ity of care, promote preventive health
care, and reduce duplication of services.
The Bureau also continued to identify and
treat mentally-ill offenders at the most

appropriate therapeutic level.

TM@ During the FY, the BOP continued
its '‘leleHealth program to improve health
care delivery and reduce costs. Tele-
Health is the use of telecommunications
technologies to exchange health informa-
tion and provide health care services to
inmates within BOP facilities. TeleHealth
enables a medical professional to diag-
nose and treat patients from remote loca-
tions. The BOP uses TeleHealth to con
nect institutions with community health
care providers, as well as to connect BOP
facilities with each other. Additionally,
TeleHealth improves security (especially
at high security institutions) because an
inmate does not leave the confines of an
institution to receive an examination and
evaluation. During the year, medical per-
sonnel at MCFP Springfield, FMC Butner,
and FMC Devens provided TeleHealth
consults to several BOP facilities. These
medical referral centers also provided
continuing professional education pro-
grams to other BOP institutions through
the TeleHealth network.

During FY03, the Bureau initiated a
project with Walter Reed Army Medical
Center through which the Medical Cen-
ter would provide Teleradiology services
to the BOP. Images will be transmitted to
‘Walter Reed for reading, then findings will
be transmitted back to the BOP for use in
deciding appropriate course of treatment.
The BOP plans to initially implement this

web-based project at five institutions in
the Mid-Atlantic Region.

Building Partnerships:

The BOP will continue to seek opportu-
nities 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 jus-
tice system and to remain responsive to
other agencies and the public. The BOP
will develop partnerships to focus the
shared responsibility for the establish-
ment of a supportive environment pro-
moting the reintegration of offenders into
the community.

@ Law enforcement and prosecutorial
initiatives continued to create a need for
bedspace for unsentenced prisoners and
detainees. The BOP currently operates
12 detention centers that confine prima-
rily U.S. Marshals Service (USMS) pris-
oners. At the close of FY03, 16 other BOP
facilities also provided bedspace for the
USMS.

At the end of the FY, the BOP housed
approximately 30 percent of the USMS’
average daily population. The Bureau
also confined approximately 3,000 crimi-
nal alien detainees for Immigration and
Customs Enforcement (ICE), formerly the
Immigration and Naturalization Service.

M The Institution Hearing Program
(IHP) continues to help reduce the num-
ber of non-US. citizen inmates detained
after service of their sentence. At the end
of FY03, 14 BOP facilitics functioned as
THP hearing sites, including contracted
facilities where low security inmates are
housed, Seventeen additional sites
facilitate IHP releases for inmates who
have completed the JHP process. At
facilities with IHP hearing programs, ICE
staff work onsite, reviewing files and
administratively completing many of the
cases. The Executive Office for Immigra-
tion Review conducts hearings as
needed, either in person or by video
conferencing. At the end of the FY, the
total number of beds provided by the
BOP for inmates in the IHP was 16,830.
This includes 6,929 beds for inmates par-
ticipating in hearings at hearing sites. The
remaining IHP beds are allocated for
inmates awaiting deportation upon
completion of their sentences.

TM@ The BOP, USMS, and ICE continue
to work together through the Justice Pris-
oner and Alien Transportation System
(JPATS) to ensure the safe and efficient
transportation of prisoners between the
courts, institutions/detention facilities,
and on international deportation flights.
Through JPATS, an interagency network
of bus/van routes and airlift flights, the
BOP, USMS, and ICE managed 286,235
prisoner movements in FY03.

TM@ Under the direction of the Central
Office Inmate Systems Management
Branch, D.C. Records Center staff at the
Federal Correctional Complex, Petersburg,


40

USP Florence
P.O. Box 7500

Florence, Colorado 81226
719-784-9454

Fax: 719-784-5150

North Central Region

FCI Forrest City
P.O. Box 7000

Forrest City, Arkansas 72336
870-630-6000

Fax: 870-630-6250

South Central Region

FCI Fort Dix

P.O. Box 38

Fort Dix, New Jersey 08640
609-723-1100

Fax: 609-723-6847
Northeast Region

FMC Fort Worth
3150 Horton Road

Fort Worth, Texas 76119-
5996

817-534-8400

Fax: 817-413-3350

South Centrat Region

FCI Gilmer

P.O. Box 5000

201 FCI Lane
Glenville, West Virginia
26351-9500
304-462-0395

Fax: 304-462-0396

Mid-Atlantic Region

Security level: High/Male
Judicial District: Colorado

Population: 932
Staff: See ADX Florence.

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

Population: FCI: 1,845 Camp: 256
Staff: 319

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

Population: FCT: 4,001 Camp: 431
Staff: 622

Security level: Administrative/
Male
Judicial District: Northern Texas

Population: 1,534
Staff: 384

Security level: Medium/Male
(adjacent Minimum/Male camp)
Judicial District: Northern West
Virginia

Population: FCI: 775 Camp: 122
Staff:

Location: See ADX Florence.

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

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

in southeast Fort Worth. North
of Interstate 20 and east of
Interstate 35. The area is served
by Dallas/Fort Worth Interna-
tional Airport, Amtrak, and
commercial bus lines.

Location: In central West
Virginia, 85 miles northeast of
Charleston and 150 miles from
Pittsburgh, Pennsylvania. The
area is served by Pittsburgh
International Airport and Yeager
Regional Airport.


36

FMC Carswell
P.O. Box 27066

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

Fax: 817-782-4875

South Central Region

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

Fax: 312-322-1120
North Central Region

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

352-689-5000

Fax: 352-689-3013
Southeast Region

Security level: Administrative/
Female (adjacent Minimum/Female

Camp)
Judicial District: Northern Texas

Population: FMC; 1,145 Camp: 239
Staff: 423

Security level: Administrative/
Male/Female
Judicial District: Northern Illinois

Population: 713
Staff: 210

facility provides various
administrative services to the
Coleman Complex.

FCC Staff: 984

Location: In the northeast corner
of the Naval Air Station, Joint
Reserve Base, | mile from
Highway 183 and 3 miles from
Interstate 30. The area is served
by Dallas-Fort Worth Airport,
the Fort Worth Transportation
Authority, Amtrak, and commer-
cial bus lines.

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

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

FCI Coleman
(Low)

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

Fax: 352-330-0259
Southeast Region

FCI Coleman
(Medium)
846N.E. 54th Terrace
P.O. Box 1022
Coleman, Florida
33521-1022
352-689-5000

Fax: 352-330-0552
Southeast Region

Security level: Low/Male
Judicial District: Middle Florida

Population: 2,092
FCC Staff: See FCC Coleman
(Administrative).

Security level: Medium/Male
(adjacent Minimum/Female

Camp)
Judicial District: Middle Florida

Population: FCI: 1,719 Camp: 486
FCC Staff: See FCC Coleman
(Administrative).

Location: see FCC Coleman
(Administrative).

Location: see FCC Coleman
(Administrative).


FDC Miami

P.O. Box 019118

33 NE. 4th Street

Miami, Florida 33101-9118
305-577-0010

Fax: 305-536-7368
Southeast Region

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

Population: 1,579
Staff: 295

Location: East of Miami Interna-
tional Airport in downtown
Miami. Located at the comer of
NE. 4th Street and N. Miami
Avenue. The area is served by
Miami International Airport,
Amtrak, and commercial bus
lines.

FCI Milan

P.O. Box 9999

Arkona Road

Milan, Michigan 48160
734-439-1511

Fax: 734-439-0949
North Central Region

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

Fax: 334-293-2326

Southeast Region

Security level: Low/Administra-
tive/Male

Judicial District: Eastern
Michigan

Population: 1,472
Staff: 366

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

Population: 862

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

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

NELLIS\.,

FCI Morgantown
Greenbag Road

P.O. Box 1000

Morgantown, West Virginia
26507-1000

304-296-4416

Fax: 304-284-3613
Mid-Atlantic Region

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

FPC Nellis
8.4500

North Las Vegas, Nevada
89036-4500

702-644-5001

Fax: 702-643-2303
Western Region

Staff 115

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

Population: 1,147

Staff: 187

Security Level: Minimum/Male

Judicial District: Nevada

Population: 638
Staff. 84

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

45


status, and another 8 were pursuing

accreditation.

TM@ > While ACA accreditation demon-
strates that BOP institutions meet basic
performance standards, the BOP uses a
number of additional measures to moni-
tor and assess each institution's perfor-
mance. The Bureau conducts program
reviews or internal audits; tracks rates of
inmate misconduct (including assault,
homicide, escape, and drug and alcohol
use) at each facility; and conducts remote
and onsite surveys and assessments of
staff and inmate morale as a broad gauge
of each institution’s social climate. This
array of internal and external assessment
tools helps the BOP ensure that every
institution is providing high-quality
programs in an efficient manner and
ensures safe and secure operations.

During FY03, a total of 481 program
reviews were conducted in institutions,
community corrections offices, regional
offices, and the Central Office to assess
program performance and compliance
with established policies and procedures.
The program review process allows the
BOP to assess and evaluate efforts geared
toward the accomplishment of the
agency’s mission.

The BOP conducted 28 Institution Char-
acter Profiles in FY03. Institution Char-
acter Profiles, which are derived from
interviews of staff, inmates, non-BOP law
enforcement officials, and citizens, pro-
vide administrators with feedback on
perceptions about the management,
security, safety, and community presence

of each institution.

Mi During FY03, 18 audits were initiated
by the General Accounting Office or
DOJ’s Office of the Inspector General, 17
audits were successfully closed, and 29
were active at the close of the year.
Through successful resolution of these
audits, the BOP demonstrated that it con-
tinues to perform its public administra-
tion functions in an effective and fiscally-
responsible manner.

@ During FY03, the BOP continued to
provide information to the public through
its website (www.bop.gov) on the
Internet. During this time period, the
BOP’s website was accessed by more
than 1.65 million different visitors.

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

The Inmate Locator continues to be
available on the Bureau’s public website,
allowing individuals and other criminal
justice system components to search for
the location of specific inmates. Website
availability of this information has sig-
nificantly reduced Freedom of Informa-
tion Act (FOIA) requests to the Bureau.
The requests received now represent
more complex, time-consuming requests
for documentation.

@ During the FY, the Bureau’s Medical
Director continued to issue and revise
Clinical Treatment Guidelines, providing
the latest information on the prevention,
detection, and treatment of several dis-
cases. Guidelines cover diabetes, hyper-
tension, coronary artery disease, HIV,
hepatitis, tuberculosis, asthma, methicil-
lin-resistant staphylococcus aureus
(MRSA), peptic ulcer disease, varicella
zoster virus, depression, and detoxifica-
tion, among others. The guidelines,
based on nationally-accepted standards
of care, were made available to state and
local correctional agencies through the

National Institute of Correction’s website.

TM@ During FY03, the BOP worked
closely with the Joint Commission on
Accreditation of Healthcare Organiza-
tions (JCAHO) concerning the accredita-
tion of health care delivery throughout
the Bureau. In FY03, 37 Bureau institu-
tions were surveyed and accredited by
JCAHO. Of these, 30 were reaccredited,
6 received their initial accreditation, and
1 received accreditation of medical ser-
vices Complex-wide (at FCC Butner).

@ = The Bureau continues to actively
explore strategies that could potentially
yield cost-reductions while simulta-
neously improving inmate services. For
example, a pilot program using three GS-6
correctional officers instead of three
WS-8 cook foremen to supervise and man-
age the inmate food service area, was
recently completed. This allowed the fore-
men to spend more time preparing food
and training inmate workers in food man-

agement courses. The pilot was very suc-


Raleigh CCM Office

310 New Bern Avenue, Room 325
Raleigh, NC 27601

919-856-4548, Fax: 919-856-4777
Districts: Eastern/Middle/Western North
Carolina, Eastern/Westem Virginia

Sacramento CCM Office

501 I Street, Suite 9-400

Sacramento, CA 95814

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

St. Louis CCM Office

The Robert A. Young Building
1222 Spruce Street

Suite 6.101

St. Louis, MO 63103

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

Salt Lake City CCM Office

324 South State Street, Suite 228

Salt Lake City, UT 84111
801-524-4212, Fax: 801-524-3112
Districts: Utah, Wyoming, Nevada,
Montana

San Antonio CCM Office
727 East Durango Street, Room B506
San Antonio, TX 78206
210-472-6225, Fax: 210-472-6274
District: Western Texas (Ausun, San
Antonio, and Waco)

Seattle CCM Office

915 Second Avemue, Suite 3150
Jackson Federal Building
Seattle, WA 98174
206-220-6593, Pax: 206-220-6591
Districts: Alaska, Oregon, Idaho,
Western/Eastern Washington

5S


Community Corrections

ommunity Corrections is an

integral component of the

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

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

tion.

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

enhance the accountability of inmates on
home confinement through electronic

monitoring.

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

process.

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

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

Atlanta CCM Office

715 McDonough Blvd., S.E.
Atlanta, GA 30315
404-635-5673, Fax: 404-730-9785

Districts: Georgia, South Carolina

Baltimore-MARO CCM Office

10010 Junction Drive, Suite 101-N
Annapolis Junction, MD 20701
301-317-3196, Fax: 301-317-3138

Fax DC: 301-317-3184

Districts: Maryland, Delaware, Northern/
Southern West Virginia, District of
Columbia

Boston CCM Office

JFK Federal Building, Suite 2200
Boston, MA 02203

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

Rhode Island, New Hampshire

Chicago CCM Office

200 West Adams, Suite 2915
Chicago, IL 60606

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

Cincinnati CCM Office

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

53


Personnel

Personnel, September 21, 2003 ....

