tucson International Airport, Amtrak,

and commercial bus lines.

Western Region

FCC

Victorville

P.O. Box 5600

Adelanto, CA 92301

760-530-5000

Fax: 760-530-5103

FCC Staff: 870

FCC Security Levels: High, Medium/Male with adjacent Minimum Camp/

Female

Judicial District: Central California

Population: 4,174

Location: In San Bernardino County, approximately 85 miles northwest of

Los Angeles, on I-15. Serving the area: Ontario International Airport, Amtrak,

and commerical bus lines.

Western Region

FCI Waseca

P.O. Box 1731

1000 University Dr., SW

Waseca, MN 56093

507-835-8972

Fax: 507-837-4547

Staff: 214

Security Level: Low/Male

Judicial District: Minnesota

Population: 1,065

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

miles west of Owatonna on State Hwy 57. Serving the area: Minneapolis and

Rochester airports.

•

WASECAA

North Central Region

•

THREE RIVERS

VICTORVILLE VICTORVILLE •

TTUCSON

VICTORVILLE

•
51

FPC Yankton

P.O. Box 680

Yankton, SD 57078

605-665-3262

Fax: 605-668-1113

Staff: 112

Security Level: Minimum/Male

Judicial District: South Dakota

Population: 853

Location: In southeastern South Dakota, 60 miles northwest of Sioux City, IA

and 85 miles southwest of Sioux Falls, SD; off U.S. Hwy 81. Serving the area:

Sioux City and Sioux Falls airports.

FCI

Williamsburg

P.O. Box 340

Salters, SC 29590

843-387-9400

Fax: 843-387-6961

Staff: 297

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Population: FCI: 1,643 Camp: 143

Location: In Williamsburg County, off Hwy 521.

FCC

Yazoo City

P.O. Box 5666

2225 Haley Barbour

Pkwy.

Yazoo City, MS 39194

662-751-4800

Fax: 662-716-1036

FCC Staff: 540

FCC Security Levels: Medium, Low with adjacent Minimum Camp/Male

Judicial District: Southern Mississippi

Population: 3,521

Location: 36 miles north of Jackson, MS off Hwy 49. Serving the area: Jackson airport (most major carriers), and Amtrak.

Southeast Region

North Central Region

Southeast Region

BIG SPRING

•

WILLIAMSBURG•

• YANKTON

•

YAZOO CITY
52

Inmate Population

Total population1: 200,020

Inmates in BOP institutions: 167,323

Inmates in privately-managed, state or local secure facilities2

: 24,773

Inmates in RRCs3

: 7,924

1

above section as of 09/30/07; Quick Facts sections below as of 09/29/07.

2

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

Intergovernmetnal Agreement (IGA) with the BOP.

3

includes inmates housed in residential re-entry centers (RRCs) and on home confinement.

Inmates by Security Level

Minimum: 18.0%

Low: 38.5%

Medium: 27.9%

High: 10.9%

Unclassified4

: 4.6%

4

Not yet assigned a security level.

Inmates by Gender

Male: 93.2%

Female: 6.8%

Inmates by Race

White: 56.6%

Black: 40.1%

Native American: 1.7%

Asian: 1.6%

Ethnicity Hispanic: 31.3%

Average Inmate Age: 38

Citizenship

United States: 73.3%

Mexico: 17.1%

Colombia: 1.6%

Cuba: 0.8%

Dominican Republic: 1.5%

Other/Unknown: 5.7%

FY 2007 Statistical Data

Sentence Imposed

Less than 1 year: 1.8%

1-3 years: 12.3%

3-5 years: 15.2%

5-10 years: 29.8%

10-15 years: 19.3%

15-20 years: 8.8%

More than 20 years: 9.7%

Life: 3.1%

Death: 49

Types of Offenses

Drug Offenses: 53.5%

Weapons, Explosives, Arson: 14.5%

Immigration: 10.6%

Robbery: 5.1%

Burglary, Larceny, Property Offenses: 3.7%

Extortion, Fraud, Bribery: 4.5%

Homicide, Aggravated Assault, and Kidnapping: 3.0%

Miscellaneous: 1.1%

Sex Offenses: 2.6%

Banking & Insurance, Counterfeit, Embezzelment: 0.5%

Courts or Corrections: 0.4%

Continuing Criminal Enterprise: 0.3%

National Security: 0.1%

Staff Breakdown

Staff by Gender

Male: 72.4% Female: 27.6%

Staff by Race/Ethnicity

White (Non-Hispanic): 63.9%

African American: 21.1%

Hispanic: 11.3%

Asian: 2.1%

Native Anerican: 1.5%

Other: 0.1%
Published annually by:

Federal Bureau of Prisons

U.S. Department of Justice

Michael B. Mukasey, Attorney General

Harley G. Lappin, Director

Information, Policy, and Public Affairs Division:

Thomas R. Kane, Assistant Director

Judith Simon Garrett, Deputy Assistant Director

Enriqueta Tercilla, Communications Director

 Office of Communications and Archives

Federal Bureau of Prisons

320 First Street, NW

Washington, DC 20534

202-307-3198

The Attorney General has determined that the publication of this periodical is necessary in the transaction of

public business required by law and the Department of

Justice.

Cover graphics design by:

Office of Communications and Archives

Printed by:

Federal Prison Industries

Internet Access to Information

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

information about each of its institutions, offices, and

training centers, as well as abbreviated contact information

for privately-operated, secured facilities housing inmates

under the Bureau’s jurisdiction. We encourage you to visit

www.bop.gov if you are interested in learning more about

a specific facility.
Federal Bureau of Prisons

Washington, D.C. 20534

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