Gender

Race/Ethnicity

White .......
African American
Hispanic
Other

Education

High school
Technical school ...
Some college ...
Bachelor's degree

4.0%

Some graduate work

Master’s degree ..
PhO. .....
Other advanced professional degre:

Age

59


FCI Tallahassee
501 Capital Circle, NB.
Tallahassee, Florida
32301-3572

850-878-2173

Fax: 850-216-1299
Southeast Region

FCI Terminal
Island
1299 Seaside Avenue

Terminal Island, California
90731

310-831-8961

Fax: 310-732-5335

Western Region

USP Terre Haute
Highway 63 South

Terre Haute, Indiana 47808
812-238-1531

Fax: 812-238-9873

North Central Region

FCI Texarkana
P.O. Box 9500

Texarkana, Texas 75505
903-838-4587

Fax: 903-223-4417

South Central Region

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

Population: 1,332
Staff. 304

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

Population: 1,144
Staff 298

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

Judicial District: Southern Indiana

Population: USP: 1,158 Camp: 438
Staff. 479

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

Population: FCI: 1,301 Camp: 322
Staff: 295

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

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

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

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

‘THREE RIVE]

FCI Three

P.O. Box 4000

Three Rivers, Texas 78071
361-786-3576

Fax: 361-786-5069

South Central Region

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

Population: FCI: 1,145 Camp: 288
Staff: 299

Location: About 80 miles south
of San Antonio and 73 miles
northwest of Corpus Christi. Off
Interstate 37 on Highway 72, 8
miles west of the town of Three
Rivers; across from Choke
Canyon Reservior State Park.

Si


confinement of inmates committed for
crimes of terrorism. The Bureau shares
intelligence information and data with
other DOJ components and relevant task
forces to ensure a coordinated approach
to dealing with terrorism. In support of
these efforts, this seventh goal was added
to the agency’s National Strategic Plan
and four separate objectives and related
action steps were developed.

The BOP’s new crisis management
training programs (“Executive Critical
Incident Management” and “Critical
Incident Response”) are underway for
both institution executive staff and crisis
management team leaders (SORT, DCT,
HNT, CST, and Captains). This includes
training on terrorism specifically as it
applies to the management of terrorists
within a correctional environment.

TM@ The BOP’s FY04 Annual Training cur-
ricula will specifically address detection,
deterrence, and response to terrorist acts
in a lesson entitled, “Terrorist Manage-
ment and Response.” All BOP staff will
receive training at both national and local
levels.

I The BOP developed contingency plans
and outlined potential courses of action
and security procedures related to imple-
menting the Homeland Security Advisory
System. These include action steps
(affecting internal and external security)
to be taken when the security threat level
changes. Institutions conduct training on
the Emergency Alert/Advisory System,
specifically as it relates to the local secu-
rity response to each threat level.

The BOP closely tracks every inmate with
known or suspected ties to terrorist
organizations and monitors all of their
phone calls and correspondence. Intelli-
gence regarding these inmates is both
received from and provided to relevant
task forces, Federal agencies, and state
and local law enforcement.

23


HOUSTON

FCI Greenville
P.O. Box 4000

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

Fax: 618-664-6372

North Central Region

MDC Guaynabo
P.O. Box 2146

San Juan, Puerto Rico
00922-2146

781-149-4480

Fax: 787-775-7824
Southeast Region

FDC Honolulu
351 Elliot Street

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

Fax: 808-838-4510
Western Region

FDC Houston
1200 Texas Avenue

P.O. Box 526245

Houston, Texas 77052-6245
713-221-5400

Fax: 713-229-4200

South Central Region

FCI Jesup

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

Fax: 912-427-1125
Southeast Region

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

Population: FCI: 1,306 Camp: 242
Staff: 286

Security level: Administrative/
Male/Female

Judicial District: Puerto Rico,
US. Virgin Islands

Population: 1,073
Staff: 259

Male/Female
Judicial District: Hawaii

Population: 539
Staff 212

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

Population: 1,012
Staff: 250

(satellite Low/Male Facility and
adjacent Minimum/Male Camp)
Judicial District: Southern Georgia

Population: FCI: 1,097 FSL:576
Camp: 142
Staff: 342

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

Location: 6 miles west of San
Juan, Puerto Rico, off Highway
22 at the intersection of Roads
165 and 28, The area is served
by San Juan International
Airport.

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

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

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

4




34

FCI Beaumont
(Low)

P.O. Box 26025

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

Fax: 409-626-3500

South Central Region

FCI Beaumont
(Medium)

P.O. Box 26045,

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

Fax: 409-720-5000

South Central Region

P.O, Box 26035
| 4550 Hebert Road
SAMO Beaumont, Texas 77720
I \ 409-727-8188
I Fax: 409-626-3700

South Central Region

Security Level: Low/Male
Judicial District: Eastern Texas

Population: 2,041
FCC Staff: See FCC Beaumont
(Administrative).

Security Level: Medium/Male
Judicial District: Eastern Texas

Population: 1,785
FCC Staff: See FCC Beaumont
(Administrative).

Location: See FCC Beaumont
(Administrative).

Location: See FCC Beaumont

(Administrative).

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

Population: USP: 1,408 Camp: 477

FCC Staff: See FCC Beaumont
(Administrative).

Location: See FCC Beaumont
(Administrative).

FCI Beckley
P.O. Box 1280

Beaver, West Virginia
25813

304-252-9758

Fax: 304-256-4956
Mid-Atlantic Region

TT] FCI
| ~~~+_] 1900 Simler Avenue
— Big Spring, Texas
_ ve Pas 797207198
~~ \ 915-263-6699
\G Fax: 915-268-6860

South Central Region

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

West Virginia

Population: FCI: 1,692 Camp: 379
Staff: 358

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

Population: FCI: 1,660 Camp: 161
Staff: 266

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

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


20

Virginia, are responsible for the sentence
computation of D.C. code offenders
incarcerated in the BOP and its contract

facilities.

TM During FY03, the Inmate Skills
Development Branch participated on
numerous committees and workgroups
with representatives from other govern-
mental agencies (e.g,, the Departments of
Labor and Education, U.S. Probation Ser-
vices, U.S. Parole Commission) to improve
communication and data-sharing and
thereby facilitate the successful imple-
mentation of inmate skills development

and re-entry initiatives.

@ During FY03, the BOP initiated a train-
ing partnership with the Occupational
Safety and Health Administration
(OSHA), through which all BOP Safety
staff become OSHA-certified instructors.
Under this agreement, OSHA-trained BOP
Safety Managers became certified
instructors, and then instructed other
BOP Safety staff and certified them as
OSHA instructors. This allows BOP
Safety staff to teach OSHA classes to staff
and inmates at no cost. Those complet-
ing the classes would receive OSHA
training certificates. This not only
enhances the BOP’s Safety Program, but
also teaches inmates a valuable skill for
post-prison employment. The BOP is the
first Government agency to collaborate
with OSHA on such a partnership.

TM@ During FY03, the National Institute
of Corrections (NIC) provided training to
10,196 executives, trainers, and special-

ists working in state and local corrections.

Additionally, more than 35,000 corrections
professionals and others viewed NIC’s 4
video conferences and 2 distance learn-
ing events. Topics included institutional
culture, criminal justice response to chil-
dren of prisoners and their caretakers, and
the transition from prison to the commu-
nity. More than 700 corrections profes-
sionals also completed e-learning courses
through NIC’s e-Learning Center.

M@_ NIC awarded 41 cooperative agree-
ments to support a variety of projects that
will advance state and local corrections
and corrections overseas. NIC also pro-
vided 407 responses to technical assis-
tance requests from state and local cor-
rections agencies.

@ During FY03, NIC’s Information
Center provided direct, personalized
responses to more than 9,300 requests
from corrections policymakers, managers,
line staff, students, and other individu-
als interested in a broad range of
corrections-related topics. The res-
ponses involved distributing more than
36,100 documents and tapes. More than
600,000 internet users visited the NIC
website during the year, viewing in
excess of 1.5 million pages on the site
(including 316,000 hits on the home page
Visitors to the NIC website
accessed or downloaded more than
30,000 .pdf files each month. The website
hosted 18 ongoing listservs during the

alone).

year, providing e-mail networks for NIC’s

core constituents.

@ InFY03, the NIC Jails Division con-

tinued its initiatives in jail administration,

inmate management, new jail planning,
management of the mentally ill in jails,
jail standards and inspection, leadership,
and educating local officials and the com-
munity. The Jails Division published a
series of three documents on jail bud-
geting and the videotape Beyond the
Myths: The Jail in Your Community. Also
in FY03, NIC’s Jails Division continued
to work with the National Center on
Institutions and Alternatives to produce
the newsletter, Jail Suicide/Mental
Health Update, which is distributed quar-
terly to more than 2,000 subscribers.
Additionally, NIC published Jail Plan-
ning and Expansion: Local Officials and
Their Roles and the Jail Design Review
Handbook to assist local officials with
planning new jail facilities.

TM@ In FY03, Congress appropriated
$500,000 for NIC to conduct a compre-
hensive assessment of the Wisconsin
prison health care system and incidents
of inmate mortality. Besides the report
submitted to Congress, NIC continues
to provide intensive technical assistance
and training to the Wisconsin prison
health care staff.

@ In July 2003, a 3-hour video confer-
ence, intended to introduce prison
administrators, supervisors, and line staff
to the concept of institutional culture
(including the importance of examining
institutional culture and how they can
change it), reached more than 6,000 par-
ticipants in 46 states and 3 foreign coun-

tries.


26

Security and Facility
Management

Objective 3.01

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

Objective 3.02

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

Objective 3.03

Maintain effective crisis management and
intelligence programs that protect staff,
inmates, and the public by preventing
escapes and enhancing staff's ability to
respond to institution emergencies.

Objective 3.04

Decrease toxic chemical use and hazard-
ous waste generation.

Correctional
Leadership and
Effective Public
Administration

Objective 4.01

The BOP will continue to focus on reduc-
ing costs by utilizing the most efficient
and cost-effective methods to perform
every task. This will be accomplished by

reducing costs and ensuring good
resource management for all functions
and programs. We will be able to accom-
plish this through continued emphasis on
financial planning, analyzing workload
and staffing requirements, using consoli-
dated and shared services, increasing the
use of technology, and refining the pro-
cesses of the BOP.

Objective 4.05

Reduce the average time it takes to issue
policy to 5 months for changes that do
not require rules and 11 months for
changes that do require rules.

Objective 4.07

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

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

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

Objective 4.08

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

Objective 4.09

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

Objective 4.10

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

Objective 4.11

Support and protect all rights and inter-
ests of crime victims/witnesses in the
community, including correctional staff
and their families. Provide victims/
witnesses with information regarding
general correctional procedures and the

victim/witness program policies.
Objective 4.13

Reduce the number of annual work

related injuries and claims.

Inmate Programs and
Services

Objective 5.01

Provide productive work, education,
occupational training, and recreational
activities which prepare inmates for
employment opportunities and a success-


22

congressional appropriation, this 3-year
project established the Federal Resource
Center for Children of Prisoners. The
Child Welfare League of America oper-
ates the Resource Center in collabora-
tion with DOJ, the National Council on
Crime and Delinquency, and the Ameri-
can Correctional Association. Ten dem-
onstration sites presently operate nation-
wide. Additionally in FY03, NIC updated
its directory of programs, Serving Fami-
lies of Adult Offenders.

TM@ During the FY, BOP and NIC staff
provided technical assistance site visits
to the Ministry of Justice in Colombia
and the correctional systems in the five
U.S. commonwealth/territories. Repre-
sentatives from 41 foreign countries
received briefings and assistance from
BOP and NIC personnel in the U.S. and
toured various Federal, state, and local
institutions.

@ During FY03, the Bureau continued
to maintain community relations boards
at most of its institutions. Community
relations boards provide communication
and support between the facility and the
local community and advance public
awareness and an understanding of
issues at BOP institutions.

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

TM During the FY, BOP institutions con-
tinued to involve state, local, and other
Federal law enforcement agencies in joint
training activities and allowed these agen-
cies to use training areas in Bureau facili-
ties.

@ During FY03, a number of BOP insti-
tutions hosted Law Enforcement Sympo-
siums or Seminars that brought together
respresentatives from Federal, state, and
local law enforcement and criminal jus-
tice agencies to discuss a variety of
issues, such as institution and commu-
nity security, emergency preparedness,

and gang management.

@  DuringFY03, 9,299 citizen volunteers
cither applied to or were providing ser-
vices in BOP institutions, and 2,871 citi-
zen volunteers were similarly associated
with community corrections centers. Vol-
unteers provide a variety of services, such
as education, recreation, vocational train-
ing, Alcoholics Anonymous, Narcotics
Anonymous, spiritual counseling, tutor-
ing, help with improving job skills and
parenting skills, and assistance with mar-
riage and family issues. The Bureau’s Life
Connections pilot promotes the use of

volunteers as interfaith mentors.

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

blood drives, and community-based crime
prevention and drug intervention pro-
grams. Staff serve as mentors and tutors
in public schools across the country, gen-
erously support the Combined Federal
Campaign Program, and collect donations
(e.g., toiletries, food) for the homeless or
others in need.

M@ The Bureau’s inmate volunteer pro-
grams include community service efforts
conducted in cooperation with local
organizations. 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.
Other inmate volunteer services include:
training dogs for the blind, renovating
dilapidated buildings, constructing hous-
ing for the poor with Habitat for Human-
ity, repairing bicycles, designing hats from
scrap material for terminally-ill children,
collecting tabs from soda cans for recy-
cling and donation to the Ronald
McDonald House, knitting and crochet-
ing dolls and blankets for disadvantaged
children or the elderly, and maintaining
roadsides, parks, and other public

grounds.

Counter-Terrorism

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

@ The Bureau is a key partner with DOJ
in the fight against terrorism and the


1 MDC Brooklyn

80 29th Street
Brooklyn, New York 11232
Phone: 718-840-4200

Fax: 718-840-5005
Northeast Region

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, Texas 77805-2197
979-823-1879

Fax: 979-775-5681

South Central Region

FCI Butner (Low)
P.O. Box 999

Butner, North Carolina
27509

919-575-5000

Fax: 919-575-5023
Mid-Atlantic Region

FCI Butner
(Medium)

P.O. Box 1000

Butner, North Carolina
27509

919-575-4541

Fax: 919-575-6341
Mid-Atlantic Region

FMC Butner
P.O. Box 1500

Butner, North Carolina
27509

919-575-3900

Fax: 919-575-4801
Mid-Atlantic Region

Security level: Administrative/
Male/Female

Judicial District: Eastern

New York

Population: 2,617
Staff: 520

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

Population: FPC: 805 ICC: 112
Staff: 159

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

Population: 1,342
FCC Staff: 1,000

Security level: Medium/Admit
trative/Male

(adjacent Minimum/Male Camp)
Judicial District: Eastern

North Carolina

Population: FCI: 754 Camp: 326

FCC Staff: See FCI Butner (Low).

Security level: Administrative/
Male

Judicial District: Eastern
North Carolina

Population: 847

FCC Staff: See FCI Butner (Low).

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

Location: 95 miles northwest of
Houston and 165 miles south of
Dallas. In the town of Bryan at
the intersection of Ursuline
Avenue and 23d Street. The
area is served by Easterwood
Airport in College Station, as
well as by commercial bus lines.

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

Location: see FCI Butner (Low).

Location: see FCI Butner (Low).

a8


underway at 13 high security federal cor-
rectional institutions in FY03 and 986
inmates were participating at the end of
the FY.

E-CODE is an intensive,
treatment program for maximum custody

multi-phase

inmates. The program is intended to
teach inmates self-discipline and the value
of conforming to pro-social norms, and
to change negative thoughts and behav-
iors that lead to incarceration-related
problems. The program is designed to
effectively manage and treat violent and
predatory inmates housed at USP Marion,

Illinois.

The Bureau Respon:
Enhancement (BRAVE) program was ini-

ity and Values

tially implemented and continues to
operate at FCI Beckley, West Virginia.
Designed for young male offenders who
are serving their first significant term of
Federal incarceration (5 years or more),
this program aims to increase inmates’
responsibility for their own behavior, pro-
vide basic skills to assist them in respond-
ing more appropriately and effectively to
the environment, and prevent miscon-
duct. The BRAVE program expanded in
FY02 when it was added at FCI
Cumberland.

The Inmate Skills Program at FCI
Coleman (Medium), Florida, is for inmates
who have cognitive and social learning
needs. Qualified inmates are transferred
to FCI Coleman for this six-month pro-
gram that begins with an assessment of
their educational needs, learning prob-
lems, and level of social functioning. The

inmates participate in activities designed
to increase education levels, strengthen
social skills, and improve their ability to
satisfactorily adjust to a correctional
environment. An evaluation of the pro-
gram indicates that it increases partici-
pants’ ability to complete their GEDs,
participation in the IFRP, and positive
work reports and evaluations, while
reducing the number of incident reports
participants receive.

The Sex Offender Treatment Program
(SOTP) offered at FCI Butner, North Caro-
lina, is an intensive, residential therapeu
tic program for male sex offenders. The
SOTP has been in operation since 1990
but underwent significant program
enhancements in 1997, This program’s
goal is to to reduce sexual recidivism by
helping sexual offenders manage their
sexual deviance. To accomplish this,
the SOTP provides inmates psycho-
educational programs and group work,
group and individual psychotherapy, and
release planning.

The Habilitation Program offered at FCI
Butner, North Carolina, serves high
security, low functioning inmates who
have difficulty adapting to a penitentiary
environment but who have the ability to.
function well at medium security institu-
tions. Once accepted, inmate participants
attend psycho-educational groups
geared toward facilitating a successful
adjustment to such facilities. Individual
therapy is available to participants as
needed. Program graduates who have
maintained a favorable adjustment at FCI
Butner are eligible for transfer to other
medium security institutions.

The Axis II program at MCFP Springfield,
Missouri, was implemented to treat high
security inmates with long-standing psy-
chological difficulties characterized by
high rates of self-injurious behaviors,
emotional vulnerabilities, relational prob-
lems, and low stress tolerance. Axis II is
a residential treatment program designed
to provide such inmates with skills to
cease or limit their self-destructive behav-
iors, better regulate and manage their
emotional reactions, and increase inter-
personal effectiveness. Upon program
completion, inmates are typically retumed
to the sending penitentiary where trained
staff are available to help them maintain
treatment gains and adapt their new skills
to the penitentiary environment.

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

The Values Program involves group
counseling and other activities that help
promote pro-social values and reinforce
positive behaviors in order to improve
relationships and enhance adjustment to
the community. Two Values Programs are
in operation at FCI Greenville, Illinois; one
of these programs is residential. Similar
residential Values Programs also operate
at FCI Beaumont (Medium), Texas, and at
the main institution (Medium) and the sat-
ellite camp at FCI Marianna, Florida.


Published annually by:
Federal Bureau of Prisons
USS. Department of Justice

John Ashcroft, Attorney General
Harley G Lappin, Director

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

Judith Simon Garrett, Deputy Assistant Director
Information, Policy, and Public Affairs Division

Enriqueta Tercilla, Chiet
Communications and Archives Section
Office of Public Affairs

Office of Public Affairs
Federal Bureau of Prisons
320 First Street, NW
Washington, DC 20534
202-514-6551

Bureau of Prisons website: www.bop.gov.

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

Printed by:

Federal Prison Industries, Inc.
Federal Correctional Institution
Petersburg, Virginia


MSTC, National Institute of Corrections
(NIC), Office of Personnel Management
(OPM), Aspen Institute, and the Center
for Creative Leadership.

The Southeast Region continues its
supplemental Associate Wardens (AW)
Training and Orientation to facilitate
development of new AWs. This consists
of facilitated training for three days, self-
directed training for four months, and peer
mentoring for one year.

H During FY03, the BOP continued to
streamline several human resource func-
tions and provide assistance to human
resource staff in institutions. Using
existing resources, a Special Projects
Group was established to develop com-
prehensive national crediting plans. This
strategy will reduce the need for involve-
ment by field offices in plan development,
will improve the overall qualifications
analysis for applicants to Bureau posi-
tions, and will facilitate the evolution of
the automation process for merit promo-
tion,

The annual position review process was
revised to eliminate duplicate reviews. In
September 2003, an internally-developed
Leave Error Resolution Guide was issued
to all Human Resource offices to mini-
mize leave errors and facilitate error reso-
lution if it occurs.

M BOP-HIRES, the Internet-based
hiring system implemented in 2001 for
Correctional Officer and hard-to-fill cat-
egory positions, continues to be a suc-
cessful tool for recruiting, maintaining

steady inventories of qualified and avail-
able applicants, and for instantaneous
referral of applicants to BOP facilities to
fill vacant positions. Since its inception,
more than 120,000 individuals have
applied for correctional officer positions,
of which approximately 60 percent were
found qualified. Also in FY03, invento-
ries for Medical Officer, Clinical Psycholo-
gist, Physicians Assistant, and Nurse
Practitioner positions increasg by 1,458
qualified applicants. Since BOP-HIRES’
implementation, over 4,000 qualified medi-
cal professionals have used this applica-
tion process to apply for employment
consideration with the BOP.

TM@ To enhance the employment of
professional staff, the BOP implemented
a Student Loan Repayment Plan for
newly-appointed or current employees
who, absent such an incentive, would be
difficult to recruit or retain.

As a recruitment and retention incentive
program, DOJ allocated funds to imple-
ment an Attorney Student Loan Repay-
ment Program (ASLRP) to provide repay-
ments for qualified Federal student loans
to DOJ attorneys in FY03. A total of 61
attorney staff, 4 of whom were BOP
employees, were selected for participa-
tion in the ASLRP.

TM@ As part of an on-going effort to
recruit and retain well-qualified medical
staff for inmate care, a group recruitment
bonus program for nurses implemented
at 2 medical facilities resulted in the
approval of almost 30 bonuses in FY03.

@ During FY03, training on the National
Finance Center’s (NFC) Special Payroll
Processing System (SPPS) was added to
the training provided to HR Assistants at
MSTC. This training provides hands-on
experience processing various manual
payments for BOP staff (including Stu-
dent Loan repayment, lump sum settle-
ment back-payments, etc.) which cannot
be processed through the NFC automated
payroll/personne! system.

TM@ = To enhance staff awareness of the
BOP’s Ombudsman program, during FY
03, the Office of the Ombudsman estab-
lished an informational website on
Sallyport to explain the program’s mission
and objectives. The website has been
helpful in this regard and has increased
awareness of the Ombudsman’s role in
facilitating informal resolution of work-
related issues and/or concerns. In addi-
tion, to alleviate confidentiality concerns
for some staff, the Ombudsman telecom-
mutes one day a week to respond to staff
who prefer not to discuss their issues and/
or concerns via government telephones.
This practice has been in place since July
2003.

Currently, the Western and North Cen-
tral Regional Offices are participating in
OPM’s nationwide recruitment/job fairs.
Participation at these events is at no cost
to Federal agencies.

TM@ The BOP participated in joint ven-
tures with other DOJ components with
respect to commemorative month events,
including Black History, Asian American/

Pacific Islander Heritage, Women’s His-


32

FPC Alderson
P.O. BoxA

Glen Ray Road
Alderson, West Virginia
24910

304-445-2901

Fax: 304-445-7736
Mid-Atlantic Region

FCI Allenwood
(Low)

P.O. Box 1500

White Deer,
Pennsylvania 17887
570-547-1990

Fax: 570-547-0342
Northeast Region

FCI Allenwood
(Medium)

P.O. Box 2500

White Deer,
Pennsylvania 17887
570-547-7950

Fax: 570-547-7751
Northeast Region

FPC Allenwood
P.O. Box 1000

1049 Allenwood Camp Lane
Montgomery,

Pennsylvania 17752
570-547-1641

Fax: 570-547-7687

Northeast Region

USP Allenwood
P.O. Box 3500

White Deer,

Pennsylvania 17887
570-547-0963

Fax: 570-547-9201

Northeast Region

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

Population: 1,015
Staff: 172

Judicial District: Middle
Pennsylvania

Population: 1,360
Staff: 233

Security level: Medium/Male
Judicial District: Middle
Pennsylvania

Population: 1,401
Staff: 295

Security level: Minimum/Male
Judicial District: Middle
Pennsylvania

Population: 302
Staff: 55

Security level: High/Male
Judicial District: Middle
Pennsylvania

Population: 1,107
Staff: 299

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

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

Location: See FCI Allenwood

(Low).

Location: 200 miles north of
Washington, DC, and 7 miles
south of Williamsport,
Pennsylvania. The area is
served by the Williamport-
Lycoming County Airport and
commercial bus lines.

Location: See FCI Allenwood

(Low).


hile the primary business of

the Bureau of Prisons is

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

Central Office

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

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

The Correctional Programs Division
(CPD) develops activities and programs
designed to appropriately classify
inmates, eliminate inmate idleness, and
develop the skills necessary to facilitate
the successful reintegration of inmates
into their communities upon release. Pro-
grams include psychology and religious
services, drug abuse treatment, programs
for special needs offenders and females,
and case management, The Division also
provides national policy direction and
daily operational oversight of institution

correctional services; intelligence gath-
ering; the management of inmates placed
in the Federal Witness Security Program;
inmate transportation; receiving and dis-
charge and inmate sentence computa-
tions; emergency preparedness; inmate
discipline; and the coordination of treaty
transfer of inmates with other countries.
The Division coordinates the agency's
Victim/Witness Program and ensures the
collection of court-ordered obligations
through the Inmate Financial Responsi-
bility Program. CPD also has responsi-
bility for a variety of functions in the
areas of contract community corrections
centers, community corrections field
offices, federally-sentenced juveniles,
community-based drug treatment, and
secure privatized prisons. Division staff
are responsible for direct oversight of
field staff who monitor contract compli-
ance and coordinate the Bureau’s
privatization management efforts.

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

The Human Resource Management
Division is responsible for recruitment,
selection, training, and development of
Bureau staff members, as well as employee
pay and position management, security
and background investigations, labor/
management relations, diversity manage-
ment, and equal employment opportunity
services.

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

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

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

The Program Review Division provides
oversight of BOP program performance
through the development of strategic
planning initiatives and through the
administration of program reviews that
measure program performance; assess
the strength of internal control systems;
and evaluate compliance with laws, regu-
lations, and standards. It coordinates the

29


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

Our talented, professional, well-trained,
and diverse staff reflect the Bureau’s
culture and treat each other fairly. Staff
work inan environment free from discrimi-
nation. 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
Staff are satisfied with their

jobs, carcer opportunities, recognition,

activities.
and quality of leadership.

Customer Service Plan

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

Customer Service
Standards

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

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

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

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

Q Initial designation: 60 days.

Q Death: 30 days.

Parole hearing: 30 days prior to
the hearing.

Q_ Release to the community: 30
days prior to the release.

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

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

house.

Q = Compassionate release: during
consideration.

Q Escape: immediately.


Bureau of Prisons Fundamentals

The Federal Bureau of Prisons protects
society by confining offenders in the
controlled environments of prisons and
community-based facilities that are safe,
humane, cost-efficient, and appropriately
secure, and that provide work and other
self-improvement opportunities to assist
offenders in becoming law-abiding
citizens.

Cultural Anchors/
Core Values

TM@ Bureau Family

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

1 Sound Correctional Management

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

®@ Correctional Workers First

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

@ Promotes Integrity

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

TM Recognizes the Dignity of All

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

punishment.

TM@ Career Service Orientation

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

of corrections.

TM@ Community Relations

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

TM@ High Standards

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

Vision Statement

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

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


@ Other innovative BOP programs that
demonstrate the broad range of Bureau
programming options are the following:
FCI Coleman’s (Low) Focused Re-entry
Exemplifies Excellence (FREE) program
is designed to assist inmates in the tran-
sition from living confined to living free
in society. Staff from the U.S. Probation
Service worked closely with BOP Psy-
chology Services and unit management
staff in developing the course criteria.

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

@ During FY03, BOP chaplains, assis-
ted by approximately 8,500 contractors
and volunteers, provided more than
290,000 religious services programs for
inmates. Approximately half of these were
worship services for adherents of the 31
faith groups represented among BOP
inmates. Programs and services were
accommodated for inmates belonging to
the Asatru, Muslim, Jewish, Moorish Sci-
ence Temple of America, Nation of Islam,
Native American, Protestant, Rastafarian,
Roman Catholic, and other faith groups.
Seminars and retreats were sponsored by
Buddhists, Cursillo, Islamic groups,
Kairos, Koinonia, Marriage Enrichment

groups, Prison Fellowship, and Yokc-

fellows. Other events included revivals,
Alternatives to Violence seminars, and
choral and other musical presentations.

‘As part of mandatory training, 80 chap-
lains participated in 24 hours of instruc-
tion on the religious beliefs and practices
of the American indigenous religions.
Three different faiths are highlighted in
similar training annually. In 2004, the
Bureau will provide specialized training
on Buddhist, Hindu/Sikh, and Jewish tra-
ditions. In addition, 27 chaplains atten-
ded a 32-hour training program for new
chaplains during the year.

The Religious Services Branch provided
technical expertise to many state depart-
ments of corrections concerning such
issues as: religious diets; common prac-
tices of various faiths; and academic, pro-
fessional, and endorsement requirements
for staff chaplains. Additionally during
FY03, the Religious Services Branch
updated the Technical Reference Manual
describing the religious beliefs and prac-
tices of inmates. Policies were revised to
improve religous accommodation and
strengthen security procedures. The ref-
erence manual was made available to all
corrections agencies through the
National Institute of Corrections.

Five Life Connections Programs (LCP)
are operational across the country. These
pilot re-entry programs are provided in
partnership with various faith communi-
ties nationwide. Faith groups at the
inmates’ release destinations are asked
to volunteer as support groups for inmate

participants upon release. Designed to

reduce recidivism, this program has an

evaluation component.

During FY03, approximately 3,600 inmates
participated in the Religious Diet Pro-
gram.

TM = Recognizing that female offenders
present somewhat different issues com-
pared to male offenders, the BOP contin-
ues to provide a mandatory training
course for staff working with female
offenders. This course presents a com-
prehensive overview of factors that
affect the behavior of female offenders in
custody. These factors include emotional
concerns, family relationships, health
concerns, trauma and/or abuse issues,
and physical issues. The BOP continues
to develop and implement special pro-
grams to meet the needs of the female
offender population. Several facilities
offer intensive treatment programs
designed to help female offenders with
histories of chronic sexual, emotional, or
physical abuse by teaching them strate-
gies to handle their victimization and meth-
ods for grieving over lost relationships
and developing positive relationships.

M@ In FY03, the Bureau continued to
assess and adjust its health care delivery
system so as to provide medical care to
inmates in the most effective and efficient
manner. This included expanded imple-
mentation of primary care provider teams
(PCPTs). This concept involves each
inmate being assigned to a medical team
that has responsibility for managing that
specific inmate’s health care needs.
PCPTs are designed to enhance continu-


human capital plan that supports the
BOP’s mission and vision and invests in
our current and future workforce. Plan
development will be accomplished by
performing workforce data analysis to
identify current and future human capital
needs; evaluating the effectiveness of
human resource (HR) programs, such as
the Physical Ability Testing Program, Pre-
employment Interview Process, and
T-4-T Diversity Management Program;
and using technology to improve hiring,
retention, and overall HR functions. The
latter will include automated online appli-
cation systems (BOP-HIRES and BOP-
CAREERS), the internet accessible pre

employment reference checking system
Perceptre, and the Management Profile
System.

The BOP hired 2,259 new employees
in FY03 to keep pace with the activation
of new facilities that will confine the
expanding inmate population. This
brought the total BOP staff complement
to 34,202 at fiscal year end.

TM@ During the FY, 2,242 employees
attended the Introduction to Correctional
Techniques (ICT) course at the Staff
Training Academy (STA) in Glynco,
Georgia; and 766 attended specialty train-
ing in security-related functions con-
ducted at various institutions. The Man-
agement and Specialty Training Center
(MSTC) in Aurora, Colorado, conducted
171 residential classes, 5 workgroups, 7
off-site classes, and hosted 5 non-Bureau
related courses. MSTC provided onsite
training for 4,470 participants.

@ During FY03, STA produced video
and DVD training programs, including
one on Self-Defense Techniques. In con-
junction with the Office of Emergency Pre-
parcdness, STA re-wrote the Disturbance
Control curriculum to emphasize tactical
leadership in the learning objectives. The
Academy partnered with the Federal Law
Enforcement Training Center (FLETC) to
provide an online university program that
provided over 1,100 courses to the
Bureau’s Leadership Enhancement and
Development (LEAD) program.

The Academy developed, tested, and
implemented an online assessment and
survey program for its Institutional
Familiarization (IF) program utilizing
e.Zexam. The Academy planned for and
purchased the equipment necessary to
convert its ICT program to the online
e.Zexam program.

During FY03, staff from the Training
and Staff Development Branch (TSDB)
worked closely with staff from the Office
of Systems Development to adapt the
Training Management System (TMS)
software to meet the Bureau’s needs.
TSDB recently provided TMS training to
all Employee Development Administra-
tors and Managers. The system will help
the administration of training and the
management of training resources across
the Bureau. Potential benefits of this
automated training include field access
to a variety of computer-based training
courses, a distance learning library, and
an automated Mandatory Training Stan-
dards tracking system.

TM@ The Bureau converted three courses
(for Inmate System Managers and Lieu-
tenants, and Training for Trainers) into
distance learning formats, which has sub-
stantially reduced or entirely eliminated
staff travel and per diem costs associated
with these courses. The Cross Develop-
ment Series has been issued to the field
in a CD-ROM and is also accessible on
Sallyport. The conversion of the Cross
Development Series to a distance learn-
ing format resulted in a cost savings to
the agency of approximately $100,000 in
FY03.

M@ The LEAD program is in its second
year. The LEAD program provides train-
ing and developmental activities linked
specifically to leadership competencies
identified as necessary to be effective at
the highest levels of the Bureau. During
FY03, 200 participants were selected,
bringing the total number of participants
to approximately 400. The LEAD program
has a unique structure that provides train-
ing commensurate with the level of the
participant. Phase I has programming
suited to fit those at the GS 9, 11, and 12
levels; Phase II meets the needs of GS 13,
14, and 15 (non-CEO) participants; and
Phase Ill is suited to meet the needs of
GS 15 CEO and SES-level staff. All LEAD
participants received a 360-degree Lead-
ership Competency Assessment; and
Phase I participants attended the Leader-
ship Forum in Washington, DC, as well
as Leader's Influencing, Negotiating, and
Communicating Skills (LINCS) training.
TSDB continues to provide LEAD par-
ticipants a range of classes selected from

various course providers, including the


24


U.S. Department of Justice
Fed

deral Bureau of Prisons

OF THE BUREAU 2003

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FCI Oxford
Box 500

Oxford, Wisconsin
53952-0500
608-584-5511

Fax: 608-584-6371
North Central Region

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

Population: FCI: 962 Camp: 172
Staff: 310

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

FCI Pekin

P.O. Box 7000

Pekin, Illinois
61555-7000
309-346-8588,

Fax: 309-477-4685
North Central Region

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

Judicial District: Central Illinois

Population: FCI: 1,312 Camp: 275
Staff: 301

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

FPC Pensacola
110 Raby Avenue
Pensacola, Florida
32509-5127

850-457-1911

Fax: 850-458-7295
Southeast Region

FCI Petersburg
(Low)
P.O. Box 90026

Petersburg, Virginia
23804

804-733-7881

Fax: 804-863-1510
Mid-Atlantic Region

FCI Petersburg
(Medium)

P.O. Box 90042

Petersburg, Virginia

23804

804-504-7200

Fax: 804-504-7204
Mid-Atlantic Region

Security Level: Minimum/Male
Judicial District: Northern
Florida

Population: 562
Staff: 82

Security Level: Low/Male
(adjacent Minimum/Male Camp)
Judicial District: Eastem Virginia

Population: FCI: 1,181 Camp:
347
FCC Staff: 574

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

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

Judicial District: Eastern Virginia

Population: FCI: 1,694
FCC Staff: See FCI Petersburg
(Low).

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

47


through a heightened emphasis on
staff supervision and communication,
enhanced intelligence-gathering, and the
increased use of closed-circuit cameras

and vidco-recording.

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

TM@ The Rapid Start software the Bureau
adopted from the Federal Bureau of
Investigation (FBI) in FY 2001, has
enhanced management of emergency situ-
ations, communications, and the
exchange of information with the FBI.

M@ The Bureau continued the instruc-
tion of Tactical Team leaders with several
sessions of the Tactical Leadership
Development Program. Additionally, the
agency’s new crisis management training
programs are underway for both institu-
tion executive staffand crisis management
team leaders (SORT, DCT, HNT, CST, and
Captains). Under the titles of “Executive
Critical Incident Management” and “Criti-
cal Incident Response,” several classes

were conducted at MSTC. Four sessions

of each program will be conducted annu-
ally to enhance the level and national con-
tent integrity of these important crisis

response skill programs.

TM@ The Bureau has a well-designed
urine surveillance program to detect,
deter, and control illegal drug use in
Federal prisons. In FY03, the random test-
ing of 86,957 inmates resulted in a posi-
tive test rate of less than 1 percent.

@ The Bureau continues to use Ion
Spectrometry devices at 58 institutions.
The devices have proven to be useful in
preventing drugs from getting into BOP
facilities. The majority of the High and
Administrative security level facilities
have the new model of the Ion Spectrom-
etry equipment that simultaneously
detects explosives and narcotics and has
an extended range of contraband detec-
tion (including the explosive triacetone
triperoxide or TATP, Barbitals, and Am-
phetamine Sulfate); this model is also
much easier to use. The device is trans-
portable and is carried like a small suit-
case. Therefore, persons, vehicles, pack-
ages, mail, containers, identification
cards, and drivers’ licenses can be tested
to detect narcotics and explosives.

TM@ During FY03, the Bureau continued
its efforts to prevent inmates from engag-
ing in criminal activities while incarcer-
ated. A major focus was placed on reduc-
ing inmate telephone abuse.

The inmate telephone system (ITS II)
enhances security by improving monitor-

ing capabilities and providing numerous

administrative controls over inmate tele-

phone calls, and the system reduces the
cost of telephone service for inmates.

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

@ = The Bureau’s intelligence staff con-
tinue to work with other Federal, state,
and local law enforcement staff to iden-
tify threats to institution security and
reduce crime in the community. The BOP
continues to maintain an Intelligence
Section in the Central Office, as well as
the Sacramento Intelligence Unit in
Sacramento, California, with intelligence
officers working with the Safe Streets
Task Forces in numerous metropolitan
areas, The agency has intelligence staff
detailed to both the Counterterrorism and
Violent Crimes Major Offenders Centers
at FBI Headquarters, as well as at the
National Drug Intelligence Center. In
addition to identifying the activities of
inmates coming into or already in BOP
custody, the Intelligence Officers main-
tain active liaison relationships with the
FBI’s Joint Terrorism Task Forces
throughout the country. The BOP is also


tory, Hispanic Heritage, Disability Aware-
ness, and Native American Heritage
Months.
Bureau staff’s awareness of important
contributions made by these groups.

These functions enhance

@ The Bureau is an active participant in
DOJ’s Advisory Committee on Disability
Employment Issues. The main focus of
this committee is to standardize training,
reporting, and initiatives across DOJ com-

ponents.

TM@ The Bureau held its national Affir-
mative Action training meetings in con-
junction with related national organiza-
tions, such as the National Association
of Blacks in Criminal Justice (NABCJ); the
League of United Latin American Citizens
(LULAC); Women in Corrections, Crimi-
nal and Juvenile Justice (WICCJJ), and
the Federal Asian Pacific American Coun-
cil (FAPAC). Training for special empha-
sis program managers is accomplished
through these partnerships. Instructors
from the U.S. Department of Agriculture
Graduate School (USDA) and OPM train-
ing centers address relevant topics, such
as career development, barrier analysis,
recruitment, and diversity management,

TM@ The Labor Management Relations
Branch (LMR) continues its information-
sharing teleconferences for institution
Executive Staff, managers, and supervi-
sors. This training is conducted region-
ally at least twice each year and has
proven to be an effective strategy for

sharing related issues and concerns.

@ Staff from LMR continue to take the
lead in negotiating a new collective bar-
gaining agreement with the American Fed-
eration of Government Employees
(AFGE), Council of Prison Locals, which
represents approximately 25,000 employ-
ees in the BOP’s workforce. Once final-
ized, this agreement will replace the exist-
ing agreement that has been in effect since
March 1998.

The Security and Background Inves-
tigation Section (SBIS) favorably adjudi-
cated 3,343 initial investigations, 6,374
reinvestigations; and 998 contractor
investigations during FY03. Specialists
and technical staff are assigned respon-
sibilities for specific regions and institu-
tions, a process that enhances rapport
between Human Resource staff and the
SBIS office.

I SBIS staff provided Pre-Employment
Security Training to 30 newly-assigned
Human Resource Specialists at MSTC.
SBIS also provided routine updates via
e-mail to field offices about recurrent
issues, new issues, and operations
enhancements. Bureau staff in Central
Office Financial Management, Priva-
tization, Personnel Security, and Informa-
tion Security worked closely with DOJ to
ensure changes in security related to con-
tractors and volunteers were imple-
mented.

@ During FY03, the Bureau continued
to implement reengineering strategies
designed to improve the efficiency and
effectiveness of its management struc-

ture. For example, a pilot is underway at

BOP institutions to test different finan-
cial management organizational structure
models that will reduce supervisory lay-
ers. To date, 21 institutions have imple-
mented a new organizational structure
eliminating the institution controller

position.

TM@ The Mid-Atlantic Region continues
to utilize its Regional Recruitment Task
Force to assist communities in preparing

to receive BOP facilities into their local
areas and to help identify and eliminate
negative perceptions on the part of new
hires and community residents.

Security and Facility
Management:

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

environmental requirements.

@ During FY03, the BOP’s total inmate
population increased by over 9,000
inmates. Despite this growth, there were
no major disturbances at any BOP insti-
tution, and no staff member lost his or
her life in the line of duty.

TM@ During FY03, BOP institutions con-
tinued to maintain arrangements with
state and local law enforcement agencies
The
Bureau continued its practice of conduct-

and other emergency services.

ing after-action reviews following any
security breakdown and implementing the
corrective actions necessary to help pre-
vent future security problems. The

Bureau improved monitoring of inmates


60


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

Fax: 805-736-7163
Western Region

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

Judicial District: Central
California

Population: FCI: 1,523 ICC: 182
FCC Staff: 740

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

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

Fax: 805-737-0295
Western Region

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

Population: USP: 1,437 Camp: 321
FCC Staff: See FCI Lumpoc.

Location: See FCI Lompoc.

FCI Loretto

P.O. Box 1000

Loretto, Pennsylvania 15940
814-472-4140

Fax: 814-472-6046
Northeast Region

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

Population: FCI: 1,128 Camp: 141
Staff: 229

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

MDC Los

Angeles

535 N. Alameda Street

Los Angeles, California 90012
213-485-0439

Fax: 213-253-9520

Western Region

FCI Manchester
P.O. Box 3000

Manchester, Kentucky 40962
606-598-1900

Fax: 606-599-4115
Mid-Atlantic Region

Security level: Administrative/
Male/Female

Judicial District: Central Califor-
nia

Population: 1,065
Staff: 276

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

Population: FCI: 1,220 Camp: 518
Staff: 317

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

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

43


Bureau of Prisons Facilitie:

his section provides a brief pro-

file of each of the 103 institutions

that the Bureau operated as of
September 30, 2003.

Security Level

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

Minimum Security

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

Low Security

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

Medium Security

Medium security FCIs have strengthened
perimeters (often double fences with elec-
tronic detection systems), mostly cell-
type housing, a wide variety of work and

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

High Security

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

Administrative

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

Correctional Complexes

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

Intensive Confinement
Centers

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

Satellite Camps

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

Satellite Low Security
Facilities

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

Population

Population refers to the total number of
inmates housed at the institution as of
September 30, 2003.

Staff

Staff refers to the number of employees
at an institution on September 30, 2003.
For FCCs, only the total number of staff
for the entire Complex is provided with
no breakdown by institution.

31


48

PO. Rox $72

Philadelphia, Pennsylvania
19106

215-521-4000

Fax: 215-521-7220
Northeast Region

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

<| 623-465-9757

Fax: 623-465-5199
Western Region

P.O. Box 1000

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

Fax: 318-561-5344

South Central Region

P.O. Box 300
Old Ray Brook Road

Ray Brook, New York 12977
518-891-5400

Fax: 518-891-7334
Northeast Region

FMC Rochester
P.O. Box 4600
2110 East Center Street

Rochester, Minnesota
55903-4600
507-287-0674

Fax: 507-287-9601
North Central Region

USP Pollock

FDC Philadelphia Security Level: Administrative/

Male/Female
Judicial District: Eastern Penn-
sylvania

Population: 1,047
Staff: 278

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

Judicial District: Arizona

Population: FCI: 1,299 Camp: 236
Staff: 333

Security Level: High/Male

(adjacent Minimum/Male Camp)
Judicial District: Western Louisi-

ana

Population: USP: 1,488 Camp: 107

Staff: 403

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

Population: 1,244
Staff: 269

Security Lev«
Male
Judicial District: Minnesota

Population: 794
Staff: 432

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

Location: 30 miles north of
downtown Phoenix. Off Inter-
state 17, Pioneer Road exit. The
area is served by Phoenix Sky
Harbor International Airport,
several regional airports, Amtrak
(in Tucson), and commercial bus
lines.

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

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

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


30

Bureau’s response 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.

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

NIC Headquarters

Prison Division/Community
Corrections Division/Special Projects/
Office of Correctional Job Training and
Placement

320 First Street, N.W.

Washington, DC 20534

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

NIC Jails Division/Academy
1960 Industrial Circle

Longmont, Colorado 80501
800-995-6429 Fax: 303-682-0469

NIC Information Center

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

Regional Offices

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

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

Regional office staff provide management
and technical assistance to institution and
community corrections personnel. They
conduct specialized training programs;
give technical assistance to state and
local criminal justice agencies; and con-
tract with community agencies to pro-
vide offender placement in community
corrections centers.

Mid-Atlantic Regional Office

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

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

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

Northeast Regional Office

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

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

Southeast Regional Office
3800 Camp Creek Parkway, S.W.
Building 2000

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

Western Regional Office

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

Staff Training Centers

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

Staff Training Academy

Federal Law Enforcement Training Center
Building 21

Glynco, Georgia 31524

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

Management and Specialty Training
Center

791 Chambers Road

Aurora, Colorado 80011
303-340-7800 Fax: 303-340-7968


FY 2003: The Year in Review

Introduction

The Federal Bureau of Prisons (BOP) uses
a strategic planning approach to manage-
ment, Strategic planning is driven by the
BOP’s Mission and Vision Statements,
which are supported by seven broad cor-
rectional goals, the seventh having been
added during FY02. Each of the seven
goals is supported by specific objectives.
The Bureau’s Executive Staff holds regu-
lar planning sessions to ensure that the
agency’s strategic goals continue to meet
the needs of society and reflect the major
issues that face the agency, the vision
and mission of a modern correctional
system, and the challenges confronting
the Bureau both today and for years to
come.

The following is an overview of the
Bureau’s FY03 accomplishments, arranged
according to the Bureau’s seven national
goals.

Population
Management:

The BOP will proactively manage its
offender population to ensure safe and
secure operations, and work toward
ultimately achieving an overall crowd-
ing level in the range of 30 percent.

During FY03, the Bureau’s inmate
population increased by 5.6%, from
163,436 to 172,499. Of this total, 146,212
were housed in facilities operated by the
BOP, 18,425 were confined in secure
privately-managed facilities and secure

facilities operated by state and local gov-

ernments, and 7,862 were housed in con-

tract halfway houses or were under home
confinement.

Approximately 17,200 inmates were
confined in privately-managed, secure
facilities. In December 2002, the most
recently-awarded contract facility located
in McRae, Georgia, began receiving
inmates. Such contract facilities help the
Bureau manage its population and are
especially useful for meeting the needs
of low security specialized populations
like sentenced criminal aliens.

M@ Through its ongoing construction
and expansion program, the Bureau
added 1,931 beds. The Bureau’s total
crowding rate increased from 33 to 39
percent above capacity during FY03.
(Crowding at high and medium security
institutions was significantly higher at
59 percent apiece.)

@ One new facility was activated dur-
ing FY03: the Federal Correctional Insti-
tution (FCN), Gilmer, West Virginia. Con-
version of FCI Edgefield, South Carolina,
from a high security toa medium security
facility, was completed.

TM@ As of September 30, 2003, the
Bureau had 24 facilities in various stages
of the planning, design, and construc-
tion process. Of these, 6 were high
security United States Penitentiaries, 15
were medium security FCIs, and 3 were

secure facilities for female inmates.

The BOP actively encourages non-

citizen inmates to apply for international

treaty transfers to their native countries.
This allows foreign national inmates to
serve their prison terms in facilities nearer
their families while, at the same time,
decreasing the U.S. Government's cost

of housing non-citizen offenders.

In FY03, under the auspices of the
Department of Justice (DOJ) Prisoner
Exchange Program, the BOP worked with
the Office of Enforcement Operations and
the U.S. Marshals Service (USMS) to
return 294 foreign inmates from BOP
facilities to 18 different countries and 117
American citizens from foreign prisons
ta the LInited States. Transferred inmates
will complete their sentences in their
native countries.

M@  Atthe end of FY03, there were 7,862
offenders in community corrections cen-
ters (CCCs) and on home confinement.
Approximately 21,021 inmates were
referred to CCCs from institutions during
FY03; about 90 percent successfully com-
pleted the program. About 43 percent
participated in the home confinement pro-
gram during their CCC placement.

Human Resource
Management:

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

WM During FY 03, the Office of Executive
Workforce Planning (OEWP) was estab-

lished. It’s primary role is to formulate a


@ During FY03, NIC continued to
focus on the area of offender classifica-
tion and significant work was accom-
plished in the Prisons Division’s classi-
fication series. The publications Devel-
oping Gender-Specific Classification
Systems for Women Offenders and
PrisonerIntake Systems: Assessing
Needs and Classifying Offenders will be
available in FY04.

TM@ Through a cooperative agreement
with American University’s Washington
College of Law, 51 participants represent-
ing 17 agencies received training on set-
ting policy for, and investigating allega-
tions of, staff sexual misconduct. In
addition, 10 agencies have received
onsite technical assistance in evaluating
policies, practices, and approaches to
managing the issue. During 2003, work
also began to develop a training program
tailored to address the needs of commu-
nity corrections agencies in the area of
staff sexual misconduct.

@ In FY03, NIC continued to provide
information and technical assistance to
help states considering whether to
enact new legislation (titled the Interstate
Compact for Adult Offender Supervision)
to replace 1935's outdated and deficient
Interstate Compact for the Supervision
of Parolees and Probationers. To date,
all but Massachusetts, Mississippi, and
Virginia have enacted the Interstate Com-
pact for Adult Offender Supervision into

law.

During FY03, NIC’s Community Cor-

rections Division accomplished signifi-

cant work with four states (Georgia, Kan-
sas, Rhode Island, and New Jersey)
through a cooperative agreement with
the Center for Effective Public Policy.
This initiative was titled, “Policy Driven
Responses to Parole Violations.” The
purpose was to explore how frequently
persons on parole violate their parole,
determine agencies’ responses, under-
stand how frequently such violations go
into a formal revocations process, and
determine the percentage of parolees
who return to prison. Each site com-
pleted an analysis of their current viola-
tions practices and developed a work

plan to meet their goals.

TM@ InFY03, NIC’s project, “Transition
from Prison to the Community,” tested
its transition model in two states, Mis-
souri and Oregon. Four states (Rhode
Island, Michigan, North Dakota, and
Indiana) have since been added to this
initiative and will receive targeted tech-
nical assistance.

NIC continues to focus on staff
safety, both inside and outside the prison
walls. In FY03, NIC published their sec-
ond edition of New Approaches to Staff
Safety for probation and parole officers.

@ In July 2003, the NIC published
Gender
Research, Practice and Guiding Prin-

Responsive Strategies:
ciples for Women Offenders. The result
of a three-year project, the report care-
fully defines the critical differences
between male and female offenders that
have implications for corrections manage-

ment and offers guiding principles that

apply to all areas of corrections. In a
closely-related effort, in July 2003, NIC
made an award to the University of Cin-
cinnati for the first phase of a three-year
project to construct and validate gender-
responsive risk and needs assessment
tools and protocols for female offenders
and pre-trial defendants. The assessment
tools will support classification decisions
in custody and community settings,
including decisions at pre-trial, jail intake,
probation, prison, and parole stages.

@ During FY03, NIC’s Office of Cor-
rectional Job Training and Placement
(OCITP) provided Offender Workforce
Development Specialist (OWDS) training
to corrections professionals in the U.S.
and Virgin Islands. The purpose of this
189-hour competency-based training was
to: (1) increase the skill level of offender
workforce practitioners and (2) provide
training instruction to participants so that
they may train other offender employment
service providers. In October 2002,
OCITP provided a 5-day distance learn-
ing training program to approximately
1,000 offender work-force practitioners
and corrections administrators in the U.S.
and Canada entitled “Offender Job
Retention for Corrections Profession-
als.” To further support their training
efforts, in FY03, OCJTP published their
Administrative Guide: Offender Work-
force Development Training Program.

TM@ = In FY03, NIC continued its “Chil-
dren of Prisoners” initiative to improve
services to children of incarcerated par-
ents. Using the $4 million dollar FYO1

a


58

Statistics by inmate Security Levei*

BOP-
MIN LOW MED HIGH WIDE

Sentence Imposed (% of Population)**

24% 021. 0.8% ..1..0.3% -.12.0%
6.9% .. 11.0%.....3.7% .. 14.9%
+ 18.6% .. 14.6%.....7.5% .. 16.2%

Under 1 year

5-10 years 29.1% .. 29.7%... 22.1% ..29.1%
10-15 years 17.5% .. 17.6%, 15.5% .. 17.3%
15-20 years .. see 8.0% .. 10.6% .. 10.8% .... 8.3%

7.0% .. 13.5%... 18.5% ..., 8.9%
0.5% .... 2.2%... 21.6% ....3.3%

Over 20 years .

Life sentence
Offense (% of Population)
+. 26.8% .. 55.0%

Drug offenses .... + 60.6% ..

Robbery .. 2.7%. 122.1% 6.3%
Property offenses 5.0% .. 116.6% 1.1. 5.5%
Extortion, bribery, fraud... 3.5%. eee L1% si .T%
Homicide, aggravated assault, kidnapping 1.5%. 1. 15.0% ..1.3.3%
Aums, explosives, arson .... 7.3% .. 18.3% .. 11.0%

All others ... 19.4% .. + 10.1% ..14.2%

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

** Does not include inmates sentenced to death.


38

FPC Duluth
6902 Airport Road

P.O. Box 1400

Duluth, Minnesota 55814
218-722-8634

Fax: 218-733-4701

North Central Region

FCI Edgefield
$01 Gary Hill Road

P.O. Box 723

Edgefield, South Carolina
29824

803-637-1500

Fax: 803-637-9840

Southeast Region

FPC Eglin
P.O. Box 600
Eglin AFB, Florida 32542-7606
850-882-8522

Fax: 850-729-8190

Southeast Region

FCI El Reno
P.O. Box 1000
Highway 66 West
ElReno, Oklahoma
73036-1000
405-262-4875

Fax: 405-262-6266
South Central Region

FCI Elkton
8730 Scroggs Road
P.O. Box 89

Elkton, Ohio 44415
330-424-7448

Fax: 330-424-7075

Northeast Region

Security level: Minimum/Male
Judicial District: Minnesota

Population: 864
Staff: 100

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

Population: FCI: 1,437 Camp: 490
Staff. 378

Security level: Minimum/Male
Judicial District: Northern
Florida

Population: 820
Staff: 126

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

Population: FCI: 1,311 Camp: 225
Staff: 355

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

Population: FCT: 1,842 FSL: 565
Staff: 347

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

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

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

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

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


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

Fax: 303-763-2553

North Central Region

FCI Estill

100 Prison Road

P.O. Box 699

Estill, South Carolina 29918
803-625-4607

Fax: 803-625-5635
Southeast Region

FCI Fairton

P.O. Box 280

Fairton, New Jersey 08320
856-453-1177

Fax: 856-453-4186
Northeast Region

ADX Florence
P.O. Box 8500

Florence, Colorado 81226
719-784-9464

Fax: 719-784-5290

North Central Region

FCI Florence
P.O. Box 6500

Florence, Colorado 81226
719-784-9100

Fax: 719-784-9504

North Central Region

Security level: Medium/Adminis-
trative/Male (adjacent Minimum/
Male Camp)

Judicial District: Colorado

Population: FCI: 920 Camp. 111
Staff: 341

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

Population: FCI: 1,211 Camp: 283
Staff: 306

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

Population: FCI: 1,365 Camp: 99
Staff: 337

Security level: Administrative
Maximum/Male
Judicial District: Colorado

Population: 386
FCC Staff: 974

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

Population: FCI: 1,310 Camp: 458
FCC Staff: See ADX Florence.

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

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

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

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

Location: See ADX Florence.

39


34

Dallas CCM Office

4211 Cedar Springs Road, Suite 100
Dallas, TX 75219

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

Denver CCM Office

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

Detroit CCM Office

211 Fort Street, Suite 620, 6th Floor
Detroit, MI 48226
313-226-6186, Fax: 313-226-7327
Districts: Eastern/Western Michigan,
Northern Indiana

El Paso CCM Office

4849 North Mesa Street, Suite 208

El Paso, TX 79912

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

Houston CCM Office

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

Kansas City CCM Office
Gateway Complex, Tower II

400 State Avenue, Room 131

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

Long Beach CCM Office

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

Miami CCM Office
401 North Miami Avenue
Miami, FL 33128-1830

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

Minneapolis/St. Paul CCM Office
300 South 4th Street, Suite 1210
Minncapolis, MN 55415
612-664-5560, Fax: 612-664-5569
Districts: North Dakota, South Dakota,
Minnesota

Montgomery CCM Office

2350 Fairlane Drive, Suite 110
Montgomery, AL 36116

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

Nashville CCM Office

801 Broadway, Room 599

Nashville, TN 37203

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

New Orleans CCM Office

500 Poydrass Street

New Orleans, LA 70130
504-589-2371, Fax: 504-589-2378
Districts: Louisiana, Arkansas, Eastern
Texas

New York CCM Office

26 Federal Plaza, Room 36-110

New York, NY 10278

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

Orlando CCM Office

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

Philadelphia CCM Office

U.S. Customs House, 7th Floor

Second and Chestnut Streets
Philadelphia, PA 19106

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

Phoenix CCM Office

522 N. Central Avenue, Suite 227
Phoenix, AZ 85004

602-379-4947, Fax: 602-379-4061
Districts: Southern California, Arizona

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

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


ful reintegration upon release, and which
have a clear correctional management
purpose which minimizes inmate idleness.
Increase the participation of inmates in
community service to foster good com-
munity relations and decrease inmate
idleness.

Objective 5.02

Design, implement, and evaluate a com-
prehensive Sex Offender Management
Program (SOMP) to increase institution
security and decrease criminal recidivism
of sex offenders upon release from prison.

Objective 5.03

Provide offenders with the necessary
skills to succeed upon release to the

community.
Objective 5.04

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

objectives.
Objective 5.05

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

completers (who are otherwise eligible)
with quality drug abuse treatment when
transferred toa CCC.

Objective 5.07

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

Objective 5.09

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

Objective 5.10

Ensure reasonable accommodations
exist for all recognized faith groups.

Objective 5.11

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

Objective 5.12

Develop a multifaceted approach that
incapacitates inmate gang leaders in the

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

Objective 5.15

Provide inmate health care through a
mission-specific health care system.
Inmate health care Bureauwide will be
enhanced by matching inmate medical
and mental health needs to institutions
which put to best use their in-house and
community resources.

Objective 5.16

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

Objective 5.17

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

27


Citizenship
United States 16%
Mexico
Colombia
Dominican Republic
Cub:
Jamaica .
Other ....

- 2.0%
1.5%

5.1%

Type of Commitments

US. Code ... .

D.C. Superior Court 3.2%
Parole Violation . 1.0%
Probation Violation 1.3%

State, territorial ...
Median Months Expected to Be Served

All offenses
Drug offenses
Robbery ...
Burgulary, larceny, and property offenses

Extortion, fraud, and bribery ...
Homicide, aggravated assault, kidnapping

Weapons, explosives, arson
Banking and insurance, counterfeit, embezzelment offenses
Immigration .....
Courts or corrections
National security n
Continuing criminal enterprise

Sex offenses.

Inmate Security Level

21.1%

Minimun ....
Low ..
Medium
High ....

35.6%

13.3%

57


Message from the Director

Fiscal year 2003 (FY03) was a year of transition in
leadership for the Bureau of Prisons. I feel honored to
have been selected by the Attorney General to serve as
the Bureau’s seventh Director, succeeding Dr. Kathleen
Hawk Sawyer. Additionally, during FY03, 12 wardens
retired and another was promoted to Regional Director.

During Dr. Hawk Sawyer’s tenure, the Bureau experienced
unprecedented growth in the Federal inmate population,
which more than doubled from 80,372 in 1992 to over
165,000; and the number of institutions increased from 71
to 103. This growth continued throughout FY 03, while we
activated just one additional institution, the Federal
Correctional Institution, Gilmer, WV.

To accomplish our mission of ensuring secure, safe,
efficient, and humane confinement and also facilitating
community re-entry for releasing inmates, we will continue
to adhere to the Bureau’s core ideologies. These include
providing a safe environment for staff and inmates; secure
institutions to confine offenders and protect the public;
skills building programs to prepare inmates to live crime-
free lives upon release; service and stewardship to the
public; and ensuring our workforce is comprised of staff
who are ethical, professional, well-trained, and diverse.

One of my priorities as Director is to expand programs and
services that build the specific skills inmates need to
successfully transition to the community. The Bureau will
continue to use sound and proven correctional basics,
including effective communication and close inmate
supervision. The Bureau has been well-served by our
adherence to these basic principles, and they are critical to
our continued success. We will also ensure the Bureau
remains well-prepared to meet its future by implementing
organizational re-engineering initiatives and by promoting
a “forward thinking” process that is designed to assess

significant, relevant trends and to implement effective
long-term planning in the range of 15 to 25 years in the
Bureau’s future. Combined, these approaches will yield a
more streamlined and efficient organization.

During this past year, our Nation faced many challenges,
with its continued counter-terrorism activities, homeland
security initiatives, and Operation Iraqi Freedom. More
than 900 Bureau of Prisons staff were called to active
military duty to assist in the war effort and the subsequent
Iraqi security mission. As of the end of FY03, approxi-
mately $60 BOP reservists remained on active duty.

Additional challenges this past year included managing
growth and crowding during a period of diminishing
resources, housing persons detained in relation to
terrorist acts, and carrying out a Federal execution.
Although the Bureau experienced several serious inmate
assaults on staff, fortunately none were fatal. The hard
work, dedication to duty, and professionalism of Bureau
staff ensured that we continued to serve the American
public with distinction as we successfully accomplished
our mission. We remain committed to maintaining our
reputation as an outstanding public service agency, a
reputation we have carned over our agency's proud 73-
year history.

Each Bureau staff member brings many talents, life
experiences, skills, and ideas to our workforce; and their
individual contributions make a difference. I have no
doubt these same qualities will help the Bureau meet its
future challenges.


46

MCC New York
150 Park Row

New York, New York 10007
646-836-6300

Fax: 646-836-7751
Northeast Region

FCI Oakdale
PO. Rox 5050

Oakdale, Louisiana 71463
318-335-4070

Fax: 318-215-2547

South Central Region

FDC Oakdale
P.O. Box 5060

Oakdale, Louisiana 71463
318-335-4466

Fax: 318-215-2046

South Central Region

FTC Oklahoma
City
P.O. Box 898802

Oklahoma City, Oklahoma
73189-8802

_ 405-682-4075

Fax: 405-680-4055

South Central Region

7410 South MacArthur Blvd.

Security Level: Administrative/
Male/Female

Judicial District: Southern
New York

Population: 896
Staff: 270

Judicial District: Western
Louisiana

Population: 1,322
PCC Staff: 541

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

Judicial District: Western
Louisiana

Population: FDC: 814 Camp: 116
FCC Staff: See FCI Oakdale.

Security Level: Administrative/
Male/Female

Judicial District: Western
Oklahoma

Population: 1,470
Staff: 295

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

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

: In central Louisiana,
35 miles south of Alexandria and
58 miles north of Lake Charles.
Off of State Highway 165 on
Whatley Road. The area is
served by Alexandria Interna-
tional Airport (40 miles from the
facility) and by commercial bus
lines.

Location: See FCI Oakdale.

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

FCI Otisville

y q P.O. Box 600
. Otisville, New York 10963
845-386-5855
< Fax: 849-386-1927
M4 Northeast Region

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

New York

Population: FCI: 1,027 Camp: 115
Staff: 307

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


44

FCI Marianna
3675 FCI Road
Marianna, Florida 32446
850-526-2313

Fax: 850-718-2014

| Southeast Region

USP Marion
4500 Prison Road

P.O. Box 2000

Marion, Illinois 62959
618-964-1441

Fax: 618-964-1895
North Central Region

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

814-362-8900

Fax: 814-363-6822
Northeast Region

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

901-372-2269

Fax: 901-380-2462
Mid-Atlantic Region

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

Fax: 305-259-2160
Southeast Region

Security level: Medium/Male
(adjacent Minimum/Female Camp)
Judicial District: Norther Florida

Population: FCI: 1,262 Camp: 288
Staff. 341

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

Population: USP: 425 Camp: 397
Staff: 363

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

Population: FCI: 1,305 Camp: 286
Staff: 305

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

Population: FCI: 1,240 Camp: 306
Staff: 337

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

Population: FCT: 1,141 Camp: 260
Staff: 280

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

Location: 300 miles from
Chicago, 120 miles from St.
Louis, 9 miles south of Marion,
Off 1-57 via Highway 148 north,
east on Little Grassy Road.

The area is served by the
Williamson County Airport.

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

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

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


cessful and resulted in an annual savings
of $33,501 at the pilot institution. The
Executive Staff approved this concept for
Bureau-wide implementation. An imple-
mentation plan is currently being devel-
oped.

An additional example includes an elec-
tronic law library pilot authorized for all
newly-activating institutions. Reducing
the need to establish and maintain sepa-
rate libraries within institutions, to pur-
chase hard-bound materials, and to allo-
cate staff time to audit libraries and man-
age inmate requests for library materials
will yield cost-savings and provide sig-
nificant space that can be designated for
other educational programs.

The Bureau has also successfully imple-
mented CENTRA, a conferencing soft-
ware application that has significantly
expanded distance learning options avail-
able to its staff while eliminating training-
related travel expenses. In FY03, the
Bureau’s Medical Director initiated
monthly CENTRA conferences covering
various medical issues and topics with
institution Clinical Directors. This strat-
egy was so well-received and successful
that the Health Services Division plans
to increase the frequency of these con-
ferences in FY04.

TM@ = The Office of General Counsel con-
tinues its efforts to reengineer field legal
services. All 24 Consolidated Legal Cen-
ters (CLCs) have been activated. The pur-
pose of this initiative is to consolidate
legal staff in order to deliver legal ser-
vices more efficiently.

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

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

between staff and inmates.

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

appropriate.

Twelve allegations of sexual abuse of
inmates reported during FY03 were sus-
tained. Four involved male BOP cmploy-

ces, three involved female BOP employ-
ees, one involved an employee ata priva-
tized facility, two involved contract/half-
way house employees, and two involved
cmployces at IGAs. Two of the employ-
ees with a sustained allegation pled guilty
to criminal violations. Of the 12 subjects
against whom charges were sustained, 10
either resigned or were terminated from
employment. The two remaining were
appropriately disciplined for making
inappropriate comments of a sexual
nature to inmates.

Inmate Programs and
Services:

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

TM@ During FY03, the BOP established
the Inmate Skills Development Branch
within the Correctional Programs Division
to develop and coordinate re-entry skills
development initiatives across divisions
and provide a centralized point of liaison
with external agencies,

@ Onc of the Bureau of Prisons’ most
important correctional programs is Fed-
eral Prison Industries (FPI). FPI’s mis-
sion is to: (1) employ and provide job
skills training to as many inmates as pos-
sible to help them prepare for a produc-
tive, crime-free return to the community
after release; (2) contribute to the safety

and sccurity of Federal prisons by keep-


56

Federal Inmates

wo 172,499
wo 146,212
.. 26,287

Total, September 30, 2003 .
In Bureau Institutions

In Contract Facilities* ...

* Includes Federal inmates confined in privately-operated prisons, detention centers, community
corrections centers, and juvenile facilities and Federal inmates in correctional facilities and detention
centers operated by State and local governments.

Sentenced
Unsentencet

Inmate Characteristics (All Facilities)

Average Age ......

Gender

Male ......
Female ...

-- 93.1%

Race

White
Black
Other ....

Ethnicity

Hispanic

Non-Hispanic ..


ing 25 percent comes from Inmate Trust
Funds. In addition to the RIF program,
Hope House, a Washington DC-based
non-profit organization, continued the
Father to Child Reading Program at FCI
Cumberland, Maryland. In this program,
inmates read children’s books into a tape
recorder. The tape, a signed book, and a
picture of the inmate are mailed home to
the inmate’s child, allowing fathers to read
to their children via the recording.

TM@ The Bureau’s Inmate Placement
Program coordinated 102 mock job fairs
in 75 Federal prisons during FY03.
Approximately 3,000 inmates and 1,100
company recruiters and local agency staff
participated. Over 12,000 Federal prison-
ers and more than 5,000 community part-
ners have been involved in the mock job
fairs since the program’s inception in
October 1996.

M@ In order to reduce the number of
inmates who return to drug abuse and
criminal lifestyles following release, the
Bureau offers a comprehensive sub-
stance abuse treatment program that
includes the Residential Drug Abuse Pro-
gram (RDAP) as the primary Weatment
option. In addition, the Bureau offers
drug abuse education, a variety of non-
residential programs (for inmates in the
general population), and community tran-
sition programs.

The Bureau operates RDAPs at 50 of its
institutions for the 34 percent of Federal
inmates with a moderate to serious drug
abuse problem. Participating inmates are
housed together in a separate housing

unit of the prison that is reserved for drug
abuse treatment. The residential program
provides intensive treatment for a mini-
mum of four hours daily, five days per
week. The remainder of each day is spent
in education, work skills training, and
other inmate programs. RDAPs are typi-
cally 9 months in length and provide a
minimum of 500 hours of drug abuse treat-
ment. Treatment is cognitively-based,
focuses on the inmate’s behavior and
criminal thinking, and targets the inmate’s
drug-using behaviors. Upon completion
of residential drug abuse treatment,
aftercare treatment services are provided
in general population and community cor=
rections centers to ensure an effective
transition from the institution program to

the community.

Research confirms that inmates who com-
plete RDAP are less likely to be
re-arrested and less likely to use drugs,
when compared to similar non-participant
offenders. Data also suggests the
Bureau’s RDAPs make a significant dif-
ference in the lives of inmates following
their release from custody and return to
the community.

The BOP provided residential drug abuse
treatment to 17,578 inmates at 50 institu-
tions (bringing the total to 111,021
inmates since 1990). An additional 12,023
inmates participated in non-residential
drug treatment programs and 15,006
inmates participated in transitional drug
abuse treatment in community correc-
tions centers. During FY 03, 20,930
inmates participated in a drug abuse edu-
cation course.

H During FY03, BOP psychologists
conducted 248,358 mental health intake
assessments and evaluations on offend-
ers committed to BOP facilities. To meet
the mental health needs of offenders, psy-
chologists provided approximately 60,604
sessions of individual therapy and crisis
counseling. As part of the BOP’s efforts
to prevent inmate suicides, 3,765 suicide
risk assessments and 1,811 suicide
watches were conducted. Psychologists
also attended to the needs of offenders
in special housing units and completed
81,242 monthly reviews of inmates con-
fined in such units.

TM@ The BOP offers a number of psy-
chology treatment programs designed to
facilitate inmates’ adjustment both dur-
ing incarceration and upon release to the
community. These programs utilize a cog-
nitive behavioral treatment approach
aimed at improving inmates’ emotional
and behavioral responses to difficult situ-
ations and emphasize life skills and pro-
social values development. Each program
was developed with an evaluation com-
ponent to ensure the program effectively
meets its goals.

CODE is a unit-based, cognitive behav-
ioral treatment program designed to
improve institutional adjustment of peni-
tentiary inmates. This program addresses
psychological distress, mental illness,
cognitive deficits, specific behavioral
problems (e.g., poor social skills, impul-
sivity, etc.), and risk of victimization, and
is designed for those who could benefit
from living in an enhanced therapeutic

environment. CODE programs were




USP Coleman
846N.E. 54th Terrace
Coleman, Florida 33521-1023
352-689-6000

Fax: 352-689-6012
Southeast Region

Security level: High/Male
Judicial District: Middle Florida

Population: 1,657
FCC Staff: See FCC Coleman
(Administrative),

Location: see FCC Coleman
(Administrative).

FCI Cumberland
14601 Burbridge Road, S.E.
Cumberland, Maryland
21502-8274

301-784-1000

Fax: 301-784-1008
Mid-Atlantic Region

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

Population: FCI: 1,177 Camp: 309
Staff 312

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

(NBUR\

JN

FC! Danbury
Route 37

33 1/2 Pembroke Road
Danbury, Connecticut
06811-3099
203-743-6471

Fax: 203-312-5110
Northeast Region

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

Judicial District: Connecticut

Population: FCI: 1,086 Camp: 233
Staff: 261

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

FMC Devens

P.O. Box 880

Ayer, Massachusetts 01432
978-796-1000

Fax: 978-796-1118
Northeast Region

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

Judicial District: Massachusetts

Population: FMC: 1,084 Camp: 125
Staff: 463

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

FCI Dublin

5701 8th Street, Camp Parks
Dublin, California 94568
925-833-7500

Fax: 925-833-7555

Western Region

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

Population: FCT: 1,231 Camp: 205
Staff: 276

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

37


Strategic Planning Objectives for FY 2004

Introduction

This section lists the national objectives

that support the Bureau’s mission and

long-term strategic goals. Each office or
facility within the Bureau (Central Office,
regional offices, institutions, training cen-
ters, and community corrections offices)
supports these national goals and objec-
tives with their own action plans, steps,
and performance measures.

Population
Management

Objective 1.01

Complete construction and begin activa-
tion of seven new facilities which will add
8,000 beds in rated capacity. Successful
completion of this objective directly sup-
ports the goal of working toward ulti-
mately achieving an overall crowding
level in the range of 30 percent by 2010.

Objective 1.02

Continue development of six new facili-
ties for which construction is expected to
be completed by FY 2007. This action
will result in adding 6,784 beds in rated
capacity, once facilities are activated. We
will continue pursuing development of
additional facility sites, consistent with
our Long-Range Construction Plan. Suc-
cessful completion of this objective
directly supports the overall goal of
reducing the BOP’s systemwide crowd-
ing to a range of 30 percent by 2010.

Design and implement a 5-year evalua-
tion of the cost effectiveness and opera-
tional success of the private prison
operations at the Taft correctional facili-
ties, a 3-year evaluation of the private
medical services provided at the
Beaumont facilities, and a 1-year study
of the cost effectiveness and feasibility
of private sector and governmental
operation of prisons at all security levels,
including a review of relevant literature
and related legal issues.

Objective 1.05

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

of at least the following:

Minimum: 85 percent
Low: 75 percent
Medium: 70 percent

High: 65 percent

Human Resource
Management

Objective 2.01

Develop and implement recruitment and
retention strategies at targeted BOP com-
ponents to more effectively achieve a

balanced, diverse workforce.

Objective 2.02

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

Objective 2.03

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

workplace violence.

Objective 2.05

Develop an efficient training delivery sys-
tem combining quality, technology, and
cost effectiveness, thereby optimizing

institution operations.
Objective 2.09

Enhance and develop training programs
to foster positive communication
between staff by reinforcing the Bureau’s
cultural anchors and core values and by
promoting respect and sensitivity among

staff
Objective 2.10
Develop and enhance Labor Management

Relations (LMR) in the Bureau of Prisons
with improved training initiatives.

25


Message from the Attorney General

This past year the United States continued its efforts to
preserve freedom and prevent terrorism. All of us at the
Department of Justice heard the calling to be a part of our
country’s determined efforts to protect and preserve Ameri-
can lives and American liberty. And we answered this call
with a renewed sense of determination to protect Ameri-
cans from further acts of terrorism. For the two years since
September 11, the Department’s employees, including staff
with the Federal Bureau of Prisons, have contributed to
the Department’s unrelenting efforts and have focused on
protecting Americans from further acts of terrorism. The
two years of safety we have experienced are a testament to
the tremendous effort and resolve of those who defend our
nation and enforce our laws.

In addition to dealing with the formidable challenges
related to our war on terrorism, the Department has contin-
ued its aggressive fight against other forms of crime. Our
success in this area is tied to four key tactics: tough
penalties; effective prosecutorial tools; decisive
information-sharing coupled with cooperative action across
law enforcement agencies; and the Bureau of Prisons’
efforts to reduce crime by incapacitating career criminals
and by providing programs that enable prisoners to
develop skills they will need to reintegrate successfully
into society. The result of these strategies is that our
nation’s overall crime rate is at a thirty-year low.

The largest component of the Department of Justice, the
Federal Bureau of Prisons experienced a transition in lead-
ership this year. Harley G. Lappin was sworn in as the

Bureau’s seventh Director on April 4, 2003. This transition
proceeded smoothly and efficiently; 1 have every confi-
dence that, under Director Lappin’s leadership, the Bureau
will continue to accomplish its mission, address current
challenges, and meet future demands as our nation’s fed-
eral correctional system.

Over this past fiscal year, the Bureau of Prisons played a
significant role in our nation’s work against terrorism. Not
only does the Bureau house convicted terrorists and those
detained in connection with acts of terrorism, but the
Bureau also works closely with other federal, state, and
local law enforcement agencies to ensure a coordinated,
tightly-knit effort against terrorism. Despite the additional
demands and special challenges associated with this
effort, the Bureau has worked hard to accomplish its mis-
sion: to safely confine and manage inmates serving sen-
tences imposed by the federal courts and to protect public
safety by providing programming opportunities to inmates
that will help them develop skills needed to lead a crime-
free life upon release.

The Bureau of Prisons is comprised of over 34,000 employ-
ees dedicated to serving the Department of Justice, the
courts, and the citizens of this country. I encourage you to
review the State of the Bureau 2003 and to familiarize your-
self with the Federal Bureau of Prisons’ current operations
and accomplishments.

Ahr

John Ashcroft


second |

—

“FGI Safford

P.O. Box $20
Safford, Arizona 85548
928-428-6600

Fax: 928-348-1331
Western Region

MCC San Diego
808 Union Street

San Diego, California 92101-
6078

619-232-4311

Fax: 619-595-0390

Western Region

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

Fax: 320-245-0385

North Central Region

FCI Schuy!
P.O. Box 700
Minersville, Pennsylvania
17954

570-544-7100

ax: 570-544-7224
Northeast Region

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

Fax: 972-287-5466
South Central Region

Judicial District: Arizona

Population: 819
Staff: 169

Security Level: Administrative/
Male/Female

Judicial District: Southern
California

Population: 988
Staff: 252

Judicial District: Minnesota

Population: 903
Staff: 236

Security Level: Medium/Male
(adjacent Minimum/Male Camp)
Judicial District: Middle Pennsy|-
vania

Population: FCI: 1,230 Camp: 306
Staff: 322

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

Judicial District: Northern Texas

Population: 1,633 Camp: 137
Staff: 318

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

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

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

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

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

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

49


FCI Ashland
P.O. Box 888

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

Fax: 606-928-1854
Mid-Atlantic Region

USP Atlanta

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

Fax: 404-331-2137
Southeast Region

USP Atwater
P.O.Box 019000

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

Fax: 209-386-4615
Western Region

FCI Bastrop
Box730

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

Fax: 512-304-0117
South Central Region

FCC Beaumont
(Administrative)

= P.O. Box 26015

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

Fax: 409-626-3401
South Central Region

Security Level: Low/Male
(adjacent Minimuny/Male Camp)
Judicial District: Eastern
Kentucky

Population: FCI: 1,165 Camp: 293
Staff 299

Security Level: High/Administra-
tive/Male (adjacent Minimum/
Male Camp)

Judicial District: Northen Georgia

Population: USP: 2,315 Camp: 489
Staff: 664

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

Population: USP: 1,415 Camp: 130
Staff 376

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

Population: FCI: 1,281 Camp: 161
Staff: 264

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

FCC Staff: 885

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

1 mile west of U.S. 60.

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

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

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

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

33


42

SLATUNA

FCI La Tuna

PO. Box 1000

8500 Doniphan

Anthony, New Mexico-Texas
88021

915-886-6600

Fax: 915-886-6858

South Central Region

Security level: Low/Male

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

Population: FCI: 1,138 FSL: 416
Camp: 245
Staff: 380

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

USP Leavenworth
1300 Metropolitan
Leavenworth, Kansas 66048
913-682-8700

Fax: 913-682-0041

North Central Region

USP Lee

P.O. Box 900
Jonesville, Virginia
24263-0900
276-546-0150

Fax: 276-546-9115
Mid-Atlantic Region

USP Lewisburg
P.O. Box 1000

Lewisburg, Pennsylvania
17837

570-523-1251

Fax: 570-522-7745
Northeast Region

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

Fax: 859-253-8821
Mid-Atlantic Region

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

Population: USP: 1,867 Camp: 529
Staff. 514

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

Population: USP: 1,263 Camp: 119
Staff: 395

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

Population: USP: 1,273 Camp: 352
ICC: 193
Staff: 541

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

Judicial District: Eastern
Kentucky

Population: FMC: 2,066 Camp: 252
Staff: 518

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

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

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

Location: Seven miles north of
Lexington on U.S. Highway 421.
The area is served by Blue Grass

Field Airport and commercial bus
service.


28

Objective 5.18

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

institutions.
Objective 5.19

Enhance staff awareness of inmate
unrest and potential institution emer-
gency situations through sound staff-
inmate communication, and ensure staff
share and utilize intelligence information
gathered from inmates to proactively pre-
vent situations from escalating into
major incidents.

Building Partnerships
Objective 6.01

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

Objective 6.02

Engage community resources in the
reintegration of offenders into the com-
munity through expansion of current
institution volunteer programs, as well as
draw upon new, nontraditional services.

Objective 6.04

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

Counter-Terrorism

Objective 7.01

The BOP will identify and appropriately
manage inmates and detainees with a
history of international terrorist activities
and ties to radical groups.

Objective 7.02

Effectively assess the vulnerability and
security of identified institutions in order
to deter, prepare for, and mitigate internal
and external terrorist threats.

Objective 7.03

Develop procedural, operational, and
training guidelines for implementation at
the national and local levels for detection,
deterrence, and response to terrorist acts.

Objective 7.04

Develop a national plan for the deploy-
ment of clinical, logistical, and adminis-
trative support to local Health Services
Units in the event of either man-made or
natural catastrophic-level disasters.


amember of the National Joint Terrorism
Task Force. The interagency intelligence-
sharing continues and has proven ben-
eficial to gaining valuable intelligence
regarding gany activity, drug trafficking,
and terrorism.

Correctional

Leadership and
Effective Public
Administration:

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

During FY03, the Bureau began
reviewing its contract facilities on a semi-
annual basis utilizing teams of monitors.
Bureau staff onsite at contract facilities
also perform administrative, liaison
duties and provide general day-to-day
oversight of contracts.

The BOP initiated issue resolution ses-
sions with its contractors during FY03.
These sessions improved communication
and serve as a tool for enhancing con-
tract performance.

@ In FY03, for the fifth consecutive
year, the BOP received an unqualified (or
“clean”) opinion on its Audited Finan-

cial Statements. This accomplishment is

evidence of the agency’s commitment to
improving financial performance and
accountability.

M InFY03, $8.6 million in court-ordered
obligations was collected from inmates
through the Inmate Financial Responsi-
bility Program (IFRP). The IFRP requires
inmates to make payments from their trust
fund account (including institution earn-
ings) to satisfy court-ordered fines, resti-
tution, child support, and other monetary
judgements. Most of the funds were dis-
tributed through DOJ’s Crime Victims
Fund as direct compensation to victims
for losses resulting from crime or to vie

tims assistance and support groups.

@ InFY03, the BOP continued to serve
victims of crime through the Victim/
Witness Notification Program. Victims
and witnesses who are enrolled in the pro-
gram are informed of changes in the sta~
tus of the inmate-perpetrators, including
the date and location of initial incarcera-
tion and release status (such as a parole
decision, a community corrections cen-
ter placement, or an expiration of sen-
tence). Through September 2003, the BOP
monitored 12,890 inmates, with more than
65,000 identified victims or witnesses.

The Bureau continues to use the auto-
mated Victim Notification System (VNS)
that was implemented nationwide in FY02
and operates on DOJ’s Intranet. VNS
links the FBI, the Executive Office for
United States Attorneys, the United
States Postal Inspection Services, and the
BOP and allows these agencies to share

victim information. The system contains

the names of all victims of Federal crime
and has been designed to improve the
accuracy of victim information and the
efficiency with which notifications are
Additionally, VNS permits each
victim easy access to inmate information

made.

through an automated telephone system.
By accessing the VNS call center, the vie~
tim can retrieve the location of the inmate,
scheduled parole hearing dates, a half-
way house placement date, and the
inmate’s projected release date.

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

@  InFY03, 35 institutions received ini-
tial accreditation or reaccreditation from
the American Correctional Association
(ACA). ACA accreditation provides
external certification that Federal prisons
provide decent living conditions, offer
adequate programs and services, and
accommodate inmates’ constitutional
rights by ensuring compliance with more
than 480 standards developed by correc-
tions professionals. At the end of FY03,

89 institutions maintained accreditation


50

:

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

Fax: 206-870-5717
Western Region

FPC Seymour

Johnson

Caller Box 8004
Goldsboro, North Carolina
27533-8004

919-735-9711

Fax: 919-735-0169
Mid-Atlantic Region

Security Level: Administrative/
Male/Female

Judicial District: Western
Washington

Population: 883
Staff: 239

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

Population: 617
Staff: 86

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

address is 2425 South 200th

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

‘SPRINGFIELI

JH

FCI Sheridan
P.O. Box 8000

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

Fax: 503-843-3408

Western Region

MCFP
Springfield
P.O. Box 4000

1900 West Sunshine
Springfield, Missouri
65801-4000
417-862-7041

Fax: 417-837-1711
North Central Region

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

Fax: 256-315-4495
Southeast Region

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

Population: FCI: 1,548 Camp: 502
Staff: 370

Security Level: Administrative/
Male

Judicial District: Western
Missouri

Population: 1,188
Staff: 637

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

Population: FCI: 1,057 Camp: 363
Staff: 323

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

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

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


52

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

Fax: 520-574-4206
Western Region

FCI Victorville
P.O. Box 5400

Adelanto, California 92301
760-246-2400

Fax: 760-246-2621

Western Region

FCI Waseca

P.O. Box 1731

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

Fax: 507-837-4547

North Central Region

FPC Yankton
Box 680

Yankton, South Dakota
57078

605-665-3262

Fax: 605-668-1113
North Central Region

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

Yazoo City, Mississippi
39194

662-751-4800

Fax: 662-751-4859
Southeast Region

Security Level: Medium/Male,
Administrative Male/Female
Judicial District: Arizona

Population: 846
Staff: 226

Security Level:
(adjacent MinimunyFemale

Camp)

Judicial District: Central
California

Population: FCI: 1,706 Camp: 288
Staff: 386

Security Level: Low/Male
Judicial District: Minnesota

Population: 1,063
Staff: 230

Judicial District: South Dakota

Population: 706
Staff: 108

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

Population: FCI: 1,912 Camp: 132.
Staff: 289

Location:

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

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

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

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

Location: 36 miles north of
Jackson, Mississippi, off
highway 49. The area is served
by most major carriers at the
airport in Jackson. Yazoo City
also is served by Amtrak and
commercial bus lines.


ing inmates constructively occupied; (3)
produce market-priced, quality goods
and services for sale to the Federal Gov-
ernment; (4) operate in a self-sustaining
manner; and (5) minimize any negative

impact on private business and labor.

To bring its capacity in line with changes
in customer demand, FPI closed several
factories in FY03. At the end of FY03,
there were 100 FPI factories. FPI’s sales
for FY03 were $667 million, compared to
$679 million in FY02 and $584 million in
FY01.

At the end of FY03, the FPI program
employed 20,274 inmates, representing
roughly 19 percent of the sentenced, medi-
cally-able Federal inmate population.
Inmates who work in FPI learn market-
able job skills, develop a strong work
ethic, and are less likely to recidivate.
Additionally, inmates who participate in
FPlare less likely to engage in prison mis-
conduct. Inmates who work in FPI and
who have court-ordered fines, family
support, and victim restitution must con-
tribute 50 percent of their carnings toward
these obligations. During FY03, inmates
who worked in FPI contributed over $2.8
million of their earnings toward meeting
their financial obligations.

Research has shown that inmates who
participate in the FPI program are less
likely to revert to criminal behavior and
are more likely to be gainfully employed
following release from prison. The Post-
Release Employment Project study com-
pared inmates who worked in prison

industrics with similar inmates who did

not participate in FP]. The research found
that inmates who worked in FPI were sig-
nificantly less likely to recidivate than
inmates who did not participate -- as much
as 12 years after their release. In addi-
tion, minority groups that are at the great-
est risk for recidivism benefitted more
from industrial work participation and
vocational training than their non-minor-
ity counterparts.

@ Inmate involvement in education pro-
grams remained steady during FY03. At
year end, 35 percent of the inmate popu-
lation was enrolled in one or more educa-
tion programs on any given day. The par-
ticipation rate for female inmates was 46
percent. BOP research indicates that
inmates who participate in education pro-
grams while confined are 16% less likely
to recidivate than non-participating
offenders.

General Educational Development (GED)
program enrollments continued to
increase significantly in FY03. In Sep-
tember 2003, there were nearly 21,000 stu-
dents enrolled in the GED program. In
FY03, a total of 5,313 inmates completed
their GED. Most of these inmates com-
pleted the program using a new GED test
that requires more rigorous skills and
experience in writing and math.

® Occupational training programs pro-
vide inmates with marketable skills to
increase their chances of successful post-
release employment. BOP research has
found that inmates who participated in
vocational training or apprenticeship
training programs while incarcerated were

significantly less likely to recidivate than
inmates who did not participate in these
programs. In FY03, the Bureau provided
or supported approximately 325 occupa-
tional training programs, $14 apprentice-
ship programs, and 158 advanced occu-
pational education programs for inmates.
On any given day, more than 10,000
inmates were actively participating in
occupational training/apprenticeship
programs. During the FY, inmates com-
pleted more than 10,000 occupational
training courses.

M@ = The focus on education services to
inmates with special learning problems ar
disabilities remains a high priority for the
Bureau. Since July 1997, more than 100
special education teachers have received
intensive training in diagnostic assess-
ment and methods for accommodating
inmates with disabilities. As part of the
special learning needs effort, the Bureau
also has emphasized and increased spe-
cial GED test accommodation requests.
There were 129 special GED test accom-
modations in FY03, up from 48 in FY02.

TM@ Most BOP facilities have parenting
programs that provide inmates with
opportunities to learn about children,
child development, and family skills. The
Reading is Fundamental (RIF) program,
whose mission is to develop and deliver
literacy programs that encourage young
children to read regularly, continues and
is now available at 12 BOP facilities. The
children of inmates participating in the
parenting program at these facilities
receive as many as three books during
the year from RIF. RIF funds 75 percent
of the cost of the books and the remain-